2021/04/06 City Council Agenda Packet"We Care for Our Residents by Working Together to
Build a Better Community for Today and Tomorrow."
ROHNERT PARK CITY COUNCIL, ROHNERT PARK FINANCING AUTHORITY (RPFA),
SUCCESSOR AGENCY TO THE COMMUNITY DEVELOPMENT COMMISSION SPECIAL
MEETING NOTICE AND AGENDA
NOTICE IS HEREBY GIVEN THAT A SPECIAL MEETING
will be held on Tuesday April 6, 2021 at 2:00 P.M.
* COVID-19 NOTICE *
Consistent with Executive Orders No. N-25-20 and No. N-29-20 from the Executive Department of the
State of California and the Sonoma County Health Official’s March 17, 2020 and March 31, 2020
Shelter in Place Orders, this City Council Special Meeting will not be physically open to the public and
City Councilmembers will be teleconferencing into the meeting via Zoom Video Communications
software.
How to observe the Meeting:
To maximize public safety while still maintaining transparency and public access, members of the
public can observe the meeting on Cable Channel 26 or by visiting meeting central on our website
https://www.rpcity.org/city_hall/city_council/meeting_central
How to submit Public Comment:
Members of the public may provide public comment related only to this agenda by sending comments to
the Clerk by email at publiccomment@rpcity.org Comments are requested by 10:00 a.m. on the day of
the meeting, but can be emailed until the close of the Agenda Item for which the comment is submitted.
Email comments should be a maximum of 350 words, which corresponds to approximately 3 minutes of
speaking time. The comments will be read for the record, with a maximum allowance of 30 minutes of
total public comments, subject to the Mayor’s discretion. If a comment is received after the agenda item
is heard but before the close of the meeting, the comment will still be included as a part of the record of
the meeting but will not be read for the record or considered in connection with the agenda item
American Disability Act Accommodations:
Any member of the public who needs accommodations should email the ADA Coordinator at
vperrault@rpcity.org or by calling 707-588-2221. The ADA Coordinator will use their best efforts to
provide reasonable accommodations to provide as much accessibility as possible while also maintaining
public safety in accordance with the City procedure for resolving reasonable accommodation requests.
Information about reasonable accommodations is available on the City website at
https://www.rpcity.org/city_hall/departments/human_resources/a_d_a_and_accessibility_resources
City Council/RPFA agendas and minutes may be viewed at the City's website: www.rpcity.org .
PUBLIC HEARINGS: Council/RPFA may discuss and/or take action on any or all of the items listed on
this agenda. If you challenge decisions of the City Council or the Rohnert Park Financing Authority of
the City of Rohnert Park in court, you may be limited to raising only those issues you or someone else
1.CITY COUNCIL/RPFA/SUCCESSOR AGENCY JOINT SPECIAL MEETING - CALL TO
ORDER/ROLL CALL
(Adams_____Linares_____Stafford_____Elward_____Giudice_____)
2.REGULAR ITEMS
2.A Discussion and Direction Regarding an Alternative Response Model to Mental
Health/Crisis Calls for Service, and Homelessness Issues Not Requiring a Law
Enforcement Response
A. Staff Report
B. Public Comments
C. Council Discussion/Direction
Item 2.A.
Item 2.A. PowerPoint Presentation
2.B Discussion and Direction on Options for Expanding the City’s Homeless Services and
Supplemental Information Regarding Staffing Requirements to Expand the City’s
Homelessness Services
A. Staff Report
B. Public Comments
C. Council Discussion/Direction
Item 2.B.
Item 2.B. Supplemental
Item 2.B. PowerPoint Presentation
3.ADJOURNMENT
raised at public hearing(s) described in this agenda, or in written correspondence delivered to the City
of Rohnert Park at, or prior to the public hearing(s).
RIGHT TO APPEAL: Judicial review of any city administrative decision pursuant to Code of Civil
Procedure Section 1094.5 may be had only if a petition is filed with the court no later than the deadlines
specified in Section 1094.6 of the California Code of Civil Procedure, which generally limits the time
within which the decision may be challenged to the 90th day following the date that the decision
becomes final.
SIMULTANEOUS MEETING COMPENSATION DISCLOSURE (Government Code Section
54952.3): Members of the City Council receive no additional compensation as a result of convening this
joint meeting of the City Council and the Rohnert Park Financing Authority.
NOTE: Time shown for any particular matter on the agenda is an estimate only. Matters may be
considered earlier or later than the time indicated depending on the pace at which the meeting proceeds.
If you wish to speak on an item under discussion by the Council which appears on this agenda, please
refer to page 1 for more details on submitting a public comment. Any item raised by a member of the
public which is not on the agenda and may require Council action shall be automatically referred to
staff for investigation and disposition which may include placing on a future agenda. If the item is
deemed to be an emergency or the need to take action arose after posting of the agenda within the
meaning of Government Code Section 54954.2(b), Council is entitled to discuss the matter to determine
if it is an emergency item under said Government Code and may take action thereon.
AGENDA REPORTS & DOCUMENTS: Electronic copies of all staff reports and documents subject to
disclosure that relate to each item of business referred to on the agenda are available for public
inspection on https://www.rpcity.org/city_hall/city_council/meeting_central. Any writings or
documents subject to disclosure that are provided to all, or a majority of all, of the members of the City
Council regarding any item on this agenda after the agenda has been distributed will also be made
available for inspection on our website following the meeting.
DISABLED ACCOMMODATION: Any member of the public who needs accommodations should
email the ADA Coordinator at vperrault@rpcity.org or by calling 707-588-2221. The ADA Coordinator
will use their best efforts to provide reasonable accommodations to provide as much accessibility as
possible while also maintaining public safety in accordance with the City procedure for resolving
reasonable accommodation requests. Information about reasonable accommodations is available on the
City website at
https://www.rpcity.org/city_hall/departments/human_resources/a_d_a_and_accessibility_resources
CERTIFICATION OF POSTING OF AGENDA
I, _________________________, ____________________, for the City of Rohnert Park, declare that
the foregoing agenda was posted and available for review on ______________ ______, _________, at
Rohnert Park City Hall, 130 Avram Avenue, Rohnert Park, California 94928. The agenda is also
available on the City web site at www.rpcity.org. Executed this _____ day of ________________,
_________ at Rohnert Park, California. _____________________________ Office of the City Clerk
ITEM NO. 2.A.
1
Meeting Date: April 6, 2021
Department: Public Safety
Submitted By: Director of Public Safety Tim Mattos
Prepared By: Director of Public Safety Tim Mattos
Agenda Title : Discussion and Direction Regarding an Alternative Response model to Mental
Health /Crisis calls for service, and Homelessness Issues Not Requiring a Law
Enforcement Response
RECOMMENDED ACTION:
Staff recommends that the City Council receive this report and provide direction as to whether the City
should move forward with further evaluating a new mental health/crisis response model to address the
concern of law enforcement officers responding to crisis calls for service.
BACKGROUND:
On January 7, 2021 a special meeting was held to discuss City Council strategic priorities moving
forward with the newly sworn-in Council. During the meeting the City Council identified three new
goals and priorities to focus Council and staff attention. The goals and priorities identified were
Climate Change, Homelessness, and Police/Community relations, (to include increasing the image of
Public Safety, building trust, and increasing accountability).
ANALYSIS:
During the past year, the Department of Public Safety has been looking for alternative responses to
mental health and crisis calls for service. As law enforcement has evolved through the years,
additional responsibilities have been placed on the shoulders of our sworn personnel. Officers are
continually called upon to respond to individuals suffering from mental health issues and other crisis
related incidents that require mental health professionals.
City Manager, Darrin Jenkins and Public Safety Director, Tim Mattos are interested in pursuing an
alternative response model for Public Safety. One such model is the CAHOOTS (Crisis Assistance
Helping Out On The Streets), which was started in Eugene, Oregon in 1989. The program mobilizes
two -person teams consisting of a medic (a nurse, paramedic, or EMT) and a crisis worker who has
substantial t raining and experience in the mental health field. The CAHOOTS teams deal with a wide
range of mental health-related crises, including conflict resolution, welfare checks, substance abuse,
suicide threats, and more, relying on trauma-informed de-escalation and harm reduction techniques.
CAHOOTS staff are not law enforcement officers and do not carry weapons; their training and
experience are the tools they use to ensure a non-violent resolution of crisis situations. They also
handle non-emergent medical issues, avoiding costly ambulance transport and emergency room
treatment.
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 2.A.
2
In additional to mental health response, the CAHOOTS team also responds to issues surrounding
homelessness such as wound care, providing meals and essential items. It is estimated than nearly half
of the calls for service responded to by the CAHOOTS team are related to homelessness.
