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HomeMy WebLinkAboutCD Ritter Center Performance Report 2014Wry OF Agenda Item No: 4. a Meeting Date: November 17, 2014 SAN RAFAEL CITY COUNCIL AGENDA REPORT Department: Community Dev Prepared by: �� ^�m�=� -Paul A. Jensen (CP) - City Manager Approval'?PV� SUBJECT: 12-16 Ritter Street (Ritter Center Performance Report) - Review of six-month Performance Report on the Ritter Center adherence to the Use Permit operational conditions of approval regulating client limits, litter control, security and police service calls to the facility (between November 2013 and September 2014); APN #011'272-13 (12 Ritter, Richard and Velma Bottahni, ovvnona) and APN #011-271-04 (16 Ritter Street, Orlando and Ruth Brove||i Trust owners; Second/Third Mixed Use East (2/3 MUE) District. C|a Byrnea, Executive Oireotor, Ritter Center. applicant. File No: UP13-D3O- RECO00k8ENDAT|UN: 1. Accept report 2. Accept public comments 3. Provide direction to staff if required Site and Use History The Ritter Center has been in operation at its current location (see Exhibit 1) since 1981, providing a variety of services and resourcas, free ofcharge tothe working poor and homeless. The Ritter Center is located in four buildings/modular trailers housed on two contiguous lots located on the south side of Rifler Street. As described below (and further detailed in Exhibit 2), the Ritter center provides various functions and services housed inthe four buildings, including case management, behavioral heo|th, day services, food pantry, emergency clothing/Goodwill Gift certificates and seasonal programs (Thanksgiving and Christmas): 0 Ritter Center (16 Ritter): Offices and food pantry distribution 0 Bouchard Building (1GRitteh:Case Management (5 offices) and aconference room = Day 3enuoem Center (DSC) (12 Ritter): Showers, |aundry, and reatroonns. Prior to the use permit amendment (UP11-070) to install the new medical modular in 2012. the DSC also served as the medical clinic. After use permit amendment UP11-070 was approved, the medical services were transferred to the new modular and the DSC was limited to showers, laundry and restrooms. a Medical Modular Building (12 Ritter): Medical clinic The 18Ritter Staddress (APN #D11-272-04.owned byOrlando and Ruth BmvelUTrust) was originally built as a single family home converted to office use in 1973, There was no Use Permit history for the site until 1992, when the Human Concern Center applied for a temporary Use Permit (UP92-32/ED92- 52) to install on 879 square foot trailer on site, to the rear ofthe existing building at 18 Ritter. The City approved a Use Permit and Design Review Permit for the trailer to be used as office space/counseling, File No.: Council K8eatin0- Disposition: �� ' The adjacent lot at12Ritter St (\PN#011-273- 3.ownadbyRichardandVe|maBotbahni)womvaoard until 1993, when the City approved a Use Permit and Design Review Permit for a 1, 100 sq. Ft. temporary trailer to be used for day services (UP93-16/ED93-15). In 2000, the City approved a Design Review Permit boreplace this trailer with anew 1.452sq. ft, trailer. Both lots have always been viewed as one site in terms of services, but it was not until 2004 that both lots came under review as one cohesive Use Permit application, supported byboth property owners, Atthat time, the Planning Commission approved a Use Permit amendment for 12-16 Ritter St (UP04-005). The purpose ofthis amendment was to modify several conditions of approval from previous Use Permits since they were no longer applicable ornecessary, Planning Commission Resolution #O4-2Gcodifies the 1QQ3approved Use Permit operating at 12-16 Ritter Street and in effect consolidated all Ritter services under one operational Use Permit, All services listed in UP04-005 are still part of current Ritter Center services. O15Third Street (Annex Building): The Ritter Center also leases 1,800 sq, ft. of administrative office space in the building directly across the street at 815 Third Street. This space was previously approved for a temporary Use Permit to be used as a client screening and pick-up location for the 2011-2012 Rotating Emergency Shelter (BEST)Program (expired April 2O12), Ritter continued bouse the space for administrative offices once the REST Program ended. The Use Permit for the Ritter operations does not include activities utthe 815Third Street address. However, the parcel iszoned 2/3K8UE (Seoond/ThirdMixed Use East) and administrative offices is apermitted use inthis zoning district. Lease Information and Update The current lease agreements for the Ritter Center site are as follows: ° 1ORitter (Victorian Building and Bouchard Buildino): Lease expires inDecember 2O15. Ritter is currently negotiating with landlord for a new lease and has expressed that Ritter does not want a5year lease option. � 12Ritter (Day Service Center and medical modular hailer: Lease expires May 2U18. Ritter must notify landlord by October 2015 of renewal intent, ° 815Third Street: Lease expiresonDecember 31.2O15.with anoption torenew for an additional 24months. For additional details on the property leases, see attached Exhibit 2.7. Current Use Permit (UP1 1-070) and Performance Report Requirement On February 14, 2012, the Planning Commission approved a Use Permit amendment and Design Review amendment (UP1 1-070/ED1 1-089) for the Ritter Center site to allow the installation of a new medical modular building unsite. The Use Permit amendment allowed the relocation ofthe existing medical clinic space from the Day Services Center (DSC) modular to the new 933 -square -foot modular. The total number of clients served (laundry/showers services and medical services) was increased from the 40 clients/day approved in 2004 (UP04-005) to 65 clients/day, averaged over one week. This limit did not apply tothe other on-site services provided by the Ritter Center. The Planning Commission action was appealed tothe City Council. OnApril 2.2D12.the City Council adopted Resolution No. 13321 upholding the Planning Commission action to grant a Use Permit amendment (UP1 1-070) for the Ritter Center (see Exhibit 2), but reducing the total number of clients served by the DSC and the medical modular from 65 clients to a total of 60 clients per day, averaged over one week. Resolution 13221combined all ofthe uses ufthe past Use Permits granted for the Ritter Center into one Use Permit, However, the conditions ofapproval regarding client caseload tally and performance reporting were specifically limited to the DCS and the medical modular and did not include other Ritter Center services. The Use Permit includes other operational conditions of approval (listed below) including a requirement that a six-month performance report becompleted and presented tothe City Council. The first six-month performance report, covering the period of October 2012 to April 2013 was presented hothe City Council nnJune 1T.2O13, Aspart ofthis review, the City Council expressed concern over the method of tallying the client caseload (COA #5), based on a seven-day week when the Center was mostly open and operational for five days per week. The Council voted (Resolution 13221) to direct staff to amend the language in COA#5 through a Zoning Administrator hearing so that the client limit average is based on the operational week days for the Ritter Center. On September 18, 2013, the Zoning Administrator held a hearing to amend Use Permit language in COA #5 as directed by the Council. The amended Use Permit (UP13-O3O)changed the language inCOA#5bzread ao follows: "Client caseload for the existing Day Services Center (]8[) and services /nthe new modular are limited bzatotal uf0Oo&ynts1day,averaged over the operational work week For the gyr�oses ot this condition, an "operational day" is defined as a day during which the Day Services Center or the medical modular building is open to clients for services. " (See attached Exhibit 5: UP13-030 Conditions of Approval). The specific conditions related to the preparation of the six-month performance report are listed below, per UP13-O3O: Condi Lion of ��ppLoygl #5: "Client caseload for the existing Day Services Center (DSC) and services /nthe new modular are limited k7a total of 60 clients1dav, averaqed over the operational work week. Commencing atoccupancy and occupation ofthe new modular, onthe first day ofeach nnoobh' the Ritter Center shall submit monthly reports to the Planning D/vio/on, wt/oh are to: a) provide etally mfthe total number ofdaily client visits during the previous calendar month; and b) identify the number of days the "overflow plan" was implemented (per Use Permit Condition of Approve/#17). The form of this report shall be approved by the Planning Division and City Attorney prior to the issuance of a building permit, and shall include verification under penalty of perjury. " Condition of Approval#15: "On-going compliance with all conditions ofapproval shall berequired to keep the Use Permit Amendment valid. This Use Permit (UPY3-030may bacalled tohearing e/ any time by the Planning Division in order to review compliance with the Conditions of Approval. " Condition of Approval # 16: "Six (6) months from the date ufoccupancy and operation, a performance report shall be prepared by the Planning Division and shall continue to be prepared every six months thereafter. This performance report shall report onthe Center's adherence tothe operational conditions of approval regulating client limits, litter control and security, and shall include atracking ofthe numbers ofpolice service calls hothe facility. Once completed, the performance reports shall be forwarded to the Planning Commission and City Council. If during the course of monitoring, it is determined that the Ritter Center is out -of -compliance with conditions of approval., the City can schedule the Use Permit for a City Council public hearing. " The second six-month performancereport, covering the period ofMay 2O13through October2O13 was reviewed bythe City Council onMarch 17.2O14. Aoaresult ofthis review, the City Council requested that, for the next six-month performance report: a) Ritter Center report on the status of their property lease and intended future plans (extending the leases or pursuing a new location for the service); and b) that the City Attorney identify the City's legal land use options (e.g., terming out the Use Permit with the term ofthe lease; zoning changes or amortization of the use). Regarding the latter, the City Attorney discussed the land use issues with the Council during a recent City Council study session/retreat. Latest Six -Month Performance Report In the past, this staff report would present the findings for a six-month performance report for Ritter Center operations (in this case, the period of November 2013 to April 2014). However, this data would not have included any information from the most recent months since April 2014, or staffing changes at the Ritter Center that have occurred during this period. |nAugust 2U13.CioByrnes was hired oothe new Executive Director at Ritter Center, replacing former Interim Director Peter Lee, Me. Byrnes hos submitted a Summary Report containing: a) an overview ofcurrent RiUe[servioes� b) changes in the implementation ofthe required "overflow