meeting date: december 18, 2019

MEETING DATE: December 18, 2019

PREPARED BY: Jennifer Gates, AICP Principal Planner

DEPT. DIRECTOR: Brenda Wisneski, AICP

DEPARTMENT: Development Services CITY MANAGER: Karen P. Brust

SUBJECT:

Award of contract to LeSar Development Consultants for the development of a Homeless Action Plan, in an amount not to exceed $67,285; and authorize the City Manager to enter into a Professional Services Agreement for said services.

RECOMMENDED ACTION:

Authorize the City Manager, in consultation with the City Attorney, to execute a Professional Services Agreement with LeSar Development Consultants, in an amount not to exceed $67,285.

STRATEGIC PLAN:

This item relates to the Community Planning and Public Safety focus areas.

FISCAL CONSIDERATIONS:

On October 23, 2019, City Council approved an amendment to the FY 2019-20 Operating Budget to allocate $75,000 from the General Fund for the development of a Homeless Action Plan. No additional funding is being requested.

BACKGROUND:

On October 23, 2019, City Council directed staff to develop the Request for Proposals (RFP) for development of a Homeless Action Plan. On November 4, 2019, the City issued the RFP seeking a qualified consultant to prepare the document. The RFP was circulated through Planet Bids, the City’s electronic bid system and to firms that have developed or are currently developing homeless plans in Southern California.

Four proposals were received. A team of staff evaluated each proposal based on the selection criteria identified in the RFP, which included experience, approach, capability, qualification,

innovation and cost. LeSar Development Consultants (LeSar) was found to be the most qualified and offers regional knowledge. The purpose of the Homeless Action Plan is to:

• Understand current homeless population needs;

• Identify, develop and improve homeless services and partnerships;

• Assess the City’s current efforts to address homelessness and provide recommendations to ensure that the City is maximizing its resources and impact within the community; and

• Assist in setting goals and actions to ensure that the City of Encinitas continues to move toward its goal of reducing homelessness.

ANALYSIS: The major components of the scope, as detailed in Attachment 1, include:

• An analysis of homeless community in Encinitas which will include the demographics of the current homeless population and its needs;

• Identification and evaluation of current efforts and resources to address homelessness by the City and other non-profit organizations within the City and region;

• Review of best practices from the region and nationally;

• Community outreach component that will include three public forums and interviews/focus groups meetings with homeless services providers, city staff, city council, and individuals currently experiencing or have experienced homelessness; and

• Development of an Action Plan that will include goals, implementable strategies, measurable outcomes, identification of potential partners, and funding opportunities.

The project will be kicked off in January 2020 with an anticipated completion date of July 2020.

ENVIRONMENTAL CONSIDERATIONS: This action is exempt from the California Environmental Quality Act pursuant to CEQA Guidelines Section 15378(b)(5), which exempts organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment.

ATTACHMENTS:

1. LeSar Development Consultants Proposal 2. LeSar Cost Proposal

SUBMITTAL COVER

Response to the City of Encinitas

Homeless Action Plan

SUBMITTAL DATE: DECEMBER 2, 2019

Prepared by:

LeSar Development Consultants 404 Euclid Ave., Suite 212 San Diego, CA 92114 619-236-0612 (office) | 619-236-0613 (fax) [email protected] www.lesardevelopment.com

Primary Contact: Kris Kuntz, Principal [email protected]

mailto:[email protected]