City Manager Jenkins and Director Mattos have had the opportunity to meet with and hear from Ben
Adam Climer who owns CRISIS Consulting. Ben is an expert in the CAHOOTS model based on his
experience both working as an EMT on a CAHOOTS response van, and later working within the
management of the CAHOOTS program. Ben Adam Climer will make a presentation to the City
Council on the CAHOOTS model and how the program could provide an alternative response
mechanism for crisis related incidents in the City of Rohnert Park.
STRATEGIC PLAN ALIGNMENT:
The City’s vision statement is that Rohnert Park is a thriving, family-friendly community that is a
safe, enjoyable place to live, work, and play. The consideration of the developing an alternative
response model for crisis response intersects with both “Strategic Plan Goal C: Ensure the effective
delivery of public services,” and “Goal D: Continue to develop a vibrant community.”
OPTIONS CONSIDERED:
1. Recommended Option: Staff recommends council receives this information and provides
direction regarding the development of a CAHOOTS type response model in the City of
Rohnert Park.
2. Alternative: There is no alternative option.
FISCAL IMPACT/FUNDING SOURCE:
The fiscal impact is not known at this time. Possible funding sources will be identified should staff be
instructed to move forward with developing a new response model.
Department Head Approval Date: 03/30/2021
Finance Director Approval Date: N/A
City Attorney Approval Date: N/A
City Manager Approval Date: 03/30/2021
Attachments: None
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ITEM NO. 2.B..
1
Meeting Date: April 6, 2021
Department: Administration
Submitted By: Don Schwartz, Assistant City Manager
Prepared By: Jenna Garcia, Housing Administrator & Don Schwartz, Assistant City Manager
Agenda Title: Discussion and Direction on Options to Expanding the City’s Homeless
Services
RECOMMENDED ACTIONS
Discuss and provide direction on options regarding expanding the City’s efforts to respond to
homelessness.
BACKGROUND
Homelessness is one of the most challenging issues facing Rohnert Park and communities
throughout the country today. It is highly complex, and cities alone cannot solve the challenge.
There are many factors that contribute to homelessness including insufficient income, the cost of
housing, lack of physical and mental health services, and lack of support systems.
In January 2021, the City Council added homeless services as a priority issue. At the February
23, 2021 City Council meeting, we provided an overview on homelessness. In this staff report,
we will discuss what the City is already doing to address homelessness, provide options for
increased support of homelessness and request direction from the Council on which options to
pursue further. This staff report was included in the agenda for the March 9, 2021 City Council
meeting, but was continued to a later date.
As a reminder, below are some key points on homelessness that we included in the February 23,
2021 staff report:
1. While substance abuse contributes to homelessness, it is not the primary cause of
homelessness.
2. Homelessness in Sonoma County has likely not increased over the past six years.
3. There are not enough shelter beds for everyone experiencing homelessness.
4. Of all people experiencing homeless in Sonoma County, 84% report that they would
accept housing if offered.
5. Most people experiencing homelessness in Sonoma County are from Sonoma County.
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 2.B.
2
6. Not everyone experiencing homelessness needs a deed-restricted affordable housing
unit.
7. It is difficult to predict who will become homeless, and thus to target prevention
effectively.
8. Permanent housing (often combined with services) solves homelessness.
The best local data available on homelessness is the county-wide annual homeless count, which
provides a snapshot of how many people are experiencing homelessness on any given night. The
number of individuals identified in the February 2020 annual count was 2,745. Since 2015, the
annual count has hovered around 3,000 co unty-wide. The February 2020 homeless count
identified 248 individuals experiencing homelessness in Rohnert Park, about 9% of the county-
wide total.
There are considerable differences among those experiencing homelessness. These include:
1. Temporary: This is the largest category of people experiencing homelessness, but they
tend to be less visible. They often have lower needs, their experiences of homelessness
are short and they do not often experience homelessness again in the future. Most are able
to find housing without receiving any services. Some benefit from programs like Rapid
Rehousing, which provide housing placement, short-term financial assistance and
supports to get back into a home of their own or SHARE, which pairs home-seekers in
shared living situations and provides ongoing supportive services.
2. Episodic: People in this category often have moderate needs and may enter, exit and re-
enter homelessness multiple times. Many benefit from programs like Rapid Rehousing or
SHARE. Others may benefit from subsidized housing and longer term supportive
services that assist with finding housing, becoming stable once housed, and staying stable
in housing.
3. Chronic Homelessness: Chronically homeless individuals have been homeless for one
year or longer and have a disability (such as chronic medical issues, a serious mental
illness, or chronic substance use disorders.) These individuals often have high needs and
require Permanent Supportive Housing, which is a subsidized housing program with
int ensive supportive services such as on-going mental health counseling. Chronically
homelessness individuals make up 19% of the homeless population in Sonoma County.
Applied to Rohnert Park’s homeless population, this is around 47 people on any given
night.
What the City is Doing to Address Homelessness: The City’s response to homeless includes
six components:
1. Addressing encampments which impact public health and safety on public property;
2. Addressing encampments on private property;
3. Adding and retaining housing;
4. Funding and collaborating on homeless services;
5. Facilitating the Homelessness Roundtable; and
6. Engaging in regional decision-making on homelessness policy and funding.
ITEM NO. 2.B.
3
Figure 1 below shows the current Fiscal Year’s City Budget for Homelessness, including
encampment cleanup efforts and homeless services.
In fiscal year 19-20, the City spent $250,000 on homeless services and $258,000 on
encampment cleanup efforts. In fiscal year 18-19, the City spent $250,000 on homeless
services.
1. Addressing encampments which impact public health and safety on public property.
Staff have identified about 45 sites on public property in or near the City limits where
individuals experiencing homelessness are living or have lived in the past . Encampments
can create substantial health and safety problems, inhibiting the use of public property by
others, and creat e hazardous, unsanitary or unsafe areas by accumulation of trash, waste
and debris.
The City’s ability to address encampments is limited to situations which pose a risk to
public health and safety. A recent decision by the 9th US Circuit Court of Appeals, in
Martin v. City of Boise prevents the City from prohibiting camping on public land unless
we offer access to shelter beds in the City. The City can enforce other regulations not
related to camping such as the City ordinance that prohibits entry into City parks between
10:00 p.m. and 6:00 a.m.
When staff come across an encampment which impacts public health or safety, the first
intervention is to link the individuals with Catholic Charities’ HOST (Homeless Outreach
Services Team.) HOST will visit the encampment and engage the individuals living there,
providing services specific to their needs and situation and attempting to link them to
permanent housing.
Figure 1: Fiscal Year 2020-2021 City Budget for Homelessness
ITEM NO. 2.B.
4
The City’s budget includes $125,000 to address encampments, including clean-up when
needed, creek patrols, and managing the vegetation to increase visibility in the creeks and
public safety.
The City can cite and tow vehicles abandoned on public streets and parking lots through
the vehicle abatement program – a process which takes a minimum of 14 days. Vehicles
left overnight in parking lots that prohibit overnight parking can be towed immediately,
however, this is not always an option as tow companies will not tow vehicles that are
occupied. RVs pose the additional challenge as there is only one to wing company in
Sonoma County that can tow and store RVs. The cost to tow RVs is an estimated $2000
per vehicle, which the City would be responsible for.
2. Addressing encampments on private property.
The City also addresses encampments and trespassing on private property. Code
Compliance staff engage with property owners and representatives, and explain useful
actions to take when there are homeless encampments on their property. These actions
include overnight security, posting signs such as “no overnight parking,” towing vehicles
parked outside of appropriate hours, securing the dumpster area, and providing notice to
leave the property. Code Compliance staff are in regular contact with HOST and will put
HOST in contact with property owners when they request assistance.
3. Adding and retaining housing.
Facilitating new housing fits with the City’s responsibilities and abilities. California’s
high rents are largely due to the low supply of housing relative to the demand, so
increasing the supply promotes affordability. There are over 1,000 homes in the City
under construction or that have been approved, and thousands more are in earlier stages
of the pipeline. The City retains a strong reputation for making it easy to build homes
while maintaining our standards.
Our efforts include new and existing affordable homes. We expect another 53 new
affordable homes to be completed by 2022, and 1,147 affordable homes already exist in
the City. This includes the recently constructed Redwoods at the University District,
which has 218 units and is one of the largest affordable housing projects ever built in our
county. We are working to ensure that these homes remain affordable; protections are set
to expire on 106 homes in December 2022. The City also collects fees for new
commercial and residential developments which can assist in developing new affordable
homes or preserving existing ones.
4. Funding and collaborating on services.
As demonstrated in Figure 1 above, the City is funding three homeless service programs:
Rapid Rehousing and Outreach (HOST) through service provider Catholic Charities, and
SHARE through SHARE California. These programs are described in more detail in the
Homeless Services Options and Recommendations section of the staff report. Figure 2
below shows the outcomes between the three programs since July 1, 2020.