plan" (referenced herein osthe Overflow Management Plan or OMP); c) condition of approval compliance data; and d) additional supplemental information about changes in the Ritter staff and site operations covering the period between May 2014 through September 2014 (see Exhibit 2, pages 2.1 through 2.11). While the extent and services have not changed, Ritter has pursued or implemented additional measures to improve their operations. The following are the key points in the Summary Report: �o+ The 60 -client -per day cap has been perceived as the general limit for all Ritter Center campus services. As explained, this daily client limit is set for the day services and medical modular only. Ritter has summarized the number of daily visitors/clients drawn to the Center by other services, which ioprovided onExhibit 2page 2.2. Case management services generates an average of3S-45client visits per day; the food pantry draws 76people per day; and the average number of people accessing the mail boxes is approximately 40 per day. The administrative services at the "annex" (815 Third Street) draws appointments for 4'6clients per day. �+ Ritter Center staff continues to provide daily litter control (Exhibit 2, page 2.3). Security services and patrolling have been enhanced to include a full-time security guard on site during operating hours and evening security patrol provided by Barbier Security Service (Exhibit 2, pages 2.3-3.4). A sample of the security service report prepare by Barbier Security Service is provided in Exhibit 2, pages 2.1-2.11, A "Client Code of Conduct & Standards for Access to Service" policy was developed in June 2014, Events were hosted to introduce this policy and get e'buyim' from clients (see Exhibit 2, pages 24 and 2.9) for clients to follow, To bolster the effectiveness of this Code of Conduct, a Community Advisory Committee was formed in April 2014, which is comprised of five -seven clients, Ritter staff and community advisors. As described on pages 2.5 and 2.6 of Exhibit and the Analysis section of this report. Ritter staff has been implementing the Overflow Management Plan (ON1P). The implementation of the OMP has been triggered by clinical decisions and constraints (number of staff available and patient acuity) that were experienced. Aanoted inthe table below (Analysis secdun).the OMP was implemented a number of times during May -September 2014, when the reported daily client visits were below 60. �^ Regarding future lease options, Ritter has informed it's landlords that there is no interest in entering into another five-year lease, but that there iaadesire honegotiate the same lease termination date for both properties. Further. Ritter reports that itisactively working to pursue relocation options including multiple relocation scenarios with other service providers (Exhibit 2, ANALYSIS Aanoted, this staff report presents the third six-month performancereport presented tothe Council and covers the operation of the Day Services Center (DSC) and the medical modular building from November 2O13through September 2O14. This report does not review any other services offered at the Ritter Center site and the approved Use Permit UP13-030 did not require a report on any of the other Ritter Center Services. The findings demonstrating compliance with the Use Permit conditions Of approval are provided asfollows: Condition of Aovroval #5 -The Ritter Center staff has provided planning staff with monthly client caseload tally reports on the number of clients served at the DSC and the medical modular during the six-month period from November 2O13through the end ofApril 2O14(see Exhibit 4) An previously reported to the City Council, City Code Enforcement staff does not conduct surveys to confirm the number ofclients served 3tRitter. The tally sheets are signed byRitter staff and submitted under penalty ofperjury. The tally sheets also include information on the number of clients served each day of the week, and whether the "overflow management plan" (OMP) was implemented. The client caseload tally records show that the OMP was implemented 7times SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 5 between the months ofMay 2014to September2U14. Details are presented mnderthaOMP bu|letedsection below. Staff finds that based onthe client caseload tallies submitted byRitter staff, the Ritter Center did not exceed the client caseload limit and is in compliance with this condition of Condition of Amroval #15 -BasedontheinfonnaUonsubmbbedbythoRitterCenbar,stafffindsthst between November 2O13and April 2D14. Ritter Center Day Services Center [OS[] and the medical modular have generally operated within the parameters and conditions of the approved Use Permit UP13-060. See detailed discussion under findings for Condition of Approval #16 below. Condition of Approval #16: Asdescribed above, this condition requires that the8'month performance report demonstrate compliance with the following five conditions. Staff summarizes findings on overall compliance at the end of each COA. �Client limits: Use PermbCOA #5 stipulates that: "Client caseload for the existing Day Services Center (]S{)and services /nthe new modular are limited tna total of 60 clienWdaL age over the operational work ^ The numbers reported in Table 1 reflect only clients using laundry/shower services at the DSC and clients using services at the medical modular. Other services provided otRitter are not included inthe client count. Clients using the laundry/shower services are by appointment only and are capped at40 clients/day. Please note that in addition to the information below, the client caseload tally sheets are attached (see Exhibit 4). There was a wide range in the number of clients served each day, but the condition ietied Lothe average number. Staff has reviewed the client caseload tally sheets and determined that Ritter Center has complied with the daily client caseload limit of 60 clients/day averaged over anoperational work week. The highest average number ufclients served over any given operational work week was 59A clients in September 2014. This is slightly higher than the highest reported average of 57 clients (July 2013) during the previous 6 month period. �~ |nterms ofclients seen oneach day, there were ototal of28individual days when the actual number ofclients exceeded GOclients (see Table 1). The number ranged from O1 clients to89 clients. The month of September, 2014 had a total of 10 days when the number of client exceeded 60, In contrast, during the previous 6 months of Ritter operations (May 2013 through October 2O13).there were ototal of23days when the number ofclients exceeded 0Oclients (the numbers ranged between 61 clients to 78 clients). TABLE 1: Ritter Center Client Caseload for DSC and Medical Modular Month Average caseload Max Allowed Number of Overflow over operational work by Use Permit days clients Management Plan week exceeded Used? Lowest ------------------------------- Highest -November 2013 December 2013 41 37.6 492 45.8 60 60 0 —1 0 No No January 2014 37.8 456 60 0 No March 2014 49 568 60 1 i No _Ma�201 45A 5Z8 60 1 Yes -1 day June 2014 52.2 58 60 5 Yes- 3 days July 2014 49.8 56 60 6 Yes - 1 day 60 5 No Septeni—ber 4-8.4 59.4 60 10 Yes- 2 days 2014 Pursuant toUse Permit COA#17.Ritter established "Client Overflow Management P|en^(see Exhibit G), Draft language for the OMP was reviewed bythe Planning Division and the City Attorney per Use Permit COA #17 prior to finalization as a condition. The protocol for managing client overflow is described as Procedure #5 in the OMP, and states the following: "If need exceeds demand for available space /nthe Ritter Health Center (i, e., more patients arrive after maximum registrations have been accepted), drop-in patients will be offered an appointment for the following day, or given a cab voucher and referred to the Marin General Emergency Room or Marin Community Clinics depending on the severity of the condition." The original goal of the OMP was to help manage the number of Ritter clients using the medical modular on site in the event there were more clients seeking medical services than Ritter staff could accommodate or the site exceeded the maximum number ofclients established bythe Use Permit. |tieimportant tonote that the DW1Pdoes not and was not intended to apply to clients using other services at Ritter Center. The intent of the OMP was to reduce the number of DSC and medical clients having to wait for long periods of time in the vicinity ofthe site, orleave the site and possibly wait in other areas of Downtown. Based on information 'in the tally sheets (Exhibit 4), the OMP was enacted a total of seven times. The client caseload for the dates the OMP was enacted was between 58 clients to 66 clients. However, there were other days when there were more than 60 clients on site and the OMP was not enacted, Staff has discussed the OMP atlength with Me. Byrnes and asked that she provide information on how Ritter staff determines how and when the OMP is enacted. In her report (Exhibit 2, page 2.5), Ms. Byrnes stated that "our OMP actually happens as a result ofclinical decisions based onstaffing and the acuity ofthe patients"Ms. Byrnes' response ia detailed inItem #4(Exhibit 2.page 2,5), There are avariety ofclient needs atRitter and the goal of the OMP is that have a system in place for Ritter to be able to have a way to address "overflow" clients when warranted. Due tothe variety /n number ofclients and daily fluctuations in the level of services that need to be provided to these o|imnto, it would be difficult to craft COA language for an OMP that addressed all scenarios in terms of client management for the DSC and medical modular. Based unMs. Byrnes report, and the fact that the OMP was implemented several times, staff has determined that Ritter staff has a protocol in place to determine when implementation of the OMP iswarranted. Aasuch, Ritter operations are consistent with the immediate goal of the OMP, which was to manage the number of clients on site and reduce off-site impacts inthe vicinity due bolong wait periods. The purpose and intent ofthe OMP inbeing met. Therefore, staff does not recommend any further changes toCOA# 17� �- Use Permit COV\#8stipulates that: "The Ritter Center shall continue toprovide a litter control program tomonitor and pick uplitter within the neighborhoodarea ofthe Center a minimum of three (3) times per week " Ritter Center reports that the same litter control measures are ineffect from the last reporting period (see Exhibit 2.3). Litter ispicked up Monday through Friday, and the Downtown Streets Team visits Ritter each weekday morning to help with cleanup. Ritter volunteers pick up litter within the park/neighborhood (Ritter Street) as well as around the Ritter Center Day Services Center (DSC), Victorian Building (16 Ritter Street) and the Annex building Monday through Friday in the morning and again at the close of business day Ritter also removes any donations of bedding, furniture or other items made to the Goodwill store "after hours" which have been dragged down tothe Ritter property. Ritter also transports and pays for the cost of disposing these items (at local disposal service or County landfill), Based on this informadon. Ritter Center is in compliance