HomeMy WebLinkAboutMINUTES - 11031998 - D7 ...............................................................I.....................
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D.7
THE BOARD OF SUPERVISORS OF.
CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on November 3, 1998 by the following vote:
AYES: Supervisors Uilkema, Gerber, DeSaulnier, Canciamilla
NOES: None
ABSENT: Supervisor Rogers
ABSTAIN: None
SUBJECT: HOMELESSNESS WORKSHOP
On this date, the Board of Supervisors held a workshop to discuss homelessness issues. The
Public Health Director, members of the Continuum of Care Advisory Board and the St. Vincent
de Paul Society of Contra Costa County were among those in attendence.
After discussion of the issues,the Board took the following actions:
ACCEPTED the report from the Public Health Director on Homelessness issues; REFERRED
the matter to the Family and Human Services Committee (FHS)to arrange an open meeting with
the Homeless Continuum of Care Advisory Board and pertinent community-based organizations;
and DIRECTED that the Public Health Director report to the Board on December 1, 1998, on
potential benefits of declaring a State of Emergency with regard to homelessness in Contra Costa
County.
I hereby certify that the foregoing is a true and correct copy of
an action taken and entered on the minutes of the Board of
Supervisors on the date shown.
ATTESTED:
Phil Batchelor,Clerk of the Board
of Supervisors and County Administrator
By -,: Deputy
CC: County Administrator
Health Services Director
County Counsel
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Del
WtAlAm B. WAI.KFR, M. D.
CONTRA COSTA
HEALTH SERVICES DIRECTOR .......
WFNm.t, BRUNNHt, M.D. PUBLic HEALTH
PuBtic HEALTH DIRECTOR 597 Center Avenue, Suite 200
Martinez, California
CONTRA COSTA 94553
HEALTH SERVICES Ph (925) 313-6712
Fax (925) 313-6721
E- MAI ADDRESS
wbrunner@hsd.co.contra.costa.ca.us
TO: Board of Supervisors
FROM: Wendel Brunner, M.D., Director of Public Health
DATE: October 29, 1998
SUBJECT: BOARD OF SUPERVISORS WORKSHOP ON HOMELESSNESS
The rise of homelessness in the United States during the 80's and its persistence into the 90's has a
number of causes. Fundamentally, it is associated with a loss of affordable housing,and the difficulties
economically marginal families and individuals have in meeting their basic housing needs. Even in the
economic boom of the last several years, the rising tide has not lifted all ships, and homelessness
remains stubbornly persistent in our communities.
Mental illness, alcoholism, and substance abuse all contribute to homelessness. The
deinstitutionalization of the mentally ill from State hospitals into an ill-prepared community mental
health system certainly contributed to the problem,but research in the 90's has shown that homelessness
affects a broad spectrum of Americans.
The Contra Costa County Homeless Programs
In the three and a half years that the Health Services Department has been managing the county's
Homeless Programs, we have been moving away from the direct management of homeless services.
The Program has taken an increasing role of facilitation,coordination,and collaboration with all sectors
of the community involved in addressing homeless and housing issues throughout Contra Costa County.
The Program works with the Homeless Continuum of Care Advisory Board to strengthen the entire
continuum of homeless services for Contra Costa's communities. Our goal is to support community
providers,and to work in collaborative efforts to bring State,Federal,and private funding for homeless
services into Contra Costa County. In that role the county's Homeless Program facilitates the annual
countywide application to HUD for core homeless funding,as well as develops the county's Continuum
of Care Homeless Plan. In addition, our Homeless Program works to improve the quality and breadth
of the core county-funded homeless programs, the two emergency homeless shelters, transitional
housing facilities, and the outreach/Ombudsperson activities.
• ContraCostaCommunity Substance Abuse Services Contra Costa Emergency Medica!Services • Contra Costa Environmental Health - Contra Costa Health Plan
• Contra Costa Hazardous Materials Programs s Contra Costa Mentai Health * Contra Costa Public Health - Contra Costa Regional Medical Center - Contra Costa Health Centers
Board of Supervisors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Memo re Workshop on Homelessness
October 29, 199$
Page 2
The budget for the county government-operated portion of Contra Costa's Homeless Continuum is
$1,900,000 for FY 98/99. Of that, $1,146,000 comes from the county general fund. That $1.9 million,
is only a portion of the total Contra Costa-wide homeless effort. Two to three million dollars per year
of funding come in to the county from HUD,mostly through community based organizations,and there'
is some additional state funding. Volunteer community efforts from churches and synagogues, the
Contra Costa Food Bank, and other channels provide additional important assistance to the homeless'
and marginally housed in our county. Last year churches in Central County organized by St. Vincent,
de Paul started a rotating volunteer family shelter, similar to the one operated in West County through'
the Greater Richmond Inter-Faith Project for the last five years. The cities have also contributed'
substantially to the homeless efforts in Contra Costa, as we have outlined in the attached documents.