ITEM NO. 2.B.
5
5. Facilitating the Homelessness Roundtable.
Recognizing that homelessness is a community-wide challenge beyond the capacity of
the City alone to solve, the City began convening a group of community members to help
address the issue in September 2019. The Roundtable meets monthly and includes
participants from faith-based organizations, education, business sector, non-profit service
providers, health care and the library – in addition to concerned residents. The
Roundtable provides education and up-to-date resource information and space for
individuals to participate in small groups focused on key issues related to homelessness.
One group that grew out of the Homelessness Roundtable is the Unsheltered Friends
Outreach, a small group of dedicated volunteers that engage unsheltered individuals in
Rohnert Park and Cotati, help connect them to services and provide them with hot meals
and donated items.
Starting in March 2020, Unsheltered Friends Outreach began preparing and delivering
meals to unsheltered individuals throughout the City. They now provide at least 50 meals
per day 4 times per week, often partnering with local restaurants and food pantries who
donate the food. In addition to meals, they frequently provide essentials such as clothing,
blankets and sleeping bags. Since January 1, 2021, they have connected with 166
individuals, 40 of which they interact with multiple times per week. While their efforts
provide for individuals’ more immediate needs, they do so with a focus on housing as the
ultimate solution. Unsheltered Friends Outreach volunteers encourage individuals to seek
help and frequently refer them to housing-focused resources in the community, including
the programs funded by the City. This year, they hope to expand their outreach efforts to
include a volunteer mentor program. To support their ongoing effort s, they are finalizing
their non-profit status.
6. Engaging in regional decision-making on homelessness policy and funding.
The services funded by the City are a small part of the county-wide system of services
available to those at risk of or experiencing homelessness. This system of care and its
funding sources are highly fragmented, yet crucial to addressing the issue.
Examples of services offered county-wide include the following, some of which we also
fund:
Figure 2: City-Funded Program Outcomes July 1, 2020 – March 1, 2021
Total people served with ALL funds: 158
Individuals placed in housing: 20
Individuals enrolled in outreach services: 60
Individuals provided with homeless
prevention financial assistance:
78
ITEM NO. 2.B.
6
Prevention
Outreach
Mental Health Services
Addiction Services
Shelters
Access to Rapid Rehousing and Permanent Supportive Housing
Housing vouchers
Employment Services
Safety net (food, financial support, etc.)
Data tracking and reporting
Assessment of the performance of system and providers
Planning (e.g., gap analysis)
These services are primarily funded with federal and state funds, some of which are
targeted to those experiencing homelessness and some of which are available to low-
income populations in general.
Per federal regulation, responsibility for coordinating homeless services across the
County resides primarily with a body known as the Continuum of Care, or CoC. The CoC
is a membership organization guided by a 15 member Board. The Assistant City Manager
has a seat on the Board, representing Rohnert Park as well as the other medium and small
cities in t he County.
The CoC is undergoing significant transition and needs considerable improvement. While
working to improve this system requires considerable time and effort, staff believe that
investment is worthwhile given the importance of a well-functioning system of care to
Rohnert Park’s long -term success in addressing homelessness. Nearly all cities in
Sonoma County have formed an Ad Hoc Committee of Councilmembers to address the
need for improvements; Councilmember Adams represents Rohnert Park on that
Committee.
The County uses federal and state funds to pay for the Interdepartmental Multi-
Disciplinary Team, or IMDT. T his is a group of County staff from different disciplines
that engages in mobile outreach. Suggesting that the unincorporated areas, with 14% of
the county-wide homeless population, are underserved with outreach, the County has
focused this team on the unincorporated areas, County-owned properties, and requests
from individual members of the Board of Supervisors. We are concerned with this
practice as there is no evidence that we are aware of that supports the County statements
that their areas of focus are underserved compared to Rohnert Park and other cities, and
believe that services funded with federal and state funds should serve all areas of the
County equitably.
ITEM NO. 2.B.
7
Managing Versus Ending Homelessness
As noted in the February 23rd report, there are a variety of homeless services that range from
short -term efforts focused on managing homelessness to a housing first approach focused on
ending homelessness in the long-term. Figure 3 below illustrates this range of services.
Managing Homelessness
Managing homelessness is focused on short-term efforts that mitigate the challenges of living
outside by meeting immediate needs such as access to meals, showers, sanitation facilities, mail
and designated places for people experiencing homelessness to park or camp. Some of these
services are offered through volunteer and community efforts.
Services focused on managing homelessness include:
• Safe Parking (Without Services): Safe Parking allows individuals living in their vehicles
to park in designated parking lots overnight and provides access to a bathroom and trash
receptacles, sometimes including overnight security. In some communities, these
programs are operated by local faith-based or advocacy organizations. When staffed by
volunteers, a small parking lot requires as little as $10,000 per year to operate, covering
the cost of a portable toilet, hand-washing station and security camera.
• Sanctioned Encampments: A designated place for people sleeping outside to set up their
camp s. Sometimes sanctioned encampments are just spaces that people are allowed to
camp. Other sanctioned encampments include portable toilets, hand washing stations,
trash receptacles and some services.
Figure 3: “Managing to Ending Homelessness” Range of Services
ITEM NO. 2.B.
8
• Rotating Shelter: Overnight shelter that rotates locations on a daily or weekly basis. In
many communities, faith-based groups will take turns operating a rotating shelter,
particularly during the winter months.
• Meals: Meals provided to individuals experiencing homelessness, either through a central
location (e.g., a soup kitchen) or by delivering meals directly to people.
• Supplies: Supplies and donations provided to individuals experiencing homelessness,
such as clothing, blankets, sleeping bags and tents, etc.
• Sanitation Facilities: Publicly accessible restrooms and showers, which can include
portable toilets, hand washing stations and mobile shower units.
• Day Center: Facilities that allow people to visit during drop-in hours to access on-site
services such as showers, restrooms, meals, laundry and mail.
Ending Homelessness
Ending homelessness includes a housing first approach to all services. Many of the programs
listed above can function within a housing first model if they include housing-focused supportive
services. In most cases, however, these supportive services increase the cost of the program
substantially. For example, according to a cost analysis the City of Santa Rosa completed
recently on a safe parking program with 100 parking spots, a program without supportive
services would cost around $165,000 per year to operate, whereas a program that includes
housing-focused supportive services would cost $530,000 per year to operate.
HOMELESS SERVICE OPTIONS AND RECOMMENDATIONS
Figure 3 below shows the Housing First Services Continuum, which was included in the
February 23rd staff report. This shows the different types of homeless services available in a
successful housing first service continuum. Below, we describe the programs that fit within each
service category along with specific staff recommendations for each. Attached to this report is a
Homeless Services Recommendation Summary which includes a table with all staff
recommendations described below.
ITEM NO. 2.B.
9
Staff recommend that the City pursue a range of services that are consistent with a housing first
approach, and prioritize permanent housing solutions with an emphasis on permanent supportive
housing. While all programs are important parts of the system, permanent housing is the
intervention that ends someone’s experience of homelessness. Permanent supportive housing is
particularly lacking, and it is essential to addressing the most challenging situations of chronic
homelessness.
Those experiencing homelessness in Rohnert Park are currently able to access shelter and
housing in other cities as part of the county-wide system. U nless the City fully funds permanent
supportive housing units for those experiencing homelessness in Rohnert Park, there will likely
be an expectation that units provided here will be available to those from other parts of Sonoma
County. This highlights the importance of developing effective collaboration through the
Continuum of Care and with our neighboring cities.
There is over $20 million in federal and state funding available for homeless services in Sonoma
County in the next 12-18 months – more than ever before. This includes $12.1 million under the
jurisdiction of the Continuum of Care, and $8.1 million under the jurisdiction of the County. We
do not yet know how these funds will be spent. Because some of them will support Rohnert Park,
staff recommend waiting on at least some of these funding decisions before committing City
funds to particular efforts, and to the extent feasible collaborating with the Continuum of Care
and County to make the most effective use of the overall funding. This $20 million does not
include funds for mental health and other services managed by the County, funds from Measure
O, the recently-passed mental health tax, and local discretionary funds from most cities and the
County.
Staff are interested in better understanding the appropriate scale of different options, as well as
their effectiveness. We can complete some of this analysis once we have direction from the
Council on t he options you are most interested in, as well as after reviewing data we hope to
receive soon from the Continuum of Care on performance measures.
