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
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First Name
Shane
* Last Mine
Isehoe
Address I
Address 2
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" 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