PRESENTATION TO THE BOARD OF SUPERVISORS WORKSHOP ON NOVEMBER 3"'
The presentation at the Board of Supervisors workshop will include the following sections:
Overview
Continuum of Care System and Funding
Funding for the Homeless Continuum of Care comes predominantly from HUD through an annual,
countywide application process. The coordination of the countywide application and the development
of the Continuum of Care Homeless Plan is the responsibility of the county Homeless Program. The
overall quality of the applications and the demonstration that they are well'..-coordinated with the
countywide Continuum of Care Plan are key ingredients for the overall success of our funding efforts.
Most of the HUD funding through this annual process goes directly to community based organizations,
to carry out essential homeless services.
Report from the Homeless Continuum of Care Advisory Board
Ginger Marsh, Chair of the Homeless Continuum of Care Advisory Board,will report on the Advisory
Board's work, and key priorities for homeless services identified by the Board.
Services for Families and the Multi-Service Centers
Services for families,particularly emergency shelter for families have been identified as an important
priority for the Contra Costa Homeless Continuum of Care. Providers operating family services and
multi-service centers will report on their efforts,and identify areas where services need to be expanded.
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Board of Supervisors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Memo re Workshop on Homelessness
October 29, 1998
Page 3
Brookside Emergency Shelter
Street outreach and emergency shelter are entries into the Homeless Continuum of Care, and vital
services for individuals living on the street in the crisis of homelessness. The Brookside Emergency
Shelter was established seven years ago in temporary modular buildings, as an interim solution to the
emergency shelter problem in West County. The building is deteriorating, and should be replaced with
a permanent structure that can house at least up to a hundred homeless individuals.
Homelessness is associated with lack of affordable housing and involves' individuals in crisis.'
Addressing the problem of homelessness involves a balanced, continuum of services from street
outreach and emergency shelter through crisis support,job training,drug, alcohol, and mental health
services,transitional and supportive housing, and ultimately adequate low income housing to serve the
needs of the population. Contra Costa's response to homelessness must include government,private,
and community sectors working to strengthen all aspects of the continuum.
WB:ah
Attachments
ATTACTMENT I
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ATMCMER ' 3
HOUSING AUTHORITY
of the
COUNTY OF CONTRA COSTA
3433 Eatudilto Street • P.O.Box 2759 • Martinez,California 94556
FAX(925)372-0236
Memorandum
Thursday, October 29, 1998
To: Robert McEwen, Acting Executive Director
From: Robert Moore, Modernization Coordinator Zle4k,
Subject: Brookside Shelter— Conditions Survey and Analysis
As the agency responsible for the maintenance of the Brookside Shelter at 845 Brookside Drive
in North Richmond, the Housing Authority Development Department has conducted a review of
the Shelter's physical condition, as requested by the Contra Costa County;Health Services
Department. The following analysis is intended to describe the current condition of the facility,
and make recommendations for the repairs required to make the structure safe and operable for
the next five year period.
CONDITIONS DESCRIPTION
The facility is comprised of twelve modular buildings, attached to make a 4,800 sq. ft. structure.
The building foundation consists of steel screw tripod jacks on an asphalt pad; no formal
foundation system or earthquake bracing is apparent. The building structure is of standard
modular construction, and lacks shear-wall reinforcirig. Because this structure lacks most of the
typical earthquake-resistance components, and because it is located within one mile of an
earthquake fault zone, it would be especially vulnerable in a moderate or strong earthquake.
Even though the structure received a new roof membrane in 1994, staff reported some rain
leakage during the 1997/1998 winter season. This is probably attributable to the inevitable
shifting of the modules on their temporary foundations. The nearly flat roof allows ponding that
find the cracks created by the modular movement. It is unlikely that any standard roof
installation will provide a normal life expectancy on this structure.