with the required Use Permit conditions ofapproval. � {���� Use Permit COA#13stipulates that "the DSC continue homaintain asecurity program during operating hours. " Ritter Center reports that they have enhanced security patrols (with BarbierSecuhb/) and have afull time security guard on site from 7:30am-5:30 pm (see Exhibit 2.3). In addition. Ritter has contracted with Barbier5ecurib/ for three after- hours ftephoure security patrols from 8:30 pm to 6:30 om, seven nights/week- two patrols each night Monday through Friday and 6 patrols on the weekend (3onSaturday night and 3onSunday night), This istotal of18patrols, Ritter has included alog ofe-mails with specific information onthe security patrol data inExhibit 2.11. Based onthis information, Ritter Center isin compliance with the required Use Permit conditions ofapproval. Use Permit COA#1Gstipulates that the performance report "shall include etracking ofpolice service calls b7the tycildx^ The Community Development Department submitted an information request to the Police Department to provide statistics on the number of service calls to the Ritter Center, and requested that they provide an overview of conditions on the site and nearby properties. Lieutenant Dan Fink submitted a report which is provided in attached Exhibit 3. The report indicates a total of 152 calls for service to Ritter Center occurred between December 2013 and April 2014. The Police Department also reports that the number of calls for service decreased to11Qcalls (2296)between the months ofMay through September 2O14. The report also provides information about service calls in and around the project vicinity, Some areas have reduced calls for services and other areas have increased. Lieutenant Fink will bepresent at the hearing toanswer any questions Council has about the Police Report. CONCLUSION The Ritter Center has complied with all conditions of approval as stipulated in UP13-030. Under the guidance of the new Executive Director, Ritter staff hos implemented changes to address the issues of client management and worked hard to reduce impacts to the surrounding businesses in the vicinity, Overall, staff determines that the Use Permit conditions are still adequate to address the DSC and medical modular operation on site. PUBLIC CORRESPONDENCE: In accordance with the City's public noticing requinements, public notice of the City Council hearing was mailed to the property ovvnem, remidenbs, businesses and interested parties within 300 feet and surrounding neighborhood associations. Acopy of the public hearing notice is attached (Exhibit 7). No letters of concern have been nama|ved in response to the hearing notice to dote. Any written communication received after the distribution of this staff maport, will be forwarded to the Council under separate cover. OPTIONS: The City Council has the following options: )� Accept Report and conclude this Performance report review with no further action (staff �~ Accept report and direct staff ho investigate and address specific issues and return to the City Council for subsequent revkew);or Accept report and continue the item for additional information. FISCAL IMPACT: There are nnfiscal impacts tothe City aside from the staff time and resources necessary to complete this performance report. It is estimated that monitoring the monthly reports submitted by Ritter Center, analysis of compliance with conditions of approval, and the preparation of this staff report have taken 1Ohours ofstaff time (billable at $132/hr.)for ocost nf $1.320. |naddition, staff has spent additional time at meetings with other City staff and the project applicant, including e-mail correspondence for a total of1O additional staff hours ($1.320). To date, total billable time spent onthe project (excluding the Council meeting) ia$2.G4U. I ii'l 11111111 ii Dili Accept report and direct staff to investigate and address specific issues and return to the City Council for subsequent review (staff recommendation); WITMM 1, Project Vicinity Map 2. Ritter Center Supportive Documents and Update Information, November 5.2U14 (Exhibit pages 2.1 through 3.11) 1 San Rafael Police Report, Calls for Service (December 3O13—September 2U14) 4. Client Caseload Tally Sheets (November 2O13—September 2D14)) 5. Approved Zoning Administrator Conditions of Approval Use Permit UPI 3-030 S. Overflow Management Plan (OMP) 7 City Council Public hearing notice 1216 Ritter Street (Ritter Center) 50 0 50 100 150 FEET SUBMITTEDc November 5, 014 a "CLIENT CODE OF CONDUCT" & STANDARDS FOR ACCESS TO SERVICES, r Ritter Center Summary Report October 2014 1. A bio on yourself, with information about your time and experiences at Ritter, first as a nurse -practitioner and then as Executive Director. Cia Byrnes, appointed as Executive Director in August 2014. I have been at Ritter Center as the Health Center Administrator and practicing Nurse Practitioner since November Of 2008. Prior to coming to Ritter Center, my career was in health policy and administration working for San Francisco Health to develop a specialty provider network and Quality Improvement program for the Healthy San Francisco program and prior to that, as the Vice President of Government Contracts and Medical Affairs for the Alliance of Community Health Plans in Washington DC. in that role, I was responsible for the management Of 25 population health research grants between the Centers for Disease Control and 12 national nonprofit Health Plans — such as Kaiser Permanente. in 2007, 1 returned to school to become a Nurse Practitioner and was hired by the Ritter Center to become the Health Clinic administrator in 2008. Given the patient population being served in 2008, one of my first major policy changes in the clinic was to significantly alter our policy on the prescribing of narcotics and hypnotics (controlled substances). We stopped prescribing to patients with chronic pain problems and referred patients who were seeking chronic pain medication over to Marin Community Clinic (MCC). Some of the chronically homeless patients moved to MCC — many remained with Ritter Center, but a dramatic decrease in the number of drug seeking patients occurred. During the first 2-3 years of my time here - the clinic shared the Day Services Center waiting room space and the clinic utilization continued to grow with not only the chronically homeless clients, but also the working poor and uninsured. It was not unusual (though clearly really busy) for one Nurse Practitioner to see 25 patients per day. Ritter Center has (twice) been awarded a federal grant and been designated a Federally Qualified Health Center- (FQHC) specifically charged with providing services to the homeless and uninsured. We applied for this grant, in part to bring sustainability to ALL of the Ritter Center services. Our new clinic modular building at 12 Ritter Street was a part of that application. As the health center administrator and as a clinician, it was important to me to 'link' the clinic services with other services provided to the homeless - such as case management (support services and funding to keep people in their homes) and relied on the harm reduction services (showers and laundry) - to help the chronically homeless be healthier. With the resignation of Peter Lee in August, I was appointed as Executive Director for the whole of Ritter Center. I am perhaps the only person who is experienced enough with Ritter's history and the clinic, the operational issues and needs of the clients, the health center patients and the community to shepherd the agency through this transitional time. Ritter Center Summary Report October 2014 As a 35+ year resident of San Rafael, I care deeply about making Ritter Center' work' both for the clients and for the community and have the Board support to accomplish that. 2. Report on all Ritter campus activities (aside from the Day Services Center and the medical clinic) The Lease Information Update/Service Description lays out the services we offer building by building for the whole campus. The scope of our services hasn't changed but the amount of people seeking ALL of our services has not been the focus of the conditional use permit report (COA) for the 12 Ritter Street location. Clearly this doesn't represent all the services we provide, nor does the cap on the 12 Ritter Street location restrict the numbers of people seeking services in the 16 Ritter Street buildings (Food Pantry and Case Management) - which I believe was the anticipated result of a cap on services. We have traditionally reported on just the services provided in the buildings at 12 Ritter Street of which - showers and laundry - were specifically targeted for the chronically homeless, but the larger Ritter Carnpus of 16 Ritter and the Annex at 815 Third Street, house all of our other services-, ® Case Management: Averages 35-45 encounters per day with 5 Case Managers, However, starting on October 21", sign ups for the Family to Family Christmas program began. "I'his is a seasonal increase in the number of people coming to the Bouchard (Case Management) building to register their family for the program. A total of loo families are accepted into the program and registration ends November 15tl' though is often extended as more families "volunteer" to adopt another family. • Food Pantry: Averages over loo bags a day to an average number Of 75 people per day -- though Wednesdays are our largest day for the pantry Typically, Wednesdays we see 125 clients, lowering the average number on other days. We provide 2 bags of supplemental food per household, a single bag to home less/unhou sed adults. In the month of October 1523 households used the Food Pantry, and 35o homeless adults were given non perishable food. • Mail boxes (PO boxes for the homeless - who must register and USE other Ritter services such as showers and laundry in order to qualify for a mailbox. Average number of people per day who are accessing only mail services is approximately 40 people. Average number of people accessing mail and other services is also about 40. • Representative Payee services: We help clients manage their disability checks, create budgets, help pay bills etc. The checks are handled in the case management process, but the staff handling the bookkeeping function and check production is housed in the Annex building) • The Annex building houses administrative staff, quality improvement staff, the Affordable Care Act (ACA) Certified Enrollment Counselor (CEC) and the conference room - used for staff, committee and board meetings, staff trainings, vendor, interagency and contractor meetings. Clients and any Community resident can meet with the CEC enrollment counselor for information and assistance in securing health insurance. The CEC has ON Ritter Center Summary Report October 2014 specialized training and certification (relative to tax consequences) in helping enroll people into health insurance Currently, we average 4-6 new appointments per day As a result of our discussion with you and the planning staff, it is clearer to me that in some way, the 'cap' on services might have created a false expectation that services to the chronically homeless could be managed and more limited - so as not to 'attract' out of county residents for supportive