Because the needs of individuals and the system are dynamic, flexibility to make adjust ments to
how funds are used is helpful. For example, in December, the City Council directed staff to
move $20,000 in funds from the Rapid Rehousing program to Homeless Prevention targeting
families that need assistance due to financial impacts of COVID-19. Staff were able to do this
Figure 3: Housing First Services Continuum
ITEM NO. 2.B.
10
easily because the agreement allowed for funding adjustments between the two programs. There
is no analysis that indicates how much of each component of the system (e.g., prevention,
outreach, shelter, housing options) is needed to maximize results. We hope to eventually gain
such an understanding, preferably on a county-wide basis.
Based on direction provided by Council regarding the services below, staff plan to return with
proposals for programs and related funding. Staff may also recommend adding capacity through
an additional position and/or consultants.
Prevention
Homeless prevention helps individuals and families maintain housing, although it is difficult to
predict who will become homeless, and thus to target prevention effectively. The only consistent
predictor of whether someone will become homeless is if they have experienced homelessness in
the past. There is some research, however, to suggest that programs that focus on eviction
prevention and access to community-based services can help.
Below are some examples of homeless prevention programs:
• Services Hub: A central location (physical or virtual) to access services such as sign-ups
and referrals to human service and financial assistance programs, access to food
resources, education and job placement , disability enrollment , and child care assistance.
• Eviction Prevention: These programs focus on preventing evictions through providing a
short -term financial assistance, combined with supportive services and sometimes legal
support. Resources are usually targeted at households at highest risk of losing their
housing.
Prevention Recommendation:
Staff do not recommend that the City invest in homeless prevention at this time.
Staff believe that a health and human services hub focused on low-income residents
would be a valuable addition in Rohnert Park. Residents currently must often travel to
Petaluma or Santa Rosa to obtain services. Fortunately, the Rohnert Park Health Center is
offering some community-oriented services already, such as those mentioned in the
services hub description above. Additionally, alumni from Leadership Rohnert Park are
working with the Health Center to identify ways to expand services. Kaiser is supporting
the launch of virtual platform called “Unite Us” that would increase access to services as
well. City staff are monitoring these efforts and while there may be opportunities to
support them, the Council has emphasized expanding services for those experiencing
homelessness as the priority.
The federal and state governments recently allocated $30 million to the County to
provide rental assistance to people impacted by COVID, and we expect that more funds
are on the way. These funds will meet the most pressing community need for financial
assistance to prevent evictions.
ITEM NO. 2.B.
11
Outreach
Outreach is the “front door” to homeless services, providing housing-focused services which
may include connecting with housing options, getting on shelter and housing waitlists, obtaining
government identification, increasing income, connecting with medical, mental health and
substance use services, and meeting immediate needs.
A key front door component is the Coordinated Entry System, a centralized system to access
shelter and housin g resources. Coordinated Entry assesses people for their level of need and then
adds them a county-wide waitlist for services. When there is an opening in a housing program,
Coordinated Entry refers people that meet the qualifications for the program, focusing first on
those with the highest needs. We are hoping that the system evolves so that highly vulnerable
individuals can be placed directly into housing rather than on waitlists or at shelters.
Below are some examples of homeless outreach programs:
• Mobile Outreach: Visit encampments and engage the individuals living there, providing
services specific to their needs and situation. Mobile outreach programs are able to
complete Coordinated Entry assessments in the field. HOST is an example of a mobile
outreach program. HOST in Rohnert Park is partially funded through the Continuum of
Care and supplemented by the City. HOST dedicates 40 hours a week on outreach efforts
in Rohnert Park.
• Day Center: Facilities that provide services such as showers, restrooms, meals, laundry
and mail. Within a housing first model, day centers include supportive services and
Coordinated Entry assessments. The Homeless Services Center, operated by Catholic
Charities in Santa Rosa, is an example of a day center.
• Coordinated Entry Access Point: Funded by the Continuum of Care and managed by
Catholic Charities, there are locations people can visit during designated times to
complete a Coordinated Entry assessment. Many organizations throughout the County
host Coordinated Entry staff regularly to conduct assessments. Before the onset of
COVID-19, staff were working with Rohnert Park Health Center and Coordinated Entry
staff to set up a weekly Coordinated Entry site in Rohnert Park. Unfortunately, this was
put on hold, but we plan to start up conversations again when it is safe to do so. The
Coordinated Entry system may change significantly in the next 6-12 months as the CoC
is looking for a new provider.
Outreach Recommendations:
Staff recommend considering increased funding for mobile outreach. HOST
currently dedicates 40 hours a week to Rohnert Park, which consists of a team of four
outreach specialists visiting twice a week. Increased mobile outreach would add days of
dedicated outreach support. In conversations with volunteers and front -line City staff, we
hear requests for increased mobile outreach. Unlike physical “front door” programs like
day centers, mobile outreach brings the supports directly to where people are at. This is
essential for many, especially those without a vehic le or with mobility challenges.
The budget for 40 hours a week of dedicated HOST support this fiscal year is $87,000, of
which the City is funding $41,544. While the CoC is funding the difference this year, we
do not know yet how much it will fund for the coming fiscal year.
ITEM NO. 2.B.
12
Staff do not recommend funding a day center. While day centers are a valuable tool
for connecting with people, they can also be costly to operate – especially if they include
housing-focused services. They are not accessible to everyone, particularly people
without vehicle s or with mobility challenges. Many of the physical services a day center
offers like showers or meals can be provided through volunteer efforts. Supportive
services including Coordinated Entry assessments can be offered through mobile
outreach or at an access point.
Staff recommend that the City continue exploring options to set up a Coordinated
Entry Access Point in Rohnert Park. While the conversations with Rohnert Park
Health Center were stalled due to COVID-19, staff plan to start up conversations again
when Coordinated Entry can be offered in-person again.
Shelter
Shelters offer people a safe place to sleep and to access supportive services focused on
permanent housing. Often, shelters will also include on-site health clinics, meals and other
services to meet immediate needs. In Sonoma County, there are enough shelter beds for about
25% of the homeless population on any given night. During the winter months, this increases to
about 30%. While she lter is an important tool to help ensure the health and safety of many
experiencing homelessness, it is not a prerequisite for housing.
Below are some examples of shelter programs:
• Congregate Shelter : Shelters that offer people a dorm-style sleeping environment, often
with several bunk beds in a large room. Examples include Catholic Charities’ Sam Jones
Shelter , a 213-bed shelter in Santa Rosa and COTS’ Mary Issak Center Shelter, a 112-bed
shelter in Petaluma.
• Non-Congregate Shelter: Shelters that offer people rooms or units to sleep in alone or
with members of their household (i.e., a partner and/or children.) An example of a non-
congregate shelter is Los Guilicos Village, a 60-unit shelter operated by St Vincent de
Paul in Santa Rosa.
• Safe Parking (with S ervices): Safe Parking allows individuals living in their vehicles to
park overnight and provides access to a bathroom and trash receptacles, and sometimes
includes overnight security. A housing-focused safe parking program includes supportive
services. The cost of a safe parking program depends on the size of the lot and the
services provided. As mentioned above, the City of Santa Rosa estimated a safe parking
program without services t o cost $165,000 per year and $530,000 per year with
supportive services. The members of the Homelessness Roundtable initially expressed
interest in a Safe Parking site, and the City offered $10,000 to support a volunteer-led
effort if one emerged, which has not happened.
o Note: The City does not currently have a specific ordinance regulating safe
parking, so establishing a site may require a conditional use permit which is
subject to approval by the Planning Commission. The City could also change the
zoning code to establish standards for safe parking sites, designate specific areas
where they may be established, and allow approval with an administrative permit
at the staff level.
ITEM NO. 2.B.
13
Shelter Recommendations:
Staff do not recommend funding a shelter in Rohnert Park. While shelters offer
people a safe place to sleep and access supportive services, they are costly to build and
operate. Those experiencing homelessness in Rohnert Park have access to county-wide
shelters, including Sam Jones Shelter and the Family Resource Center in Santa Rosa,
though they are limited by those shelters’ capacity. Should the Council desire to provide
a short -term housing option, it may want to consider using hotel vouchers. To the extent
we in Rohnert Park and the county-wide system can expand housing options –
particularly permanent supportive housing – we reduce the need for shelters while
providing long-term solutions.
At this time, staff do not recommend funding a housing-focused safe parking
program, however, Council may want to consider exploring a more basic safe
parking program or one that is led by volunteers. The last homeless count showed that
about two thirds of the homeless population in Rohnert Park are living in their vehicles.
Safe parking gives individuals a safe and secure place to park overnight and access
restrooms and trash. However, a housing-focused safe parking program can be very
expensive and staff believes that the City’s limited resources should be prioritized for
permanent housing programs. For this reason, Council may consider exploring options
for sites and the cost of funding a basic or volunteer-led safe parking program. This
option would require substantial Council leadership on identifying and approving site s.