The building finishes are the most visible indication of the deterioration of this facility. The vinyl
floor tiles do not protect the plywood subflooring from water damage in the several toilet/shower
facilities. The suspended ceiling grid is rusted in many areas due to steam from the toilet and
shower rooms. The ceiling panels are not secure, with some panels missing, damaged, or
stained. The metal shower enclosures are badly rusted, as are the dressing enclosures, posing
a significant threat of punctures or cuts to the users. The wall finishes, typically standard
gypsum board, do not satisfactorily withstand the rough use of this type of facility. Holes in the
walls are evident, as is the difficulty staff has in keeping this type of surface clean. Water
leakage from the economy-grade windows have further damaged the interior walls as
evidenced by water stains and deterioration of the interior finishes. Opening of the wall is
required to determine if possible structural damage has occurred yet.
There are numerous deficiencies that are attributable to the flimsy building construction itself.
Electrical, mechanical, and plumbing systems tend to require inordinate repairs because they
were installed in a facility that does not protect them to the same degree as a "permanent"
building.
The plumbing system seems especially vulnerable. Several leaks in the many showers, sinks
and toilets were found during my survey, and maintenance records indicate this to be an
ongoing problem. These leaks are a contributor to the ongoing repair of water-damaged floors.
Electrical systems and components are easily damaged, or are of poor quality. Door alarms are
often inoperable, and the emergency lighting system is not currently working. Various light
fixtures are broken, warped, or cracked.
The mechanical systems suffer from poor design. The shower room exhaust fans are
undersized, and allow excessive steam vapor to condense, causing waterdamage to walls and
ceilings. The heating and air conditioning system in the men's dormitory does not adequately
heat or cool the room, and requires service or possible replacement.
Lack of proper facility design has allowed several functional inadequacies'in meeting user
needs and code requirements. One of the most severe design flaws is that the sizes of the
existing handicap shower rooms do not meet Americans with Disabilities Act (A.D.A.)
requirements. Only a reconfiguration of the shower room walls will rectify this condition.
Further, the facility lacks a common room, which increases the use of the undersized dining and
kitchen area. Additionally, the laundry equipment is inadequate to serve the needs of 50
residents—there is only one washer and one dryer.
Since 1993, the Housing Authority has expended over$112,004 in extraordinary maintenance
repairs for the Brookside facility, averaging over$18-,600-per year. The vast majority of these
funds were spent replacing major building components that would typically have a much longer
lifespan in a conventional structure. Components such as roofing and siding should normally
last twenty years in a conventional structure. However, because of the nature of this modular
construction, these items lasted only four years. It should be expected that the facility will
continue to generate significant additional physical problems and expense in the next few years.
ANALYSIS
The nature of modular construction does not fit well with the institutional use needs of the
Brookside Shelter. The materials used in the building of this facility are inadequate for extended
service of this type. Based on the method of original construction, we must assume that the
original intention of the purchasers was that this would be a temporary facility, to be used for the
few years of a normal modular lifespan. If the facility is intended to continue for another similar
period, substantial repairs and improvements as previously outlined are essential.
The following is an estimate of the costs for repair or replacement of building components that
require attention, to continue the lifespan of the building, or to meet current building codes. This
Page 2 of 3
Brookside Shelter—Conditions Survey and Analysis'
g:lhomelrmcewlmsofficeiwinwordlmemobroo.doc
rough estimate should be used only for funding analysis, and not as a construction budget. If
these work items are completed, the structure would be made safe and operable for the next
five years. However, even if these work items are completed, higher than normal maintenance
costs should still be expected.
Werk Item Approximate Cost
Install concrete foundation $43,000
Install shear earth cake' bracing_ $ 59,000
Install pitched roofs stem $ 41,000
Install sheet vinyl flooring in wet areas $ 12,004
Replace shower enclosures $ 29,000
Reconfigure handicap shower rooms $ 17,000
Replace windows $ 13,000
Install cleanable wall finishes $ 14,000
Replace/repair suspended ceiling $ 10,000
Replace ventilation system in wet areas $ 4,000
Repair/replace air conditioning system $ 5,000
Repair lights and alarms $ 2,040
Repair plumbing system $ 5,000
Total Approximate Cost $254,000
SUMMARY
• As a modular building providing for institutional use, Brookside Shelter must be
considered a temporary structure.