services. But what the cap on services does not address (and we have not reported) are of a hundred others who come each day who are housed and need food or case management services (PG&E support, rental support, housing assistance of all kinds). Our case managers often link these working poor clients to the clinic for health support - and they represent a large portion of the services Ritter provides. The addition of a certified enrollment counselor is a boon for those applying for insurance programs with subsidies or for Medi -Cal for those whose income is below 138% of the Federal Poverty level ($1385 per month for a single adult). In specific to the Permit COA Litter control: Use Permit COA #8 stipulates that: "The Ritter Center shall continue to provide a litter control program to monitor and pick up litter within the neighborhood area of the Center a minimum of three (3) times per week." Ritter Center Volunteers pick LIP litter within the park/neighborhood (Ritter Street) as well as around the Ritter Center Day Services center, Victorian building (16 Ritter Street) and the Annex building every business day Monday through Friday in the morning, and again at the close of the business day. Volunteers are given incentives to clean LIP litter in exchange for early shower appointments or small gift cards (alcohol and tobacco purchases are excluded), or are assigned this task as a part of mandated or volunteer community service hours. Each business day Monday through Friday, the Ritter staff also removes any donations of furniture, bedding or other items made to the Goodwill store - "after hours" which have been dragged or carried down the street to the Ritter Center. The Ritter Center transports and pays for the cost of disposing these items in the county dump. Security: Use Permit COA #1- � stipulates that "the DSC continue to maintain a security ; program during operating hours." Ritter Center has enhanced the security patrols and has engaged a full time security guard on site from 7:30 am - 5:30 pm (10 hours per business day). This extension of security hours is to provide a security presence at peak early hours when people may be leaving the St. Vincent's dining room or after being dropped off from the REST program when it begins in November. We work closely with Harry and Evan Barbier to ensure that both the clients and I Ritter Center Summary Report October 2014 the security guard are supported by Ritter Staff. This more collaborative approach to security on the Ritter Center site has resulted in fewer altercations among clients and an improved sense of safety (and calm) at the center. We also have contracted for 2-3 after hours security patrols from 8:30 pm to 6:3o AM to ensure that clients do not "camp' on or around the Ritter Center or neighborhood. I receive daily reports from both the day shift security guard as well as the night patrol and have attached a recent day and evening report as a sample of the reports. The Ritter staff and I review the reports and can make an intervention plan for any 'known' client who is identified in the reports as problematic, sleeping here after hours or storing possessions in the park etc. 3. A report out on the "Code of Conduct" rules and when they went into effect. Also, a report on the changes you have seen on site since June 2014. Over the course of the last 6 months (April to October 2010 the Client Code of Conduct & Standards for Access to Services was developed and implemented. We held two informational barbecues in early May to get'buy in' from the clients who use the Harm Reduction services in the Day Services Center. (Not surprisingly, the clients seeking just case managernent support, or just food pantry services didn't participate either in the barbeque or the review of the new policy). We described for the clients the damage being done to Ritter Center's reputation and risk to our ability to offer services by allowing clients to camp in the triangle park, litter, abandon belongings, smoke etc etc). The vast majority of the chronically homeless clients were supportive of the new rules. We also instituted a monthly Community Advisory Committee in April 2014 which has 5-7 clients in addition to staff and other community advisors. This committee also reviewed and advised us on implementing the policy and continues to provide monthly recommendations regarding implementation of new policies or revisions of older policies. We linked Ritter staff with the security guards (who are now on site 7:30-5:3opm and do 2-3 surveillance rounds between 8 PM and 7:3o am) to give support to the security guards and legitimacy to their authority. The Security Guards spend the day - moving people across the street to smoke, monitoring Ritter clients up and down Ritter Street and the corner of Third (Marin Beverage Outlet) to ensure better client behavior and client adherence to the new 'visit' policy. They work closely with the staff, and that has resulted in improved client adherence to the new policies. Clients who have services limited or stopped because of inability or unwillingness (it's sometimes both) to adhere to the policy, must meet with the Ritter staff and develop (and agree to) the reentry criteria and plan before resuming services. Since June, there has been a notable change in the appearance outside and around Ritter Center. I believe our neighbors would also say, that in general - things 'look' better and Ritter Center Summary Report October 2014 clients are behaving better. Neighbors feel more supported when they do call to complain - all staff take the complaints very seriously and work with the problematic clients to reasonably resolve the complaint. We are upgrading the appearance center - and incentivizing clients with extra services and small gift cards who do gardening, litter clean up etc. We are also doing everything we can (including new signage) to discourage 'after hours' donations to Goodwill and to Ritter- which itter-which instantly becomes abandoned litter/junk on the street if not properly donated. Each morning, Ritter staff promptly removes any furniture dragged down from "after hours" donations to Goodwill to the Ritter buildings and pays for the disposal in the county dump. 4. A description on how Ritter staff implements the Overflow Management I Plan (OMP) and how it is triggered. We developed the Overflow Management Plan (OMP) at the request of the city - and have reported the numbers of individual clients using the Day Services Center and the clinic as outlined in the Conditional Use Permit. We Count individual patients/clients - one client may actually access showers, laundry and the health clinic - and making sense Of a 40/2o split or a weekly average is problematic on a daily basis. our Overflow management Plan (OMP) actually happens because of clinical decisions - based on staffing and the acuity of the patients. As the Health Center Administrator, I looked at Our daily numbers of patients every evening, in particular on Wednesday evening and Thursday evening- trying to anticipate what might be the likely number of patients we could accommodate over the rest of the week. However, the real decision driver was - and is almost always - staffing limitations and patient acuity - which is what is often meant that the OMP was enacted. The clinic generally knows by 2PM on any given day how many additional patients can be accommodated and the limitation or implementation of the OMP is more likely due to the clinical constraints -the number of NPs working- and the presentation (degree of urgency and sickness) of the patients. The majority of our visits are drop in with a few scheduled appointments for established patients. We often triage patients once our capacity is reached by giving patients an appointment the next day or if patients present with urgent/complex needs - we will triage them to the Emergency Department at MGH. The complexity of care and documentation created by the Electronic Health Record (EH R) has also been a factor in limiting the number of patients we can see. Documentation in the EH R now adds an additional 10-15 minutes to a visit compared to a visit documented in a paper chart -which further limits the number of patients one NP can see per day. A question frequently asked - is WHY do we need another clinic when Marin Community Clinic is just a mile away? Our clients DO go to Marin Community Clinic - but usually only for specialty care (such as cardiology, orthopedics or chronic pain) and they come to Ritter Health Center for their primary care (the treatment and management of chronic and acute illnesses). Ritter and MCC 'share' this patient population to some extent. MCC is currently Ritter Center Summary Report October 2014 very 'oversubscribed' and delivers the bulk of the care for families with children in the county. Ritter Center sees adults only. We have an exceptionally good working relationship with Marin Community Clinics, coordinate, and collaborate on care to avoid duplicating efforts or cross treating or prescribing. I think it's also important to note - on any given day - the chronically homeless - i.e. those who are also using the harm reduction services such as showers and laundry are less than 301 of the daily health center registrations (usually less than 6 of 21 patients). The other 70% of patients are the 'invisible' homeless and the housed working poor. 5- Some general information on your expectation on the future lease options on site. The attached Lease Information Update/Ritter Services description lists the buildings at each address (16 Ritter, 12 Ritter and the "Annex" at 815 Third Street) with the services provided in each. The 16 Ritter lease expires first in December 2015. We've told the landlords we are not interested in another 5 year renewal (which had been the standard since the 199os) but would like to negotiate something more flexible in order to have the leases on 12 Ritter (the DSC and Medical Clinic) expire around the same time (May 2o16). We are actively involved with the REST committee and are considering all partners in relocation and are considering multiple 'relocation' scenarios, though have riot been able to identify any private lease options yet. Along with Helen Vine, the REST program and with help from Marin Community Clinics we are working together to work with the county to identify any county land that could be a possible location for all or some our services, but as yet, have no commitments from the county for possible relocation sites. We are committed to moving Our services. Where and what services are still very Much in question, but one that we are still working on with other community agencies. Lease Information Update/ Ritter Description of Services 12 0 14 Current Leases 16 Ritter - Victorian and Bouchard Building (No conditional use permit for these buildings/address so Services utilization has not been reported) Lease Expires: December 2015. Lease renewal status: Ritter notified Landlords that Ritter did not want a 5 year option. Negotiation for alternate lease structure underway. M Victorian Building: Services Downstairs: Reception and: • Food Pantry ( loo bags per day - approximately 50 people per day - Wednesdays loo people per day) ® Mail: (PO BOX pick up for approximately 75 people