Rapid Rehousing
Rapid Rehousing provides short -term financial assistance and supports to help people
experiencing homelessness get back into a home of their own. Individuals hold a lease with their
landlord and take over full monthly rental payments when the assistance expires. Short -term
financial assistance could include security deposit, a portion of monthly rent for a limited
duration, and assistance paying for utilities. Supportive services include assistance with
budgeting and increasing income, help accessing community resources for food, health care and
child care, and education on landlord-tenant rights and responsibilities. Rapid Rehousing is a
valuable tool to assist those with low to moderate needs who are able to take over paying their
rent on their own. It is not a good fit for those that need longer term rental assistance or
supportive services, or those who are unable to qualify to rent on their own due to poor credit or
limited rental history.
There are a number of Rapid Rehousing programs operating in Sonoma County, including the
City-funded program with Catholic Charities that serves individuals from Rohnert Park.
Rapid Rehousing Recommendations:
Staff recommend exploring options to fund a flexible rapid rehousing and
permanent supportive housing master-lease blended program. See description of this
recommendation under “Permanent Supportive Housing Recommendations” below.
ITEM NO. 2.B.
14
Permanent Supportive Housing
Permanent Supportive Housing serves the highest needs individuals and is the most important
tool to end chronic homelessness. Permanent Supportive Housing combines subsidized housing
with intensive supportive services, which are customized to the individuals’ needs and focused
on helping them retain their housing. These services include hands-on support from a case
manager or social worker, usually provided in participants’ homes, as well as mental health and
physical health services.
Successful permanent supportive housing programs prioritize those with the highest needs first.
The system of ranking individuals by level of need is known as a “by-name list .” Coordinated
Entry uses a by-name list method to track and rank individuals for services county-wide,
however, some cities have developed their own by-name list with individuals specific to their
communities.
Permanent Supportive Housing is expensive to build and operate on an on-going basis. Sonoma
County staff estimate a need for approximately 1,000 additional permanent supportive housing
units just for the existing homeless population.
There are three main ways to add more permanent supportive housing units:
1. Build new housing units: New units of permanent supportive housing could include tiny
home villages, individual units set-aside as permanent supportive housing in a larger
project or entire apartment complexes. Building new permanent supportive housing is
expensive, but this is still an important tool as it adds new housing to the market while
meeting the housing need for chronically homeless individuals. Permanent supportive
housing developers usually partner with a service provider to provide the ongoing on-
site services. Local examples include:
a. Caritas Homes – A partnership between Catholic Charities and Burbank Housing,
Caritas Homes in Santa Rosa, when completed, will provide 128 affordable
apartment units. The first phase of development is set to begin March 2021 and
will provide 64 affordable units, 30 of which will be designated permanent
supportive housing. Develop ment cost s for phase 1 are expected to be around $40
million ($625,000 per unit.)
b. John Zane and Michael Wolff Veterans Village – Opened in 2019, this 14-unit
tiny home village provides housing and supportive services for veterans
experiencing homelessness in Sonoma County. The County owns the land and
Community Housing Sonoma County oversaw the development of the project.
The total project development cost was $2.25 million (about $160,700 per unit.)
c. Vida Nueva – A 23-unit affordable housing apartment complex in Rohnert Park
that provides homes for individuals who previously experienced homelessness.
Built in 2008, Burbank Housing provides the property management and COTS
provides some on-site supportive services. Although it is not set-aside housing for
chronic homeless families, this is an example of permanent supportive housing in
the City. The project is not limited to Rohnert Park and houses families from
through Sonoma County.
2. Convert existing properties: Converting existing properties such as underutilized motels
into permanent supportive housing has become more popular over the past few years. It
ITEM NO. 2.B.
15
is usually less expensive than developing new housing and the units available more
quickly. Local examples include:
a. The Palms Inn – Just outside of Santa Rosa, the 104-unit Palms Inn was the first
motel in Sonoma County to be converted into permanent supportive housing in
2016. The Palms Inn is still owned by the same family, but it is operated as
permanent supportive housing and Catholic Charities provides the on-site
supportive services.
b. Gold Coin Motel (or “The Commons”) – A 54-unit motel in Santa Rosa recently
purchased by St Vincent de Paul, a local homeless service agency. The purchase
and conversion is expected to cost $9.9 million (about $183,000 per room). St.
Vincent de Paul has indicated that Rohnert Park may be able to purchase rights to
a limited number of rooms for $50,000 each. On-going costs would be about
$7,500/year. St. Vincent de Paul would work with the City to pursue housing
vouchers through the County Housing Authority to cover these costs. There is a
small number of vouchers relative to the need and the voucher system is not
integrated with the homeless system of care.
c. Hotel Azura – A 44-room hotel in Santa Rosa recently purchased by the County
of Sonoma using State “Project Homekey” funds. The purchase cost was $7.9
million (about $179,000 per room.) There will be additional costs to renovate and
provide ongoing on-site services.
d. Sebastopol Inn – A 31-room hotel in Sebastopol recently purchased by the County
of Sonoma using State “Project Homekey” funds. The purchase cost was $6.2
million (about $200,000 per room.) There will be additional costs to renovate and
provide ongoing on-site services.
3. Master-lease with landlords: A master -leased permanent supportive housing program is
probably the quickest to operationalize, but it depends on landlords agreeing to master-
lease with a service provider. In this model, a landlord rents their unit(s) to the service
provider who pays the rent each month. The service provider then sublets the unit(s),
usually at a subsidized rate, to chronically homeless individuals and provides the
ongoing supportive services to the individuals. Most of the permanent supportive
housing programs in the county are based on the master-leased model. Including the
subsidy and service costs, a master-leased permanent supportive housing program will
cost up to $18,000 per person per year.
Permanent Supportive Housing Recommendations:
Staff recommend developing a robust by-name list and program. A by-name list
would capture data and information about the individuals experiencing homelessness in
Rohnert Park and help staff and service providers identify and prioritize those with the
highest needs. Individuals deemed as the most vulnerable would be prioritized for
outreach services, meaning that they would receive increased support to assist them in
navigating existing community resources and housing options. Additionally, a by-name
list provides feedback about what is working and not working in the local system. This
gives us information about where to focus our ongoing efforts and where to advocate for
improvements in the system.
ITEM NO. 2.B.
16
Staff recommend supporting development of new permanent supportive housing.
New housing developments depend largely on market conditions and financing options,
however, the Council can provide direction that it is interested in new permanent
supportive housing development in the City. Council can also direct staff to look at ways
to provide funding for new permanent supportive housing options. Below are two
options:
o Providence St Joseph Health owns a one acre parcel in the City which they are
interested in developing into permanent supportive housing. They are in the
beginning process of conducting a feasibility analysis on the project now. If the
project is deemed buildable, Council could choose to invest funds in the project,
such as the City’s $1 million in successor agency funds.
o A tiny home village is generally less expensive than developing an apartment
complex, especially if it is developed on public land. If directed, staff could
explore City-owned sites that may be appropriate for a tiny home village and
connect with possible development partners.
Staff recommend exploring options to convert existing properties. The State has
indicated that it plans to make additional funds available for conversions of existing
properties through their Homekey program. Properties that could be converted include
hotels, motels and vacant office buildings. If directed, staff would explore local
properties that may be a good fit for the Homekey program.
Staff recommend exploring the potential to obtain a limited number of rooms at the
Gold Coin Motel/The Commons project in Santa Rosa, per the discussion above.
Staff recommend exploring options to fund a flexible rapid rehousing and
permanent supportive housing master-lease blended program. Rapid rehousing
programs tend to be most successful for individuals with lower needs who are able to
qualify for housing on their own and can take over payment of market -rate rent after a
few months of rental assistance. While that program model works for some, others need
rental assistance longer-term and/or may not qualify to rent housing due to factors such as
poor credit or limited housing history. A blended rapid rehousing and permanent
supportive housing master-lease program would offer short-term and longer -term rental
assistance for individuals and families, depending on their needs. This model would offer
the flexibility to adjust services and supports depending on what an individual needs to
maintain housing stability.
Other Permanent Housing
There are a handful of other programs that provide creative permanent housing options for
individuals experiencing homelessness. The City is currently providing funding to SHARE
California, a nonprofit organization that specializes in creative permanent housing solutions ,
especially shared housing. Not only does SHARE place individuals in housing, they also provide
ongoing supportive services to both home seeker and home provider, and assist in re-placing
individuals if the match is unsuccessful.
Below are some examples of these creative housing solutions :
ITEM NO. 2.B.
17
1. Room rentals: Matches home-seekers with people that have spare bedrooms in their
home s. SHARE’s program model includes options for rent exchange, service exchange or
a combination of both.