• The facility has incurred inordinate maintenance costs since the initial occupation.
• There are several design or construction flaws that require immediate repair to meet
health and safety standards.
Cather required repairs are due primarily to the initial use of lower quality materials.
• With significant improvements, totaling an estimated cost of$254,000, the building could'
function for an additional five years.
• Even if the repairs are completed, higher than normal maintenance costs should still be
expected.
Page 3 of 3
Brookside Shelter—Conditions Survey and Analysis
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Council of Contra Crista County A. Vbzcent dw, .Z6a J
` t4tlxerW
Organizational history
The Society of St. Vincent de Paul is an international non-profit organization founded in 1833. In
1845 the first American Conference was established in St. Louis, Missouri. The Contra Costa
Council was established in 1958 and has been providing services to the homeless since 1964.
Today we have 24 active parish conferences in the county with over 300 volunteers providing
services each month to the society's programs. We provide food, clothing, furniture,vouchers
for transportation, housing and utilities to people in need. During FY 96/97 Help Desks served
3920 people,delivering services valued at $252,319, In addition to providing emergency aid, the
Help Desks refer clients to the FERST Program for comprehensive homeless services.
St. Vincent de Paul operates a variety of programs throughout Contra Costa County, Three
major programs comprise our "Life Cycle for a Healthy Community " approach: HIPPY, "Keys to
Success", and YE=S. HIPPY(Home Instruction Program for Pre-School Youngsters)is a unique
school readiness program teaching basic cognitive skills that employs parents as home visitors to
train other parents to be the primary educators of their pre-school children, teaching basic skills
that increase their readiness for kindergarten. Since 1986, the Society has provided employment
readiness skills(resume writing, interviewing, dressing for success, etc.)and job retention skills
(budgeting, banking, time management, how to use public transportation, how to choose a child
care provider, etc.). Assimilation of these skills is enhanced through the "Breaking Barriers"
portion of the program which focuses on basic psychological principles of self-esteem, motivation
and personal goal setting. YE=S (Youth Empowerment d Success)is a similar program for at-
risk youth which encourages critical thinking and personal accountability while stressing basic
school and career skills. This new program is being offered at Pittsburg High School.
Employment opportunities are available through many SVdP programs including HIPPY, Rapid
Response Temp Services(a temporary employment agency run by SVdP),and the IHSS (in-
Horne Supportive Services)Registry for care providers which SVdP runs for Contra Costa
County, as well as in our warehouse and six thrift stores. The thrift stores are located throughout
the county, providing an additional community benefit by providing low-income';residents with
quality items at discounted prices.
FERST
St. Vincent de Paul(SVdP)was awarded 1996 HUD McKinney funding to establish the FERST
(Family, Employment,Resources, and Services Together)Program. This grant was developed to
address several high priority needs identified in the Contra Costa County Continuum of Care Plan
and fill critical service gaps. HUD funding has allowed for the development of a.county wide toll
free 800 Homeless Hotline to provide a central access point for resources and services,two multi-
service sites which provide a range of resources, support services and linkage for central and east
county, and electronic linkage with key housing and homeless service providers throughout the
1121
r-POeru�rrr.0.►nd
o 2691 Monument Blvd.. Concord, CA 94520 • Telephone(925) 691-6228 • FAX {925} 798-6030
county, FERST began operation in July 1997 and has established two regional multi-service
centers for central and east county with numerous on-site support services and case management
services, an emergency shelter grogram for families with children, service linkage, volunteer
opportunities, and a new SVdP conference to support the work of the FERST Program. SVdP is
currently testing new software for case management intake, assessment, referral appointments,
housing and shelter referrals, and demographic and fiscal reporting which will facilitate electronic
linkage between key providers of homeless services and housing in Contra Costa and provide a
more comprehensive understanding of client needs, service linkage and gaps, and program
outcomes.