per day) • Emergency Clothing closet for chronically homeless (about 5-8 per day) Upstairs: Administration - ED, Deputy Director, Finance Director, Office Manager M Bouchard Builclin6t4 Services: Case Management for chronically homeless and housed clients needing case management support. Approximately 35-40 people per day access the case management staff 12 Ritter Street: Day Services Center (DSC) and Clinic (2 buildings - Services reported for Conditional Use Permit) Lease Expires: May 2016 Lease Renewal Status: Ritter must notify Landlord by October 2015 of renewal intent. -, Day Services Center Building: Services: Laundry, Showers (DSC), RN Medical Case Management office Laundry and Showers - 40 clients per day max. Lease Information Update/ Ritter Description of Services 12 0 14 Medical Clinic (modular building); 1-3 Nurse Practitioners (including Psychiatric Nurse Practitioner) scheduled per day. Visits are drop in or for established patients (both homeless and low income/uninsured) appointments are made. We average 20 Visits per day. The Overflow Management plan generally is related to staffing limitations and clinical triage of patients. Complex or urgent patients are triaged to the Emergency department at Marin General Hospital. Peak days are Mondays (following the weekend), Wednesdays (also the largest Food Pantry day) and some Friday mornings (prior to the weekend. Notably low volume in the late afternoon. Lease Renewal Period: Option to renew for an additional 24 months. Must notify landlord of intent go days prior to expiration of lease term Services: Representative Payee, Quality Improvement staff, Human Resources, Administrative Assistant, Bookkeeper, Certified Enrollment Counselor (for Affordable Care Act insurance enrollment assistance) Conference Room Ritter Center welcomes all who need our help and we invite you to be a member of our Community. This means that we must good neighbors to the businesses nearby. If we do not, they will complain to the police and the police will complain to Ritter Center and the City officials. A Review, of the, New Campus Visit Requirements 7? ,1 Please stay with us on campus behind the, fence so we can provide services to you. Loitering on the street and sidewalk outside Ritter Center is not permitted. M Please do not sit, stand or lie on the corner, in the small park or on the sidewalk. The security guard will ask you to move on. If you do not, it will impact your ability to access services. M Please do not sit, stand, lie or smoke in front of our neighbor's businesses, including: Car Stereo, House of Brakes, Best Collateral, Goodwill, the Gas Station, Klein TV, Marin Beverage Company, Walgreens, Sol Food or Mauna Loa restaurant. Please do not sleep in the park or in front of Ritter Center property at night or `park' your belongings or litter in the triangle park. 2 On weekends and evenings after Ritter Center closes, please do not "hang out" in front of Ritter Center, the park or neighbor businesses. Smoking is NOT allowed on campus, but is allowed on the side of the Annex on Ritter Street ONLY. Please remember San Rafael regulations require you to "be in transit" while you are smoking. businesses. :-a Rude or abusive behavior of other Ritter Center clients, staff OR our business neighbors will not be tolerated and may result in your services at Ritter being limited or stopped until you meet with Ritter staff. M Dogs on a leash only are allowed on campus and must stay with their owners at all times If you choose not follow this new code of conduct, You Will Lose Your Services at Ritter Center for a specified period of time to be determined by the staff. You must meet with the staff to develop a re-entry plan regain your privileges for services. I I Created: May 1, 2014, Revised November 6, 2014 Ritter Center SecuritV Report (Reviewed bV Harry Barbier) Tuesday, 11/04/14 Agent: D. Menjivar Activitv Lo 0700 hms: Security arrived on site and parked in the employee lot. Security observed a group of three WMA transients and one BFA. The group consisted of Gerald Loning, Jesse, an unknown male with a hoodie sweater covering up and Kaiser Alexander. Three were smoking and feeding the birds. There was a small mess near the front of the Annex. Trent and his vehicle were observed in the back of the property. U715hns:Two more VVMAsarrived, John and anunknown male. 0720 hns: Loh arrived shortly after another staff member had entered. 0730hna: Security began shift, opening the gates and conducting an initial foot patrol of the property. 0735hns: Security brought out a cardboard box and placed it next to the Annex mess of clothing and table cloths. Larkin and Fnsnkv Jr picked out a few iherne from the pile and placed the remaining items into the box. Security later retrieved the box and placed it near the dumpshar. 0745 hna: Security conducted afocd patrol of Klein TV and Marin Beverage. At Marin Beverage front parking lot bush, there was a black clothing article. Security visually inspected the item and noticed it was a pair ofleggings with a dirty pad inside, 0800 hna: Security conducted a patrol ofRitter St. There were no issues, O813hns:The Downtown Streets Team arrived to clean LIP the front sidewalk. There was also about three guests at the DSC ramp waiting to be seen. O9O3hrn:The pantry lobby opened with six guests inline, 0940 hrs: While posted near the main driveway entrance, Security observed Holly Wild being loud against asmall group in the rear tent; Larkin. Tyson and Bobby. The issue was apparently someone had make a comment that she was taking too long in the restroom. As Holly was walking out of the front gate, she said something to Bill Bruckus and Bill began to yell at Holly to not talk to him. Holly departed. 0900 hrs: During rounds of the property, Security overheard Bobby and an unknown male adult sitting at the table near the DSC in a small verbal argument. Bobby was hoard telling the male to not talk to him The unknown ma|e, who was sitting atthe table first, told Bobby that hedidn't say anything and didn't want to talk to him. Shaun was nearby setting up the umbrellas and shook his head to Security. Security did not interject and there were nofurther issues from both males. 1003 hrs: While posted at the front gate, Security overheard a commotion from the pantry lobby. The issue was between a WFA, named Katheryn and a HMA named Gustavo. Gustavo departed the property first and then Kathoryn was soon departing. Security was told Gustavo's side of the story. Katheryn did not approach Security. Shaun then filled Security in. Nofurther issues. 1O45hne:Asofthis time, there were 18guests onsite, including smokers cdthe annex. 1140 hirs: While posted at the main driveway, Security observed two HMAs supporting another HMA, possibly named Aurelio. Nota client of Ritter. The male seemed to have been stuck in an awkward torso position. Security attempted to get as much information prior to handing the guest over to medical staff. Staff gained further info and paramedics were called. Upon entering the clinic, Aurelio had kicked one of the lobby chairs which triggered clinic staff to also request PD, 1153 hrs: Aurelio was transported to Marin General, his brother rode in the ambulance, #M59. SRFD #OEG358and SFlpDunits 222and 238. 1200 hrs: While updating logs at the front gate, Security heard a push against the fence and observed two me|ea, an older husky male named Aaron push and front thrust kick another ma|e, possibly named Joe or Jack (Ana's boyfriend), Security quickly intervened and "J" was not the physical aggressor, however, Aaron has never showed any previous issues as he is usually timid and quiet. 1214hma: Security observed Sal Salinas ride his bike past the front ofRitter. 1225 lhrs� Probation was observed at the front sidewalk for a short period of time before departing, 1305bna: During rounds. Security observed Sal Salinas inthe pantry lobby. Security intercepted Sal and explained tohim that hewas onthe 86'dlist and that hawould have bospeak with acase manager on Thursday sd2pm. Sal was hesitant and but compliant with Security. Sal did not present any aggressive behavior atthis time. Sal then got back onhis bike and departed, 1400 hna: During patrol of front of the bui|ding. Security noticed a SRPD unit parked halfway between Best Collateral and Goodwill. 143Ohes: Security began to stack unused chairs as the guest count was under 10 since 1100 hrs. 1530hca: Adabout this UmeMelvin was caught lighting acigarette inthe back, Melvin was hesitant and brushing off what Security was telling him, As Security was walking down the ramp to tell Melvin once more. Melvin got up and began to depart and stated that he didn't need to be escorted off the property, 1605 hrs: Melvin arrived on site with a lit cigarette. Handed it off to another guest and departed. 1S15hrs:There were nomore guests onsite and only three guests at the Goodwill wall. There were nn issues. 1704 hrs.- Shaun began closing the gates. There were no guests on site and only two guests at the Goodwill wall, 1720 hirs: There continued to be no guests in view. Security completed shift. End of shift, site secure, End ofLog November 4.2014 Ritter 2029hrs:Security conducted apatrol checking for any unwanted subjects oractivity to report. Security has cleared all areas without incident, 0313 hms: Security arrived on site and performed efoot patrol, Security found the front gate secure upon arrival, Security completed the patrol and exited. May 2014 — September 2014 A!, 0 omt it 6� ark -VIP, l')�jtl(A I IC, PS bk 20 H The above map shows Ritter Center and callsTor service at locations within a 400 foot radius. There are 54 different locations that make up 1,341 calls for service between December 2013 and September 2014. A4M Ritter Center 152 119 122% 16 Ritter Street Walgreen's 98 96 12% 830 Third Street Marin Beverage Outlet 20 21 5% 855 Third Street Goodwill Industries 18 21 17% 809 Lincoln Avenue Sol Food 901 Lincoln Avenue 12 16 33% Best Collateral 813 Third Street 14 12 114% Perry's Delicatessen 909 Lincoln Avenue 9 9 F H The above map shows Starbucks on Fourth Street & A Street and calls for service at locations within a 400 foot radius. There are 40 different locations that make up 876 calls for service between December 2013 and September 2014. V iii ,i r•�•P` Q, �y7 {,�.. •CSI S�As'p�8'yC Ss& �, C11�ASY�y♦�{� iaS "� d qC7 C.xl ,tt.6"P w A gg>qe,igp gp,(q 4 HL4 A1^+ O? qp 94 �• cs� .,iS� "b 9 pp i CC�� t`"iii F H The above map shows Starbucks on Fourth Street & A Street and calls for service at locations within a 400 foot radius. There are 40 different locations that make up 876 calls for service between December 2013 and September 2014. V ►moi 1f'� i11Z [1I117T-�ii Starbucks Coffee 1100 Fourth Street Bank of America 1000 Fourth Street Rafael Film Center 1118 Fourth Street West End Cafe & Deli 1133 Fourth Street Office Building 1101 Fifth Avenue Engstrom Design Group 1201 Fifth Avenue Herzog -Rake Building 1005 A Street These businesses, • -• within 400 feet of the Starbucks Street,Fourth ,, for service during both time periods. 