2. Community Houses: Service provider leases a home from a landlord in the community
and sublets the individual rooms separately. Although not a subsidized program, renting a
room in a house is generally much less expensive than renting a market -rate apartment.
3. Accessory Dwelling Units: Accessory dwelling units, also known as granny units or
second units, can be rented to individuals experiencing homelessness. This is often paired
with programs like Rapid Rehousing or SHARE for services and financial assistance.
Other Permanent Housing Recommendations:
Staff recommend continuing to support the SHARE program. SHARE provides a
creative housing solution that is readily available in the community – empty bedrooms.
Furthermore, SHARE integrates well with other programs the City funds, including
HOST and Rapid Rehousing.
Additional Recommendations:
In order to support homeless service collaborations within the City and throughout the County,
staff is also making the following recommendations:
Staff recommend continuing to support the efforts of the Homelessness Roundtable
and local volunteers. The Homelessness Roundtable has been an effective tool for
community engagement and education. Unsheltered Friends Outreach grew out of the
Roundtable and has been providing valuable services to individuals experiencing
homelessness. The City could increase its support of volunteers, including building
stronger bridges between local volunteers and service providers as well as providing
some financial support for volunteer-led efforts that align with the Council’s goals. For
example, the City has budgeted $10,000/year for outreach workers to meet individual’s
immediate needs for food or shelter, which can help establish the trust needed to build the
relationships that ultimately lead to permanent housing.
Staff recommend continuing to support regional efforts. Successfully addressing
homelessness requires a regional effort. The majority of funds provided to the local
system are federal and state funds administered by the Continuum of Care or County of
Sonoma, including funding for mental health and addiction services.
Staff recommend exploring sub-regional efforts with neighboring cities. In addition
to funding managed by the Continuum of Care and the County, most cities and the county
are also investing their o wn discretionary funds to bolster homeless services in their
cities. There may be opportunities to collaborate on efforts on a sub-regional basis with
Petaluma, Cotati, and Santa Rosa as we believe there is movement of those experiencing
homeless in this part of the county.
STRATEGIC PLAN ALIGNMENT
These actions are consistent with Strategic Plan Goal D – Continue to Develop a Vibrant
Community.
ITEM NO. 2.B.
18
FISCAL IMPACT/FUNDING SOURCE
There is no direct fiscal impact from providing direction on the Council’s preferences regarding
homeless services. To provide some context, we budgeted $360,000 in FY 20-21 for services,
including Rapid Re-housing, Prevention, and Outreach. We budgeted an additional $125,000 to
clean up encampments, to patrol creeks, and to manage vegetation. Of these funds, $235,000 is
from casino mitigation funds and $250,000 is from the Housing Successor Agency budget. These
costs do not include the considerable staff time on this issue.
There are limited sources of undesignated revenue to fund new projects. One source is the
Community Investment contribution from the City’s MOU with the Tribe for casino mitigation.
The City receives non-guaranteed contributions for Neighborhood Upgrade and Workforce
Housing projects and for the City of Rohnert Park Foundation. The City and the Foundation
expect to receive $1.65 million this fiscal year and $2.3 million next fiscal year for Community
Investme nt contributions.
With these funds available for a wide range of uses, the Council is also considering these moneys
for other projects, including the City’s climate change activities, the Foundation’s Small Grants
Program, and other projects such as a fireworks event and an expanded small grants program.
Department Head Approval Date: N/A
City Attorney Approval Date: N/A
Finance Manager Approval Date: 03/02/2021
City Manager Approval Date: 03/02/2021
Attachments:
1. Homeless Services Recommendation Summary
Attachment 1: Homeless Services Recommendations Summary
Page 1 of 2
# SERVICE TYPE PROGRAM STAFF RECOMMENDATION
1 Prevention Services Hub /
Eviction Prevention
Staff do not recommend that the City invest in
homeless prevention at this time.
2 Outreach Mobile Outreach Staff recommend considering increased funding
for mobile outreach.
3 Outreach Day Center Staff do not recommend funding a day center.
4 Outreach Coordinated Entry Access
Point
Staff recommend that the City continue exploring
options to set up a Coordinated Entry Access Point
in Rohnert Park.
5 Shelter Congregate / Non-congregate
Shelter
Staff do not recommend funding a shelter in
Rohnert Park.
6 Shelter Safe Parking At this time, staff do not recommend funding a
housing-focused safe parking program, however,
Council may want to consider exploring a more
basic safe parking program or one that is led by
volunteers.
7 Rapid Rehousing Rapid Rehousing See #12.
8 Permanent Supportive
Housing
By-Name List Staff recommend developing a robust by-name list
and program.
9 Permanent Supportive
Housing
Build New Housing Staff recommend supporting development of new
permanent supportive housing.
10 Permanent Supportive
Housing
Convert Existing Properties Staff recommend exploring options to convert
existing properties.
11 Permanent Supportive
Housing
Convert Existing Properties Staff recommend exploring the potential to obtain
a limited number of rooms at the Gold Coin
Motel/The Commons project in Santa Rosa, per
the discussion above
12 Permanent Supportive
Housing
Master-lease with Landlords Staff recommend exploring options to fund a
flexible rapid rehousing and permanent supportive
housing master-lease blended program.
13 Other Permanent
Housing
Room Rentals Staff recommend continuing to support the SHARE
program.
Attachment 1: Homeless Services Recommendations Summary
Page 2 of 2
# TYPE TOPIC STAFF RECOMMENDATION
14 Additional
Recommendations
Homelessness Roundtable Staff recommend continuing to support the efforts
of the Homelessness Roundtable and local
volunteers.
15 Additional
Recommendations
Regional Efforts Staff recommend continuing to support regional
efforts.
16 Additional
Recommendations
Sub-Regional Efforts Staff recommend exploring sub-regional efforts
with neighboring cities.
ITEM NO. 2.B Supplemental
1
Meeting Date: April 6, 2021
Department: Administration and Development Services
Submitted By: Don Schwartz, Assistant City Manager
Prepared By: Don Schwartz, Assistant City Manager & Mary Grace Pawson, Director of
Development Services
Agenda Title: Supplemental Information Regarding Staffing Requirements to Expand
the City’s Homelessness Services
RECOMMENDED ACTION:
Consider the additional information provided in this report regarding staffing requirements
necessary to expand the City’s homeless services.
BACKGROUND:
This report presents information to supplement the staff report prepared for the March 9, 2021
City Council meeting on options to address homelessness, which will now be considered at the
April 6, 2021 Special City Council meeting. Since preparing the initial staff report, staff has been
working on the budget for Fiscal Year 2021-22 and has more complete information on the
requirements of the City’s existing, state mandated housing program and the staffing and funding
required for that program.
The focus of this report is the need for additional staff support to administer expanded homeless
services programs, if the City Council chooses to expand these programs. The need for additional
staff support is mentioned as a possibility in the initial staff report.
ANALYSIS:
For the past two years, homeless services have been managed by the City’s Housing
Administrator, whose primary responsibility is to oversee and administer the City’s affordable
housing programs. As the City has increased its efforts to address homelessness, the Housing
Administrator has taken on additional tasks regarding homelessness including developing
protocols and policies around encampment cleanups, facilitating the City’s Homeless Taskforce,
developing and implementing homeless service programs, participating in regional efforts, and
facilitating the Homelessness Roundtable. The Housing Administrator currently spends about
half her time supporting homeless services.
The housing program has been largely funded from former redevelopment agency funds, as
allowed by state law. These funds currently pay for the Housing Administrator and Rapid
Rehousing program, as well as funding substantial consultant support largely focused on one-
time projects needed to establish a solid administrative foundation. This consultant support has
allowed the Housing Administrator to focus a considerable portion of her time on homelessness,
while still meeting the City’s state-mandated housing obligations.
Mission Statement
“We Care for Our Residents by Working Together to Build a
Better Community for Today and Tomorrow.”
CITY OF ROHNERT PARK
CITY COUNCIL AGENDA REPORT
ITEM NO. 2.B Supplemental
2
However, beginning in Fiscal Year 21-22, the City must reduce housing consultant support by
about 70% to ensure that these funds are available for multiple years to support the cost of the
Housing Administrator and affordable housing responsibilities. Reducing consultant support also
allows us the option to continue on-going funding of the Rapid Rehousing Program through this
funding source. The loss of consultant support coupled with the need to begin work on the state-
mandated Housing Element update means that the Housing Administrator does not have the
same level of availability to work on homelessness issues. While increasing homeless services is
a new Council priority, complying with state law for the entirety of the City’s affordable housing
program is also a necessary and established Council priority.
Thus, as part of the upcoming budget discussions, staff will be recommending the addition of a
full-time Homeless Services Coordinator to administer the Cit y’s homelessness programs. This
position would report to the Housing Administrator, who will spend approximately 70% of her
time on the City’s housing program and 30% to lead the City’s efforts to address homelessness.