FERST has several partners in the provision of services and shelter. We collaborate with over 25
agencies(see attached brochure) and coordinate services and provide client advocacy with federal
agencies, county departments, and local non-profit organizations. The FERST Centers serve as
regional hubs for service access, assistance, and referrals and many other agencies provide on-site
services, Our staff and volunteers have extensive experience providing services to persons in
crisis, homeless and low income individuals and families, and persons with substance abuse and
mental health disabilities, and people with diverse backgrounds. Several are bi-lingual. Most
have been active in the community for several years and are very knowledgeable about the
resources and services available in Contra Costa County and throughout the Bay.Area,
The FERST Centers serves individuals and families who are homeless, at risk of homelessness,
tow income or in need. We assist with emergency services, case management, appropriate referral
and service linkage for those with special needs. During the past eleven months, over 650
households have received assistance through the FERST Center in Central County alone, and
two-thirds of these households have been homeless. Client services have included emergency
food, vouchers for clothing, showers, furniture and household goods, transportation assistance,
motel vouchers, rental assistance, eviction prevention assistance, and FEMA and Season of
Sharing assistance. After client intake and needs assessments are completed, FERST staff work
with each family or individual to develop a service plan to address emergency needs and short and
long term goals. Many clients receive comprehensive case management services, resources and
support services, housing counseling, employment services, and health care at our program sites,
Referrals are also made to other local service providers,
Emergency Shelter for Families with Children
Our rotating emergency shelter program for homeless families with children opened on December
22, 1997 and operated for 25 weeks before closing on June 12th for the summer. Thirty faith
communities throughout central county serving as host sites or partnered to provide meals and
volunteer support to the shelter guests. The 30 bed shelter provided approximately 3569 shelter
bed nights to 20 homeless families(78 persons, including 4 who were pregnant). On any given
day, ten or more families were waiting to access this shelter. The shelter program provides a
warm and caring environment for homeless families to stabilize and address their'needs. Families
receive transportation to and from the shelter, meals(dinner, breakfast, & a bag lunch), and an
area to sleep and leave their belongings, Congregations provide additional activities and support,
Many services may be accessed at the FERST Center,including laundry, transportation, and
clothing vouchers, mail, voice mail, client telephone and computer, case management, counseling,
employment services, housing assistance, and health care. Case managers work with every family
to develop a self-sufficiency plan that addresses their need for housing, income, and support
services. Families generally stay until they move into transitional or permanent housing.
Although FERST began this program as a winter effort, we are expanding operation to create a
year round program to meet the increasing needs of homeless families in our county and many
congregations are signing up to host the program again or for one or more additional weeks
starting in the fall. We reopened the family shelter on September 28, 1998 and plan to continue
operation year round. We are also developing a rotating winter family shelter for east county to
provide 30 additional Meds for 15 weeks this winter. We hope to open the east county shelter
program in early December.
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DATA ftem F.E.RS.T.
C`.entrel COunty Rotating Shelter
December 220 1. 47 through June 11, 1998
0 Families 78 kwit Z2 Ad 7% 49 C lz l ren 63%
Average adtsit ale 36 years
Ave"ale of ddldren 7.5 yean
Average stAy In rlielte r 60 days
Aw rage Faintly size 3.9
45%of Familles had 3 or more children
Di 9n E end gL liciij eho lir" own
_.�uurres S#�s�tk#'ut
�►evaples-18 adults 11 adults(I fadwr,9 mothers,i grandmother)
Average*litlt aga 3S Average adult an 39
20 ddtdr" 29 children
2.2 children per family 2.5 childrm per family
Average W cli8*=6.7 yr. Average AV ddldrien 7.8 yr.
AveMAt length 1Stadter stay 43 days Average IM1111 Stet W stay 59 days
Average Intoom Sk5.Per toontb Average ince 5670.Per mouth
4eeada Rlnr#t+hi or ae a thriir ra c>,rfilfln
Aat1wh 96A Canna 46/0
)SA Pt. 3% Hispanic 1$°10
Pittsburg 22% Afro-Amer 29%
Concord 51% Native-Amer 7%
Rlciimond 120/6
Out State 3%
Islay iv bats &%r_c.-gun¢vme
5794. average entry income Employment only 3
SM. averagc entry employ owl tacome Child Support 1
51243.Av+erap exit employment immie TA" 16
551 3
Food Stamps 10
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etc__ � �aaly l A�r��a
2v� �$�-Camp3le�uce B�5 nam
+f0% I trwAtnt ming 8. I1k"
ke unii"i cation w/relative* d# Days
S�Jo 14iotelkax-manase.00901ag 133 Days
A gay,V Days
Ave r4r#MOrbem In r'ar»ti'v SX
Fam#Iv i�Crert�wt.,.rl$r+e4:.k��i;,tt� ..A Y
X896 couples e•rrra..�v
4Z9/Q SSLX?em 13t#1 RUM
12 �Hd House 12.59fiStAme hPtas �
of Sharia
I2+6ro jngpgnk 21% F.E.RS.T.