34 38 12% 27 43 T 59% 16 19 T 19% 14 18 T 29% 16 14 13% 2 19 T 850% 0 23 T INFINITY Boyd Memorial Park �*AJ5001 rz a ty lir;lr, a a NA ,A- S'AhAve C,?,pstan CtokIP 0 The above map shows Boyd Memorial Park at the corner of B Street & Mission Avenue and calls for service at locations within a 400 foot radius. There are 23 different locations that make up 425 calls for service between December 2013 and September 2014. 7 -Eleven ',� �de� '�4 fSCy+'4(H��P{zy �H:• 1�: >.:. H.. H s,. 1 %� �m�yrt'r" pp o,. ` 7 le M1 2 Y i G 4; Crtts< i:crltr!�rti'=c.' �.s (75 i%3 t The above reap shows 7 - Eleven at the corner of B Street First Street and calls for service at locations within a 400 foot radius. There are 53 different locations that make up 797 calls for service between December 2013 and September 2014. [-Eleven CFS with'I'n 400 Feet 7 -Eleven 78 128 64% 703 B Street Safeway 96 101 5% 700 B Street Flatiron Saloon 19 19 +-+0% 724 B Street B Street Apartments 8 13 63% 611 B Street 804 B Street Apartments 804 B Street 4 12 200% Apartments and Businesses 718 B Street 7 8 14% Vineyard Christian Church 809 B Street 3 11 267% M G to 11,1511, 01- 7-i- I AII-o I I ��, T I - he above map shows Albert Park and calls for service at locations within a 400 foot radius. There are 22 different locations that make up 513 calls for service between December 2013 and September 2014. M Mm" *50 Tamalpais Avenue M M, H IN] H The above map shows the San Rafael Transit Center and calls for service at locations within a 400 foot radius. There are 31 different locations that make up 1,292 calls for service between December 2013 and September 2014. M IS4, San Rafael Transit Center 850 Tarnalpais Avenue Marin Filrnworks 703 Third Street Citibank i,66 Third Strestj Trevor's Pub 11MINGIMO INITITME Marin Sr. Coordinating Council 930 Tarnalpais Avenue Marin Color Service 770 Second Street These businesses, located within 400 feet of the San Rafael Transit Center at 850 Tamalpais Avenue, have the most calls for service during both time periods. 159 173 9% 39 47 21% 25 28 12% 25 19 124% 18 21 17% 7 11 57% 3 12 300% Ritter Center City of San Rafael Use Permit Report Noveitiber 2013 I verify under penalty of perjury that the foregoing is true and correct at time of reporting. /7 d Peter Lee, Interim Executive DirectorExecuted on Date Ritter Center City of San Rafael Use Permit Report December 2013 Date Client Caseload Overflow Plan Enacted? Tverage Caseload for Work Week 12T1/2013 - 12/2/2013 29 No 12/3/2013 36 No 12/4/2013 43 No 12/5/2013 36 No 12/6/2013 44 No.. 12/8/2013 12/9/2013 44 No 12/10/2013 43 No 12/11/2013 46 No 12/12/2013 40 No 12/13/2013 50 No446 12/14/2013 12/15/2013 12/16/2013 56 No 12/17/2013 29. No 12/18/2013 55 No 12/19/2013 44 No 12/20/2013 45, No 12/21/2013 12/22/20131 12/23/2013 53 No 12/24/2013 36 No 12/25/2013 M M MP 12/26/2013 12/27/2013 32 No 12/28/2013 12/29/2013'pi O 4 F 'A 12/30/2013 44 No 12/31/2013 30 No I verify under penalty of perjury that the foregoing is true and correct at time of reporting. L --Q& /— g—/V Pete; Lee, Interim Executive Director Executed on Date Ritter Center January 2014 Date 1/1/2014 Client Caseload Overflow Plan Enacted? Average Caseload for Work Week 414 42.5 1/2/2014 53 No 1/3/2014 59 No 1/4/2014 1/6/2014 so No 1/7/2014 56 No 1/8/2014 41 No 1/9/2014 38 No 1/10/2014 43 No 1/13/2014 46 No 1/14/2014 45 No 1/15/2014 36 No 1/16/2014 42 No 1/17/2014 43 No 1/18/2014 1/19/2014 07 1/21/2014 41 No 1/22/2014 42 No 1/23/2014 41 No 1/24/2014 46 No 1/26/2014 1/27/2014 41 No 1/28/2014 34 No 1/29/2014 41 No 1/30/20141 30 No 1/31/20141 43 No |verRHxofperjury that the foregoing btrue and correct attime ofreporting, "�Kda-- ( -a- - Y Peter Lee, Interim Executive Director Executed on Date Ritter Center City of San Rafael Use Permit Report February 2014 I verify i of perjury that the foregoing is true and correct at time of reporting. Peter Lee, Interim Executive Director Executed on Date Average Client Overflow Plan Caseload for Date Caseload Enacted? Work Week 2/1/2014 2/2/2014 2/3/2014 57 No 2/4/2014 30 No 2/5/2014 50 No 2/6/2014 29 No 2/7/2014 51 No ' —40A 2/8/2014 2/9/2014 2/10/2014 59 No 2/11/2014 55 No 2/12/2014 52 No 2/13/2014 44 No 2/14/2014 48 No 2/15/2014 2/16/2014 2/17/2014 2/18/2014 55 No 2/19/2014 47 No 2/20/2014 56 No 2/21/2014 52 No 2/22/2014 2/23/2-014 2/24/2014 59 No 2/25/2014 53 No 2/26/2014 50 No 2/27/2014 44 No 2/28/2014 49 No ""s10 I verify i of perjury that the foregoing is true and correct at time of reporting. Peter Lee, Interim Executive Director Executed on Date Ritter Center City of San Rafael Use Permit Report March 2014 I verify under penalty of perjury that the foregoing is true and correct at time of reporting. r Peter Lee, Interim Executive Director Executed on Date Average Client Overflow Plan Caseload for Date Caseload Enacted? Work Week 3/1/2014 3/2/2014 3/3/2014 52 No 3/4/2014 49 No 3/5/2014 51 No 3/6/2014 44 No 3/7/2014 52 No 49.6 3/8/2014 3/9/2014 3/10/2014 50 No 3/11/2014 42 No 3/12/2014 57 No 3/13/2014 49 No 3/14/2014 48 No 3/15/2014 3/16/2014 3/17/2014 49 No 3/18/2014 43 No 3/19/2014 48 No 3/20/2014 48 No 3/21/2014 57 No 49:O 3/22/2014 3/23/2014 3/24/2014 64 No 3/25/2014 56 No 3/26/2014 58 No 3/27/2014 49 No 3/28/2014 57 No 56:8 3/29/2014 3/30/2014 3/31/2014 56 No I verify under penalty of perjury that the foregoing is true and correct at time of reporting. r Peter Lee, Interim Executive Director Executed on Date Ritter Center City of San Rafael Use Permit Report April 2014 Date Client Caseload Overflow Plan Enacted? verage Caseload for Work Week 4/1/2014 41. No 2 4/2/2014 49 N o 4/3/2014 38 No 4/4/2014 56 No 4/5/2014 0 No 4/6/2014 0 No 4/7/2014 52 No 4/8/201.4 40 No 4/9/2014 53 No 4/10/2014 41 No 4/11/2014 45 No<. 4/12/2014 0 No 4/13/2014 0 No 4/14/2014 53 No 4/15/2014 51 No 4/16/2014 59 No 4/17/2014 48 No 4/18/2014 52 No 4/19/2014 0 No 4/20/2014 0 No 4/21/2014 58 No 4/22/2014 43 No 4/23/2014 46 No 4/24/2014 39 No 4/25/2014 49 No 4/26/2014 0 No 4/27/2014 0 No 4/28/2014 47 No 4/29/2014 41 No 4/30/2014 53 No *Data Entry appears to be incomplete for these days due to report due date I verify under penalty of perjury that the foregoing is true and correct at time of reporting. Peter Lee, Executive Director Executed on Date Ritter Center City of San Rafael Use Permit Report May 2014 I verify under penalty of perjury that the foregoing is true and correct at time of reporting. — I'q Peter Lee, Executive Director Executed on Date Ritter Center City of San Rafael Use Permit Report June 2014 Date 6/1/2014 Client Caseload Overflow Plan Enacted? Average Caseload for Work Week 54:2 52 k 58.0 52,2' 6/2/2014 57 No 6/3/2014 47 No 6/4/2014 64 Yes 6/5/2014 57 No 6/6/2014 46 No 6/7/2014 6/$/2014 6/9/2014 62 No 6/10/2014 44 No 6/11/2014 60 No 6/12/2014 54 No 6/13/2014 43 No 6/14/2014 6/15/2014 6/16/2014 63 No 6/17/2014 64 Yes 6/18/2014 60 No 6/19/2014 52 No 6/20/2014 51 No 6/21/2014 6/22/2014 6/23/2014 53 No 6/24/2014 60 No 6/25/2014 59 No 6/26/2014 48 No 6/27/2014 41 No 6/28/2014 6/29/2014 6/30/2014 64 Yes I verify un penalty of perjury that the foregoing is true and correct at time of reporting. /�K a� (7� -�-11-)9 Peter Lee, Executive Director Executed on Date Ritter Center July 2014 Date I Client Caseload Overflow Plan Enacted? AVIerage Caseload for, Work Week 7/1/2014 54 No sf- 7/2/2014 59 No 7/3/2014 62 Yes 7/4/2014 7/5/2014 7/6/2014 7/7/2014 63 N o 7/8/2014 49 No 7/9/2014 61 No 7/10/2014 49 No 7/11/2014 58 No 7/12/2014 7/13/2014 7/14/2014 49 No 7/15/2014 63 No 7/16/2014 48 No 7/17/2014 62 No 7/18/2014 42 No 7/19/2014 7/20/2014 7/21/2014 61 No 7/22/2014 44 No 7/23/2014 60 No 7/24/2014 35 No 7/25/2014 49 No 7/26/2014 7/27/2014 7/28/2014 55 No 7/29/20141 53 No 1 7/30/20141 40 No 1 7/31/20141 351 No | verify under penalty ofperjury that the foregoing Peter Lee, Executive Director true and correct at time of reporting. Executed on Date Ritter Center City of San Rafael Use Permit Report August 2014 Date Client Caseload Overflow Plan Enacted? Average, Caseldad for Work Week 8/1/2014 52 No 8/2/2014 8/3/2014 8/4/2014 67 No 8/5/2014 56 No 8/6/2014 58 N o 8/7/2014 48 N o 8/8/2014 48 No 8/10/2014 8/11/2014 67 No 8/12/2014 46 No 8/13/2014 49 No 8/14/2014 44 No 8/15/2014 48 No 8/16/2014 8/17/2014 8/18/2014 68 No 3/19/2014 60 No 8/20/2014 67 No 8/21/2014 52 No 8/22/2014 45 No 8/23/2014 8/24/2014 8/25/2014 60 No 8/26/2014 67 No 8/27/2014 59 No 8/28/2014 50 No 8/29/2014 46 No L8/30/20141 J'/L31/20141 I verify under penalty of perjury that the foregoing is true and correct at time of reporting. Cia Byrnes, Int&im EMUtiVe Director Executed on Date Ritter Center GVY September 2014 Date 9/1/2014 Client Caseload 34. Overflow Plan Enacted? No Average Caseload for' Work Week 9/2/2014 34 No 9/3/2014 61 No 9/4/2014 55 No 9/5/2014 58 No 9/6/2014 9/7/2014 9/8/2014 61 No 9/9/2014 49 No 9/10/2014 60 No 9/11/2014 60 No 9/12/2014 62 No 9/13/2014 9/14/2014 9/15/2014 68. No 9/16/2014 55 No 9/17/2014 69, No 9/18/2014 39 No 9/19/2014 66 Yes 9/20/2014 9/21/2014 9/22/2014 67 No 9/23/2014 6411 No 9/24/2014 67 No 9/26/2014 58 Yes 9/27/2014 9/28/2014 9/29/2014 68. No 9/30/2014 68 No | verify under penalty ofperjury that the foregoingbtrue and correct attime ofreporting. 0 lZRd(mr,Sbeu [Ritter Rc:l7PlJ-03O Date: September y3'20I3 Conditions of Approval This Use Permit amendment (JP13-O3O)epproxes*anamendment hoo previouslyapproxed Use Perm , it (LJP1 1-070) and au*iorizes the relocation of the existing 600 square foot medical clinic in the Day Services Center (DSC) trailer to a new 933 square foot modular on the Ritter CeOieroiLe. In addition LO the medical clinic, the following Ritter Center inventory of services, previously approved per UP04-005 and UP'l 1-070, and described on page 2 of the Planning Commission staff report dated February 14, 2012, will continue to be authorized 8tthe Ritter Center aSpart ofthis amended Use Permit amendment: m Case Management w Behavioral Health w Day Services * Food Pantry � Ennergencydo1h|Dg/GoodvVU|Gift certificates w Seasonal programs (Thanksgiving and Christmas) 2. No food services and no full kitchen shall be o||ovved in the existing Day Services Center - (DSC) or the new niodular. enter(OSC)ortheUewn/odu|or. Nofood ofany kind shall besold for consumndononthe prenn{aeo. 3. Noovernight |ivo-nuse ofthe Ritter Center facility shall beallowed except one person functioning as o night watch person. 4. Hours ofoperation for providing client services shall be from 8:00 am to 8:00 pnn, seven days a week, Evening use of the pnarn|seo after 8:00 pm uhoU be limited to staff and Board meetings, and live-in facilities for one night security guard, 5. Client caseload for the existing Day Services Center (DSC) and services in the new modular are |inn|ied to o hobs| of 60 clients/day, averaged eveF4he-ayefage-77�vo*-vleek over J the operational work week. For the Purposes of this condition, -an "ooerationqI day' is defined as a dgy JgEjM_WbJqh the Day Services Center or the medical modular building is open to clients for services. Commencing at occupancy and occupation of the new modu|ar, on the first day of each month, the Ritter Center shall submit monthly reports to the Planning Divis|on, which are to: a) provide a tally of the total number of daily client visits during the previous calendar month; and b\ identify the number of days the "overflow p|an^ was implemented (per Use Permit Condition of Approval #17). The form of this report shall be approved by the Planning O|vio|mn and City Attorney prior to the iaauonoo of a building permit, and shall include verification under penalty ofperjury. 