The Homeless Services Coordinator would take on much of the homeless program
administration currently managed by the Housing Administrator as well as overseeing additional
homeless service options as directed by Council. Staff see this position as necessary to
administer existing – and expand ing – homeless services while also maintaining a high-
performing affordable housing program.
If approved in concept by Council, staff will work with Human Resources to determine the
appropriate position for this role and return to the Council at a future date for review and
approval.
STRATEGIC PLAN ALIGNMENT:
The addit ion of this position is consistent with the Council’s priority of expanding services to
those experiencing homelessness.
FISCAL IMPACT/FUNDING SOURCE:
There is no immediate fiscal impact from this item. To provide some context, however, we
estimate the full annual cost of the position at $125,000/year.
As in the initial staff report on this topic, t he most likely revenue source for this position is the
Community Investment contribution from the City’s MOU with the Tribe for casino mitigation.
The City r eceives non-guaranteed contributions for Neighborhood Upgrade and Workforce
Housing projects and for the City of Rohnert Park Foundation. The City and the Foundation
expect to receive $1.65 million this fiscal year and $2.3 million next fiscal year for Community
Investment contributions.
The level of funding available for homeless services depends in part on the overall funding
available to the City, and in part on how the Council allocates those funds. For example, funding
for climate change initiatives, mental health support for public safety (which will include
supporting those experiencing homelessness,) and back filling non-profits for loss of revenue
from fireworks sales may all draw on the same funding source as those proposed for funding
services fo r those experiencing homelessness. Staff will present options for the Council’s
consideration during the budget hearings.
As noted in the prior staff report, there is over $20 million in federal and state funding available
for homeless services in Sonoma County in the next 12-18 months – more than ever before.
While we know how some of these funds will be spent, other decisions are pending. Because
some of the funding will support Rohnert Park, staff recommend waiting on at least some of
ITEM NO. 2.B Supplemental
3
those decisions before committing City funds to particular efforts, and to the extent feasible
collaborating with the Continuum of Care and County to make the most effective use of the
overall funding. This $20 million does not include funds for mental health and other services
managed by the County, funds from Measure O, the recently-passed mental health tax, and local
discretionary funds from most cities and the County.
Department Head Approval Date: N/A
Human Resources Director Approval Date: N/A
City Attorney Approval Date: N/A
City Manager Approval Date: 3/31/2021
Discussion and Direction
on Homeless Services
City of Rohnert Park
City Council
April 6, 2021
1
Background
Homelessness is a complex issue
Contributing factors:
◦High housing costs
◦Low-wage jobs
◦Physical and mental disabilities
◦Lack of personal support systems
◦Difficulty accessing government safety net
Cities alone cannot solve it
2
Background
In Jan, Council selected homeless services
as a top priority
On Feb 23, Staff gave an educational
presentation on homeless services
Today’s presentation will focus on:
◦What the City is already doing
◦Options for expanding services
3
Quick Refresher
4
Key Points on Homelessness
1.While substance abuse contributes to
homelessness, it is not the primary
cause of homelessness.
2.Homelessness has likely not increased
over the past six years.
3.There are not enough shelter beds for
everyone experiencing homelessness.
5
Key Points on Homelessness
4.Locally, 84% report that they would
accept housing if offered.
5.Most people experiencing homelessness
in Sonoma County are from Sonoma
County.
6.Not everyone needs a deed-restricted
affordable housing unit.
6
Key Points on Homelessness
7.It is difficult to predict who will become
homeless, and thus to target prevention
effectively.
8.Permanent housing (often combined
with services) solves homelessness.
7
Rohnert Park Compared to County
Overall Homeless Population
Rohnert Park:
9%
Remainder of
Sonoma
County: 91%
8
Different Experiences
Temporary:
◦Individuals whose experience of homelessness
is short, low recidivism, largely self-resolve
Episodic:
◦Individuals who enter and exit homelessness
multiple times
Chronic Homelessness:
◦Individuals with a disabling condition who
have been homeless for one year or longer
◦19% in 2020 Homeless Count (~47 in RP)
9
Costs
Temporary Episodic Chronic
10
Complaints
Temporary Episodic Chronic
11
Vulnerability
Temporary Episodic Chronic
12
Historical Focus
Temporary Episodic Chronic
13
What the City is Doing
14
Item FY 18-19 FY 19-20 FY 20-21
Encampment
Cleanup Efforts*
$0 $258,000 $125,000
Homeless
Services*
$250,000 $250,000 $360,000
TOTAL $250,000 $508,000 $485,000
City Budget
* Doesn’t include substantial amount of City staff time.
15
Homeless Taskforce
Includes Public Safety, Public Works, Code
Compliance, Homeless Services (HOST)
Focus:
◦Address encampments causing health and
safety issues
◦Refer individuals to HOST for support
◦Develop protocols for cleanups
◦Ensure compliance with applicable laws
16
What the City is Doing
1.Addressing encampments on public
property
2.Addressing encampments on private
property
3.Adding and retaining housing
4.Funding homeless services
5.Facilitating the Homelessness
Roundtable
6.Engaging in regional efforts
17
1. Encampments on Public Property
Legal limitations (Boise v. Martin)
Efforts include:
◦Connecting to services (HOST)
◦Conducting cleanups for health/safety issues
◦Creek patrols for protection of waterways
◦Managing vegetation
◦Dealing with abandoned / nonoperational
vehicles
18
2. Encampments –Private Property
Educate property owners and connect
with resources
Advise property owners to:
1.Secure Property
2.Post no trespassing / no parking signage
3.Tow unauthorized vehicles (at owner’s
expense)
19
3. Adding and Retaining Housing
1,000+ homes under construction or in
pipeline
53 affordable homes in pipeline
1,147 affordable homes already exist
◦Includes 218-unit Redwoods at UD
Addressing units with affordability expiring
20
4. Homeless Services
Catholic Charities HOST
◦City funding: $41,000 (leverages COC $)
Rapid Rehousing and Homeless
Prevention
◦City funding: $250,000
SHARE/Prevention
◦City funding: $10,000 (leverages private funds)
21
City-Funded Program Outcomes
Total served:158
Placed in housing:20
Enrolled in outreach
services:
60
Provided with
homeless prevention
financial assistance:
78
22
5. Homelessness Roundtable
Homelessness is a community-wide
challenge & requires a community-wide
response
Monthly meetings –began September
2019
Venue for education, community
engagement, collaboration with service
providers
23
5. Homelessness Roundtable
Participation
◦Faith-based organizations
◦School district
◦Business sector
◦Service providers
◦Health care
Volunteer efforts
◦Food and donation deliveries
◦Housing-focused support
24
Unsheltered Friends Outreach
Provide 50+ meals / 4 times per week
Support Housing First Approach:
◦Connections to/Extension of Outreach
◦Emphasize Housing in their conversations
◦Arranging for volunteer ‘mentors’ with
housing emphasis
Pursuing non-profit status
25
6. Regional Efforts
We are part of a larger system:
◦Outreach
◦Mental health services
◦Shelters
◦Access to Permanent Housing
◦Data tracking and reporting
◦Assess performance of system and providers
◦Planning (e.g., gap analysis)
Mostly state and federal funds
26
Continuum of Care
Lead responsibility for County-wide system
15 member Board
Responsibilities include:
◦Planning
◦Assessing performance of system and providers
◦Policy-setting (i.e., priorities for shelter)
◦Allocating some Fed/state/local $
27
Continuum of Care
Sets regional foundation
Foundation needs strengthening
◦Fragmented funding and services
◦Weak planning and assessment
Rohnert Park very active on behalf of
cities
Ad Hoc of City Councilmembers
provides rapid input and electeds’ voices
28
Short-term Long-term
Managing Homelessness Ending Homelessness
Shared Housing
Housing-focused Outreach
Sanctioned Encampments
Housing-focused Shelter
Permanent Supportive Housing
Day Center
Safe Parking with Services
Meals
Rapid Rehousing
Safe Parking without Services
Sanitization Facilities
29
Rotating Shelter
Homeless Service Options &
Recommendations
30
Guiding Principle
Focus on “ending” homelessness
with housing first approach
Prioritize permanent supportive housing
All programs important, but permanent
housing ends homelessness
31
OUTREACH
PREVENTION RAPID
REHOUSING
SHELTER
PERMANENT
SUPPORTIVE
HOUSING
OTHER
PERMANENT
HOUSING
Housing First Services Continuum
32
Examples:
Services Hub: A
central location to
access services
Eviction Prevention:
Short-term financial
assistance, supportive
services, legal support
PREVENTION
Those at risk of
homelessness .