12% Afm-Amerkan 9% Sew
116% .N/A
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Councii of Centra Costa County cf vnccnb cle izrtL�!'n ie#ry
Participating Host-sites
ALAMO
San Ramon Valley United Methodist Church
ANTIOCH
St.Ignatius Catholic Church
CLAYTON
Clayton Valley Presbyterian Church
CONCORD
Concord united Methodist Church
Fair Oaks Baptist Church
Queen of All Saints Catholic Church
St.Agnes Catholic Church
St.Bonaventure Catholic Church
St.Francis of Assisi Catholic Church
DANVILLE
Baha'i Assembly
Beth Chaim Congregation
Community Presbyterian Church
Peace Lutheran Church
St.Timothy's Episcopal Church
LAFAYETTE
Our Savior's Lutheran Church
St.Anseim's Episcopal
ORINUA
St.Stephen's Episcopal
PLEASANT HILL
Christ the King Catholic Church
Church of the Resurrection
Grace Bible Church
Hope Center Covenant Church
St.Andrew's Presbyterian Church
SAN RAMON
St.Joan of Arc Catholic Church
WALNUT CREEK
Congregation B'Nal Shalom
Congregation B'Nal Tikvah
Grace Presbyterian Church
Hillside Covenant Church
Mt.Diablo Unitarian Universalist Church
Shell Ridge Community Church
St.Paul's Episcopal Church
Unity Center of Walnut Creek
Walnut Avenue United Methodist Church
Walnut Creek Formosan Methodist Church
Walnut Creek Presbyterian Church
Walnut Creek United Methodist Church
2210 Gladstone Drivr;,Pittsburg, CA 94565. • Telephone(510)439-5060 Fax(510) 439-7863
...... ...... .... ._...
HOMELESS OR AT RISK OF HOMELESS
Countywide goof
Walk is c
24 hr.intake heat
assesses
Demographic data Client needs one time service
collected/maintained Intake worker provides service,
close ossa.Client demographics
remain in system.latake agency
No services available is agency of record as client's
4caent remains in system f �aarr amnagea.Tf client saenbars `
*s anent of intake agency system with any collaborating
agency the last ageacy to
provide service will show/remain
as client case manger until
case is formally transferred.
Intake worker determine*
anent best served by Rotating
Family Emergency Shatter.
Intake worker calla/fa.—regnast
to determine if agency has resources
to help.If yes,client file is referred to
FERST and they become the
Gass manager of reecrd.if Ro intake agency
remains case manager of record and Cheat determined
case management!ilea reflectpprop �for family pram
FZRST contact no services available bei served phi,
....,.,..,v..,.;
FERST staff talk with
$hatter partners Pboe'ix. Ptmxu it able to
de provide Service. Client case
provi
officially traxamermd
snpparve——�, mto p9raenir-tfno ssrvlass
Client obtains anent housing available ease notes will
cane*lased, remain is reflect Phosafa:contact and
system.or olient out a recovery programs Fffit8T will roman as ossa
FSREYP officially transfers case of reaoid..serviees
management"spons"ity not available.
to appropriate agency.i anent obtafas housing
and goes to PIC employment.
i
Agency of record owns
the data on their clients
C:Wyt DacumentMomeless.fko and will be able to generate
- - _- -- reports based on that data.
Client determines confidentiality.
System will track all intakes for
demotraphics and deolleations.
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PROPOSED ADVISORY BOARD STRUCTURE
9/17/98 revised
Advisory Board 12 members:
3 officers
6 team coordinators or active team members
3 at large persons
recording secretary
Officers: Chair
Two dice Chairs (Liaisons to Teams)
TEAMS
Planning & New Dene opm ent EastCounly Shelter
Day Center acquisition(Oasis) Development & responsibility
Showers development for new winter shelter
Transportation problems
Tutoring
Parenting Classes
The needs ofFERST Financial nport
Volunteers for FERST's programs Fundraising/Special events
Donations from faith
communities
Schgdufing
Existing sites:fill `98-'99 calendar
New site development
5hg1ter Program
Day Use (weekends)
Showers
Transportation
Child Resources
Orientation of Congregations
Meals
Notebook(suggestions manual)
Newsletter information
C .mmunica jan
Newsletter(in house)
Publicity
Outreach and Promotion
2j,?