8. The applicant ohoU contact the Planning Division to request a final inspection, prior to the issuance cfthe final building permit. The request for final inspection by the Planning SRZA Minutes 9.18.13 12 Ritter Street [Ritter C'mutur Re:IJPI3-038 Date: September l0,2U]3 7. All donated material shall be stored inside the buildings, No materials shall be stored at 12 Ritter Street or in the parking lot at 815 Third Street, or behind the fences adjacent to the buildings ot12Ritter Street atany time. Any additional storage building proposed fobe located on site MUst be approved by the Planning Division before installation. 8. The Ritter Center shall continue to provide o litter control program to monitor and pick up litter within the neighborhood area of the Center a minirnum of three (3) times per week, Q. The applicant shall continue to provide notice to all ennp|oyeos, volunteers and clients stating that parking shall not occur un mcUoCent private lots. The notice shall include a list of available public parking lots. 10. All clients shall be given a copy of the rules and regulations to be read and signed by all |noo0inQc|i8nts. House Rules shall etuminimum include the following, a, No clients will b8admitted which /nthe judgment ofthe Ritter Center staff are under the influence ofalcohol orother substances b. Violent or threatening behavior will not be permitted c, Failure to comply with the rules may result in eviction from the program and the premises. I I � All clients shall continue to be screened for alcohol or drug use before receiving services and the availability of services to clients shall be the decision of the operators of the Day Services Center (DSC). 12. Clients who cause a peace disturbance or endanger staff or other clients shall not be allowed tnreceive services from the DSC. Readmission ofevicted clients shall be based on established House Rules. 13. The DSC shall continue to maintain a security program during operating hours. 14. This Use Permit amendment (UP13-030) shall have no expiration date and shall run with the land and remain valid regardless ofany change ofownership of'the project site.oubiootto these conditions, 15. On-going compliance with all conditions of approval shall be required to keep the Use Permit Amendment valid. ThysUse Permit amendment (UPI @-03O)maybe called to hearing at any time by the Planning Division in order to review compliance with the Conditions ofApproval. 16, Six (6) months from the date of occupancy and operation, a performance report shall be prepared by the Planning Division and shall continue to be prepared every six months thonaefter. This performance report shall report onthe Center's adherence tothe operational conditions of approval regulating client limits, litter control and seoudh/, and shall include mtracking ufthe numbers ofpolice service calls tothe facility. Once completed, the performance reports shall be forwarded to the Planning Commission and City Council. If, ]2Ritter Street Center] Rc:[�P]3-O30 ]0utu: September l8,2Q13 during the course of nmnKnhng, it is determined that the Ritter Center ks out -of -compliance with conditions of approval, the City can schedule the Use Perm;t for a City Council public hearing, 17. Prior to the issuance of a building permit, the Ritter Center management shall develop and submit to the Planning Division an operation plan to address potential client overflow for medical services. The monthly monitoring report required bycondition #5above, shall identify the days within the reported calendar month in which the omarUovv plan was required tobeimplemented. This Use Permit (UPI 3-03Damendment |sconditionally approved and shall become ms|id after five (5) working day appeal period at 5:00 P.M on Wednesday, September 25, 2013, pending no appeals are filed City of San Rafael Planning Division. / Raffi Boloyan, Acting Zoning Administrator Date 9 SRZA Minutes 9.18.13 Ritter Health Center Policy and Procedure Policy: Client Overflow Management The Ritter Health Center will closely monitor the daily usage of the Ritter Health Center and Ritter Day Services Center by unduplicated clients to assure adherence to the city mandated usage limits per the Use Permit passed by the San Rafael City Council on April 2,' 2012. Since Ritter operates appointment for these services on a "first come, first served" basis, a plan for managing the "overfiovv"registrations will beestablished. I. The San Rafael City Council set an average daily maximum for unduplicated clients seen at the existing Day Service Center modular and new Ritter Health Center modular averaged over the course of an operational work week. The maximum was set at no more than 60 unduplicated clients on average per day over the operational week. Z. Daily and weekly usage totals for the Day Services Center (DSQ and the Ritter Health Center (RHC) are entered by Ritter Center staff into the agency's client database, Client Services Network from Bell Data Systems, which is also utilized as the County of&4arin's HUD -mandated Homeless Management Information System (HMIS). This data is reviewed by senior staff members and the agency's Executive Committee of the Board of Directors. 3. Average daily numbers for each operational week will be reported to City of San Rafael Planning staff utilizing a reporting template approved by the City of San Rafael Planning Department. 4. Tobetter manage patient flow into the Ritter Health Center, established patients who have chronic illnesses will beoffered afternoon appointments inlieu of'drop in' S. If need exceeds demand for available space in the Ritter Health Center (Le. more patients arrive after maximum registrations have been accepted), drop in patients will be offered anappointment for the following day, orgiven acab voucher and referred to the Marin General Emergency Room or Marin Community Clinics depending on the severity of the condition. 6. Patients, who are registered patients at Marin Community Clinic and referred to Ritter Center will be accommodated at the clinic only if space is available for that day. Policy: Overflow Management Updated November 6, 2014 EXHIBIT 6 ~~ NOTICE OF PUBLIC HEARING—CITfCOUNC|L You are invited to attend the City Council hearing on the following proposed project: PROJECT: 12 -16 Ritter Street (Ritter Center) 6 month Performance Report Review (for period of November 2013 through April 2014) of Ritter Center's adherence to operational conditions related to conditions of approval regulating total client caseload limits, litter control, security and police service calls tothe facility. This is the third Performance Report reviewed by the Council, as required per the April 2, 2012 City Council Resolution 13321. This hearing will also include supplemental information on Ritter activities and police reports for the period covering May 2014 through September 2O14. APN'e:O11'272'13(12Ritter Exo*et).Richard and Velma Bottahni.owners; and D11'271-04(18Ritter Street) Orland and Ruth BmxeKiTrust. owners ; Second/Third Mixed Use East (2/3 MUE) District; Cia Byrnea, Ritter Center Executive Director, applicant; File No: UP13-030. As required by state law, the project's potential environmental impacts have been assessed. Planning staff recommends that this project will not have a significant effect on the environment and is Categorically Exempt from the provisions of the Califomia Environmental Quality Act (CEQA) under Section 15301 Existing Facilities). If the City Council determines that this project is in an environmentally sensitive area, further studies may be required. MEETING DATEITIMEILOCATION: Monday, November 17, 2014, 7:00 p.m. City Council Chambers, 1400 Fifth Ave at D St, San Rafael, CA FOR MORE INFORMATION. Contact Caron Parker, Project Planner at (415) 485-3094 or caron.parker@cityofsanrafael,org, You can also come to the Planning Division office, located in City Hall, 1400 Fifth Avenue, to look at the file for the proposed project. The office is open from 8:3Oo.m.0o5:OOp,m,onMonday and Thursday and 8:3Oom.no12:45pm.onTuesday, Wednesday and Friday. You can also view the staff report after 5:OOp.m.onthe Friday before the meeting WHAT WILL HAPPEN: You can comment on the project. The City Council will consider all public testimony and decide whether to accept the 6 month report and whether hodirect any further changes hothe Use Permit . IF YOU CANNOT ATTEND: You can send a letter to Esther Beirne, City Clerk, City of San Rafael, P.O. Box 151560, San Rafael, CA 94915- 1560. mthe above time and place, all letters received will be noted and all interested parties will beheard. : you challenge mcourt the matter described above, you may belimited mraising only those issues you or someone else raised atthe public hearing described mthis notice, mmwritten correspondence delivered at, mprior to, the above referenced public hearing (Government Code Section ssonsp4pU, Judicial review oranadministrative decision mmeCity Council must uefiled with the Court not later than the yo"day following the date ofthe Council's decision. (Code mCivil Procedure Section 1094 Sign Language and interpretation and assrstive listening devices may be requested by calling (4/5)*xa'aoas(vmice)v,(4/e*es'xma(nu)arleast ruhours madvance, Copies v/ documents are available maccessible formats upon request Public transportation mCity Hall mavailable through Golden Gate Transit, Line xum2u Para -transit isavailable bpcalling wwisoevtopWheels at (4 15) 454-0964� To allow individuals with environmental illness or multiple chemical sensitivity to attend the meetinglhearing, individuals are requested mrefrain from wearing scentedproducts- CITY OF SAN RAFAEL twittPrem uaa 2 ] m- wi INSTRUCTIONS: USE THIS FORM WITH EACH SUBMITTAL OF A CONTRACT, AGREEMENT, ORDINANCE OR RESOLUTION BEFORE APPROVAL BY COUNCIL / AGENCY. SRRA / SRCC AGENDA ITEM NO. L4 - 0 - DATE OF MEETING: November 17, 2014 FROM: Paul Jensen & Caron Parker DEPARTMENT: Community Development DATE: November 10, 2014 TITLE OF DOCUMENT: 12-16 Ritter Street (Ritter Center Performance Report) — Review of six-month Performance Report on the Ritter Center adherence to the Use Permit operational conditions of approval regulating client limits, litter control, security and police service calls to the facility (between November 2013 and September 2014); APN #011-272-13 (12 Ritter, Richard and Velma Bottarini, owners) and APN #011-271-04 (16 Ritter Street, Orlando and Ruth Brovelli Trust, owners; Second/Third Mixed Use East (2/3 MUE) District. Cia Byrnes, Executive Director, Ritter Center, applicant, File No: UP1 3-030. Department Head (signature) BEEN= MENEM 11'IQWIFIIZI�Rilji� APPROVED AS COUNCIL/ AGENCY AGENDA ITEM' A City Manager (signature) 00WITURRIMIN APPROVED AS TO FORM: L- 6 City Attorney (signature) I From: Rebecca Woodbury on behalf of City Manager Sent: Monday, November 17, 2014 8:53 AM To: Esther Beime Cc: Nancy Mackie Subject: FW: Copy of Council Contact - All City Councilmembers - 8173842 Esther — are you collecting these for tonight? From: form—engine@fsl8.formsite.com [mailto:form—engine@fsl8.formsite.com] Sent: Sunday, November 16, 2014 5:36 PM To: City Manager Subject: Copy of Council Contact - All City Councilmembers - 8173842 `Fhe following email was received through the City Council Contact E'rnail Form on the City web site. A copy is being forwarded to each inctriber of the City Council. Council Contact Form I hank VOLI I01- vkitinf-, the: City ot'San Rafael G\chsne. This form is available to facilitate contacting, , OLII- Mayor and Councilmembers concerning, topics cffintere',I to the COlflnnlrlit\'. PIQa',V contact tile City Nlallug'ev's office at 415-485-3070 for any additional ossistance. Note that the ("it\ ol'San Rafael considers email to ("OUnCiltHembers as an informal and non -confidential method Of COIT1111 Lill iCatiOn. 