•Help keeping or
finding housing
•Supportive services
33
Do not invest in homeless prevention
at this time.
◦Hub would be valuable addition, but there are
already entities working on (i.e., RPHC, Kaiser)
◦Feds allocated $30m to County for rental
assistance for people impacted by COVID-19
PREVENTION Recommendation
34
Examples:
Mobile Outreach:
Outreach that meets
people where they are
Day Center: Drop-in
physical location to
access services
Coordinated Entry
Access Point: Drop-in
location to enroll in
Coordinated Entry
OUTREACH
Unsheltered individuals.
•Front door to
services
•Help finding housing
•Supportive services
35
Consider increased funding for
mobile outreach.
Do not fund a day center.
Continue exploring options to set up
a Coordinated Entry Access Point in
Rohnert Park.
RecommendationsOUTREACH
36
Examples:
Congregate: Shelter
with dorm-style
sleeping environment
Non-Congregate:
Shelter with separate
sleeping spaces (e.g.
tiny homes)
Safe Parking:
Designated lot for
overnight parking
SHELTER
People experiencing
homelessness .
•Temporary shelter
•Help finding housing
•Supportive services
37
Safe Parking
2/3 of those experiencing homelessness
in RP live in vehicles
Program Type Size Services &
Amenities
Cost?
Volunteer-run
Safe Parking
Program
~10 parking
spots
On-site cameras,
trash bins,
restrooms, etc.
~$10,000/yr
Safe Parking
without Services
~100 parking
spots
Amenities +
security and
operator
~$165,000/yr
Safe Parking
with Services
~100 parking
spots
Amenities +
housing-focused
services
~$530,000/yr
SHELTER
38
Safe Parking
City does not currently have an ordinance
regulating safe parking
Safe Parking would require parking lot to
be identified
Likely to require significant Council
leadership
SHELTER
39
Do not fund a shelter in Rohnert
Park.
At this time, do not fund a housing-
focused safe parking program. Council
may want to consider exploring a more
basic safe parking program or one that is
led by volunteers.
RecommendationsSHELTER
40
Several programs
operating in Sonoma
County, including City-
funded program
Valuable tool for
people with low-to-
moderate needs
Not for those that
need longer-term
supports
RAPID
REHOUSING
People experiencing
homelessness with low-
to-moderate needs .
•Help finding housing
•Short-term financial
assistance
•Supportive services
41
Explore options to fund a flexible
rapid rehousing and permanent
supportive housing master-lease
blended program.
RecommendationsRAPID
REHOUSING
42
The most important
tool to end chronic
homelessness
Prioritizes highest
needs first, using “by-
name list”
PERMANENT
SUPPORTIVE
HOUSING
People experiencing
homelessness 1+ years
and have higher needs .
•Housing placement
with long-term
rental subsidy
•Intensive supportive
services
43
3 ways to add more
capacity
PERMANENT
SUPPORTIVE
HOUSING
1.Build new housing units
2.Convert existing properties
3.Master-lease with landlords
44
1. Build New Units
Expensive, but important tool as it adds
new housing to the market
Creates ongoing housing to address
chronic homelessness
Developer usually partners with local
service provider
45
PERMANENT
SUPPORTIVE
HOUSING
Caritas Homes
46
John Zane and Michael Wolff
Veterans Village (Tiny Homes)
47
Vida Nueva
48
2. Convert Existing
Properties
Converting existing structures (like
motels) = less expensive option
Project Homekey -State program that
funds purchase and renovation of existing
structures to convert into housing
◦Started as one-time program using COVID
funds, State likely to continue funding
49
PERMANENT
SUPPORTIVE
HOUSING
Hotel Azura
50
Sebastopol Inn
51
The Palms Inn
52
Gold Coin Motel (aka, “The
Commons”)
53
3. Master-lease
Program
Service provider:
◦Master-leases unit(s) with landlord
◦Sublets to individual at subsidized rate
◦Provides ongoing supportive services
Quickest to get set-up, but depends on
landlords to participate
Cost ~$18,000/person/year
54
PERMANENT
SUPPORTIVE
HOUSING
Develop a robust by-name list and
program.
◦Would capture data and information about
individuals in RP, identify and prioritize those
with highest needs.
RecommendationsPERMANENT
SUPPORTIVE
HOUSING
55
Support development of new
permanent supportive housing.
◦Providence St Joseph Health interested in
developing housing project –Council could
choose to invest funds.
◦Tiny home village –Council could direct staff
to explore City-owned sites that may be
appropriate.
Recommendations
(Cont.)
PERMANENT
SUPPORTIVE
HOUSING
56
Explore options to convert existing
properties.
◦Staff could explore local properties that may be
a fit for the Homekey program.
Recommendations
(Cont.)
PERMANENT
SUPPORTIVE
HOUSING
57
Explore the potential to obtain
rooms at the Gold Coin Motel/The
Commons project in Santa Rosa.
Recommendations
(Cont.)
PERMANENT
SUPPORTIVE
HOUSING
58
Explore options to fund a flexible
rapid rehousing and permanent
supportive housing master-lease
blended program.
◦Provides more flexibility to adjust services
depending on what individual needs to maintain
housing.
Recommendations
(Cont.)
PERMANENT
SUPPORTIVE
HOUSING
59
Examples:
Room rentals: Match
home-seekers with
people that have spare
bedrooms
Community Houses:
Lease home and sublet
individual rooms to
different people
ADUs: Can be paired
with programs for
services and financial
assistance
OTHER
PERMANENT
HOUSING
•Room rentals
•Community Houses
•Accessory Dwelling
Units (ADUs)
60
Continue to support the SHARE
program.
◦SHARE provides creative housing solution that
is readily available –empty bedrooms.
◦SHARE integrates well with HOST and Rapid
Rehousing.
RecommendationsOTHER
PERMANENT
HOUSING
61
Continue supporting the efforts of
the Homelessness Roundtable and
local volunteers.
Continue supporting regional efforts.
Explore sub-regional efforts with
neighboring cities.
Additional Recommendations
62
Add staff position to support
homeless services.
o Funding for housing is diminishing, consultant
support going away
o Housing Administrator needs to focus on
housing
o Homelessness requires full-time position
63
Additional Recommendation
64
Recommendations Summary
65
Overall Recommendations
Confirm commitment to housing first
approach
Provide high-level direction on preferred
options
Authorize Homeless Services position
Initiate staff work on preferred options
Wait on most funding decisions until
$20m in federal / state funds are allocated
and complete more staff work
66
OUTREACH
PREVENTION RAPID
REHOUSING
SHELTER
PERMANENT
SUPPORTIVE
HOUSING
OTHER
PERMANENT
HOUSING
Housing First Services Continuum
67
#SERVICE TYPE PROGRAM RECOMMENDATION
1 Prevention Services Hub /
Eviction Prevention
Do not recommend.
2 Outreach Mobile Outreach Consider increasing funding.
3 Outreach Day Center Do not recommend.
4 Outreach Coordinated Entry Access
Point
Continue exploring access
point.
5 Shelter Congregate / Non-
congregate Shelter
Do not recommend.
6 Shelter Safe Parking Do not fund housing-focused
safe parking program.
Council may consider
volunteer or basic model. 68
#SERVICE TYPE PROGRAM RECOMMENDATION
7 Rapid Rehousing
(RRH)
Rapid Rehousing See #12.
8 PSH By-Name List Develop robust by-name list.
9 PSH Build New Housing Support new development
(e.g., St. Joseph / tiny homes.)
10 PSH Convert Existing
Properties
Explore options to convert
properties (e.g., Homekey.)
11 PSH Convert Existing
Properties
Explore options to obtain
rooms at Gold Coin Motel.
12 PSH Master-lease with
Landlords
Explore funding RRH / PSH
blended program.
13 Other Permanent
Housing
Room Rentals Continue supporting SHARE
program. 69
#SERVICE TYPE PROGRAM RECOMMENDATION
14 Additional Homelessness
Roundtable
Continue supporting
Roundtable and volunteers.
15 Additional Regional Efforts Continue engaging in regional
efforts.
16 Additional Sub-Regional Efforts Explore sub-regional efforts
with neighboring cities.
Sup.Additional Staffing Add dedicated homeless
services staff person to City.
70
Final Note
Availability of funds depends on Council’s
priorities:
◦Fireworks backfill to nonprofits
◦Fireworks show
◦Climate change
◦Mental health support for public safety
71
Presentation on Homelessness
Iain De Jong* will be joining this Thursday’s
Mayors and Councilmembers meeting at
6pm to talk about ending homelessness.
*Iain is the founder and CEO of OrgCode , a
consulting firm focused on ending
homelessness. Iain is considered a thought
leader in Housing First.
72