2. SUGGESTIONS FOR PROPOSED ADVISORY BOARD
9/17/98 revised
AdyisQry Board
Consists of 12 members: three officers elected by the Board, 6 teamcoordinators
(in some cases a designated active team member), and three at large persons.
The three at large persons would be given assignments as designated by the Chair
in regard to new developmnents.
Meas monthly to carry out Advisory Board mission statement.
Terms may be developed.
Wide representation from faith communities is encouraged.
Chair&Dee Chain
Will meet monthly as a team with the recording secretary, developing monthly
agenda for advisory Board.
Chair acts as principal liaison to FERST Executive Director.
Chair facilitates advisory Beard meetings.
Vitae chairs are principal contact with assigned team:coordinators.
Vice chairs may also be a team coordinator.
Recording Secretary
Supports officers and advisory hoard by keeping records of meetings
and distributing minutes.
Distributes agendas to Advisory Board members.
TEAMS
hanning & New Dey&lo (Pat Pinkston, staff)
Future planning for shelter program.
Evaluates &recommends in regard to new developments & determines Team to
be
responsible.
Assists with FER.ST's needs and volunteer opportunities.
Assists in development of mentoring program.
Scheduling (John Perdamo, staf)
Schedules the 52 weeks of faith community sheltering.
Contacts ether faith communities to request their participation in the program.
Shelter Pro_grarn (Jahn Perdamo, staff& others as needed)
Supports effective execution of the ongoing shelter program.
Weekend day use program suggestions developed..
Communication and enrichment of program at sites through newsletter.
Orientation and training provided for congregations.
Develops and distributes aNotebook/manual for suggestions as to meals,
children's activities, resources,etc.
It might be good to have 2-3 shelter-site coordinators as part of the shelter program
team.
.... . .... .....
"7.).7
3. SUGGESTIONS
Co Muni t.� lin (Sharon Bernhus, staff)
In house newsletter editor& others responsible for preparing a periodic
newsletter for distribution to interested parties.
Develop and executes a plan for promoting and publicizing FELT programs.
East CaunV Shelter (Sharon Bernhus, staff
Assists in the development of a winter shelter program in
East County for 1998-1999.
Many team members will be added from East County.
Team will decide on how this shelter will function under the existing Advisory
Board in 1999-2000 and beyond.
Financial Sunk (Kathy R.enfrow staff)
Initiates fund raising events to support FER.ST program..
Solicits donations, including budget allotments, from faith communities.
.................................................................................................................
.........................................................................................
. ................
7
Council of Contra Costa County
FERST
July 1997 thru am 30, 1998
CASES NMER OF PEOPLE IN CASE, ADULT . CHILDREN
668 = 404 Family 1,410 555 855
264 Single 264 264 0
TOTAL PEOPLE 1,674 819 855
HDIELESS CASES
457 = 263 Family 869 375 494
194 Single 194 194 0
TOTAL PEOPLE 1,063 569 494
. CASES 194 Single Cities Reported Fran Alarm 1
91 Family with 2 Concord 313
162 Family with 3 Walnut Creek 13
44 Fami ly with 4 Pleasant Hill 8
31 Family lith 5 Martinez is
12 Family with 6 Pacheco 2
1 Family with 7 Lafayette 2
2 Family with 8. San Ramon 2
3 Farni ly with 9 Pittsburg 25
Antioch 39
Bay Point 13
Oakley I
I i leton I
Richmond 14
Hercules I
Unknown 4
AT-RISK CASES
211 = 141 Family 541 180 361
70 Single 70 70 0
TOTAL PEOPLE 611 250 361
CASES 70 Sihgle, 40 Family with 2, 38 Family with 3, 34 Family with 4, 18 Family with 5
10 Family with 6; 7 Fami ly with 7, 1 Family with 8, 1 Family with 10
12111
AL
*MROUN
00'*01%TUk1TY 2691 Monument Blvd.,Concord,CA 94520 - Telephone(510)691-6228
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