111case send a signed letter ifyou 1\()Lljd like to make your comment/question a matter ol'public record. Mail l'ornial letter,,; to San Rafiacl City COL111CII, l'O 13OX 151560. San Rafael. CA, 94915, First Name UgO Last Name Landecker Address 1 127 ',-,all Ralacl Ave Address 2 CitJ7 San Rafael State CA Zip Code 94901 Phone Number I Email Address * Send email to (select one) All City Councilitrembers * Please enter your questions/comments below SLIt)-ject: November 17, 21014 Agenda item 4a (Ritter Center Use Permit & Performance Report I fornelcssness continues to have very negative impacts on our community. These impacts are very visible to so many. They see lots of nes homeless roaming, the street:,. ]it the past year it sQenIS that more than ever San Rafael has become a destination for homeless. Crime Many residentsjust don't want I(.) be exposed to 1'rcqUCnL and inappropriate behavior. They have chosen to not patronize Our downtown due to the conduct of so many in the honreless community. ['his hurts our merchants and takes part Ot'OUr tax base elsewhere. These residents have a choice and that is to shop elsewhere. I believe the police cauls for service data included in the Staff Report is at good indicator of what is really going on III ur community, I IC fiLinbcr, in the report show that calk, lot 'SO vice MV up 26') u in one year. At this rate of increase, San Rafael will have to double the size of' the police in tiot too many I\ ears, Ofccmrsc all this increase cannot he attributed solely to homelessness. but a more than likely rnajor portion ol'this increasc can he, I Icre are the crime hotwpots: Allbeir Park Lane front 181 to 207 loran increase ol'481)/'o 7-1 1 on B Street from '18 to 129 for an increase oF041) 0 Hoy d Park from 77 to 145 for an Increase ol'881),,, Ritter Center li orn 152 to 119 liar as decrease of220 0 'I lie decrease in cr.flls, fear sQry ice at Ritter ('enter has shown a decline. Hee reason is that they have increased secorit,, , Does behavior get better tat Ritter ('enter, or is this decrease attributed it) incidents Mile, handled without police intervention" Maybe as the data indicuw,. the calls lot service haveg areas, just shifted avvaly Itorn Ritter Center into SUITOUrldill? Ritter caseload: I lie current Use Permit allows a total ot'60 clients per day to receive showers. laundi-IN, aid medical services. Ritter reports their caseload daily and COMPUIC1, weekly averages. The weekly averages for Noveniher 2013 were about 45 daily with no daiIN Counts reported over the 60. As the months progressed, this number gradually increased to weekly averaues ol'almost 60 (the limit specilied in the 1 ase Permit). III September 2014. the last monill reported, there were 10 days reported above 60, See Table I oil page 5 for more details. It appears that Ritter is operating within the numbers specilled in their lave Permit, but are ver% close to exceeding the limit, \k",il I Ritter move" There are several comments in the report about relocation. "Ritter reports that it is active]', working to pursue relocation including multiple scenarios with other providers". F\Ihibit 2. page 2-6 1 hen there is another comment on page 16 of the report that say,,,, "We are Colundited to moving Our services. Where and what services are still very much in question, but one that Nvc are working on with communiv,, agencies". The StafTRcipori addresses the leases that Ritter Currently has on 3 properties with different owners. All three will he cxpiringg. The leads to the question: Will the owners renew the leases? Answer: Maybe and maybe not. Since there are three owners. it,jUSt Could be that one or more mNriers vOl opt not to renew. This Could cause Ritter to either close or relocate. If we consider that the civriamics ol'the downtown are changing rapidly With the arrival ol'Bio,\Marin and in addition, the big, proposed expansion of BioMarin and the arrival ol'SMAR'I to the area. You can easily understand that Ritter Center 110 longer IIIS in the present location. Likewise. those property owners may see that their properties are novN in a much more desirable location than Jormerl} . Leasing opportunities Could be much more lucrative than leasing to Ritter ('enter. Impact on merchants Merchants face the wrath of the h0l)ICIeSs Community almost on a daily basis. Although Ritter trays in the report that they take this issue very seriously, it is not that simple. You should talk to the merchants in the vicinity ol'Ri(ter and you will find that much hasn't changed ��idi regard to cooperation Ritter. RUnning, Li business and I iav in g to .Jeal NNith concurrent homeless problems can be overwhelming. Offen messes need to he cleaned up. Does Ritter take care oCthis'? Answcr:NO, Again, - JUM !ike the police data shows that calls liar seF\ ice increase �\ ith close pro,\h)dt%, to Ritter, merchant problems increase \Nith scvcrit\ and lrequenc}. with proximity to Ritter. There is no other uvay to say it. bUt Ritter is the neigl;bol, from hell, Relocation needs to be moved to the highest ol'priorities. I lu.(,o Landecker - Esther Beirne From: Rebecca Woodbury on behalf of City Manager Gent: Monday, November l7,20I43:0SPM To: Esther Beirne Subject: KW: Copy ofGeneral Contact -Question/comment for City Council 8176019 From: -- Sent: Monday November 17,20143:02PM To: City Manager Subject: Copy of General Contact - Question/comment for City Council - 8176019 General Purpose Contact Form Reference #:8|7hO|9 Status: Complete Date: 2014-11-17 17:01:46, Duration: 15m4|s isu-: |0U&I28212(11'0'VYiodovs) Thm,k}uu�m-,|sitin-(lie [i(NmFso Rmhuiweb site, This lbrin iointended lot- communicating with City ymKnom,uhet}u[gcncm|topics. As an alternative. ?ou no} *emt musV,^o,Contacts Us listing, m i&b� of lice aypc specific oc,hy Funuion� Note that the (lt\o[SunKn&n|uonxNus, enwil to suall'as inibrinal cunnmokuhon. Please send usigned leuc,i[youpo6zmmuke!*or C011111ICTItt . uLICS[1011 �I InattCr ot'public record, Mail lormal letters to 110 Box 15 1 560San Rafael, CA, ),1915 ' To help us route your ruessage to the correct office, please identify your area of interest (select only one)... [� ��Vucuivn/Cvmmcn/bvCitVCovnci| 0ueai^mmmm/n, k`,Cii\ K1m`ager 0"cs/ioo/cvmm,m|b,HnUcponmcn/ | |0ur,/ivxk*mmcn/ for the Libmp F1m,P^|icr Dupnnmmt FBui|ding.P|unoiug,^rZoninpIssue BusinossLiccu,ingIssue | | Business v,Ecnovmic Dc,c|opmcnt Issue Road or'l raffic Management issue Web Site I echnical Question OtherTopic First Name Shane * Last Mine Isehoe Address I Address 2 Cite State Zip Code Phone Number Email Address " Please enter your questions/comments below The homeless situation in San Rafael is aCtLiflu Worse. not better. I plan on attending the meeting tonight but \vanted to express some items prior: 1. NI% vO'e is a runner and Irv, i,)iVCfl Lip running on the trails ofGold Hill beside where we live as site ran into ahorneless carnp, who were vcrG I like to walk m% 6 %earold daughter to Coleman. Recently she was playing in the trees off Grand (hack entrance to Coleman) and obviously a holucless person had been sleeping there; lots of trash and human excrement 1 1 no longer support the businesses downtown because of the homeless. I do not take my daughters to downtown San lintel at all. Fhe last time we tried to lo for pizza. we were accosted by homeless. I now take my business and my money to the other towns in Marin. I have talked to over 100 San Kal'ael families who no longer go dovvnto\Vn either 4. "Fhe parks around dovvnto\vn are homeless parks and are completely no go areas Downtown San Rafael is air embarrassment and I truly feel sorrN 6or the bLiSineSSeS. The boarded tip shop fronts and CruptV Stores Can 110 longer be blamed on the economy as all other Marin ttmns are booming. 6iite simply Ritter Center and St Vincents need to be relocated - NOU cannot have a pro business don\ntown that residents would like to use. alongside pro homeless services: they contradict each other Thank you Shane Kehoe San Rafael City Council Ritter Center Performance Report Review Nov 17 1h 2014 Dear Council Members, U[OEll' City Office i -v of QoAn Rafael I'm the owner the building located at 813 3 d Street, San Rafael. Ritter Center is just across the back of our building and we're next door to the Ritter annex building. We have a Ritter street entrance and parking. Over the years, we've seen a huge increase in people who frequent Ritter House and use their services. In the 9 years I've owned the building there is not a week that goes by in which we don't experience garbage, large quantities of discarded items, human feces and urine. Many times it's a daily event. From n»/prospective, inthe last 3years the demographic ofRitter Center clients has changed for the worst. The number ofperpetual "Will Not's" have dramatically increased. Despite the improvements with security to help to keep the loitering down, many of their clients loiter on our side of the street next to the Ritter Centers annex building, right next door to us. Ritter Center has designated this area the "Smoking" area for their clients. At times there will be 2 to 15 people in a small space. All of their belongings, trash, cigarette butts and liquor bottles end up just a few feet from our back entrance. Even though Ritter Center has rest rooms for their clients use, many choose to use the back of our building. It gets so bad that we have to scrub the back parking lot with gallons of water and Pine Sol to remove the fecal material and urine stains. The smell from all those smoking cigarettes and marijuana permeate our store. Customers and employees cannot park and enter without experiencing all the above. Based on our experience, I would be surprised if Ritter has adhered to the client limits. The added security has helped but it's not enough. All one has to do is to look across the street and down Ritter towards Goodwill and much of the loitering, drinking, drug use and smoking is still very prevalent. The Winter Shelter program also creates a large gathering of people who line up along the Ritter annex building. Those who are not transferred to a location that day seem to stay in the area. We experience an increase of people sleeping in our parking lot when we arrive to work when the program is in effect Ritter has significantly outgrown this location. I understand they are making efforts to relocate but in the meantime, full time security and a no loitering policy for all of Ritter Street would be very helpful. If Ritter wants to have a smoking area, they need to provide for it on their own property, not on the sidewalk next to our Ritter street parking lot and entrance. Sincerely, William BeUviUe