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SECTION 1: LETTER OF TRANSMITTAL City of Encinitas Development Services Department Attn: Brenda Wisneski, Director 505 South Vulcan Avenue, Encinitas, CA 92024 Dec. 2, 2019 Dear Ms. Wisneski: LeSar Development Consultants (LDC) is pleased to respond to the request for proposals (RFP) to develop a Homeless Action Plan for the City of Encinitas. Founded in 2005, LDC is a social innovation firm and certified WBE/SBE that provides strategic counsel, facilitation, and technical expertise to clients working in multi-disciplinary, collaborative settings to address housing and homelessness. Our experience in consensus-based strategic plans and our strong facilitation skills are highlighted throughout our proposed scope of work and are demonstrated by our most recent engagements leading strategic planning, program development and evaluation, and community partner trainings around homelessness and housing issues with significant public entities across the state of California and nation. We understand that, through developing its Homeless Action Plan, the City seeks to unify its vision and align activities with diverse partners and stakeholders. Our seasoned team brings the perspective and experience to help the City create a comprehensive homelessness strategy that ensures high-functioning, accountable, and impactful oversight and implementation for all plan activities. We are confident in our capability to meet the requirements of the scope of work, to foster positive communication and build a sense of common purpose, and to provide outstanding deliverables to support the City going forward. With offices in San Diego, LDC has a deep understanding of the homeless system and has worked with/currently works with the Regional Task Force on the Homeless (RTFH), the City of San Diego, the San Diego Housing Commission, the County of San Diego Health and Human Services Agency (HHSA), Funders Together to End Homelessness San Diego, 2-1-1 San Diego, Interfaith Community Services, Father Joe’s Villages, Alpha Project, and Jewish Family Services. Additionally, LDC has recently supported the City of Encinitas with the development of their Consolidated Plan. We have read and will comply with all terms and conditions stated within this RFP, and no addenda were issued prior to the submission date. Additionally, we have reviewed the professional services agreement in Attachment 1 and have no exceptions or changes. The proposal included herein is a firm offer for a 60-day period. Sincerely,

Jennifer LeSar, President & CEO, Authorized Representative 404 Euclid Ave., Suite 212, San Diego, CA 92114 Phone: (619) 236-0612 x100 Fax: (619) 236-0613 Email: [email protected]


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Table of Contents

SECTION 1: LETTER OF TRANSMITTAL ......................................................................................................... 1

SECTION 2: COST PROPOSAL ........................................................................................................................ 3

SECTION 3: SCHEDULE .................................................................................................................................. 3

SECTION 4: FIRM PROFILE ............................................................................................................................ 3

SECTION 5: QUALIFICATIONS OF PROJECT TEAM ........................................................................................ 4

SECTION 6: PROJECT EXPERIENCE ................................................................................................................ 5

SECTION 7: PROJECT APPROACH AND SCHEDULE ..................................................................................... 10

EXHIBIT A: RESUMES OF KEY PERSONNEL ................................................................................................. 13

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SECTION 2: COST PROPOSAL The cost proposal has been submitted as a separate document, as requested in the RFP.

SECTION 3: SCHEDULE The following includes a high-level overview of the proposed project schedule. A more detailed schedule and work plan is included in Section 7: Project Approach and Work Plan.

Task Proposed Completion

1. Kick Off Meeting and Finalization of Project Plan December/mid - January

2. Analysis of the Homeless Community in Encinitas February 28, 2020

3. Review and Summary of Current Homeless System in Encinitas April 30, 2020

4. Public Outreach and Workshops April 30, 2020

5. Development of Homeless Action Plan and Approval June 30, 2019

SECTION 4: FIRM PROFILE LeSar Development Consultants (LDC) provides clients with creative solutions to foster the growth of healthy, thriving, and vibrant communities. With its staff of strategic advisors and technical experts located in offices statewide, LDC specializes in working with diverse stakeholders to address complex public policy and planning issues, such as housing affordability and homelessness, workforce and economic development, and community development. Through our work, we have established deep relationships with thought leaders in the public, private, nonprofit, and philanthropic sectors in San Diego County, and excel at aligning diverse interests to achieve lasting change. Founded in 2005 by President and CEO Jennifer LeSar, LDC is a corporation certified by the State of California as a WBE/SBE. There are 21 staff members in the firm, located in offices across the state – San Diego, Los Angeles, and Berkeley.

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SECTION 5: QUALIFICATIONS OF PROJECT TEAM Our team lead, Kris Kuntz, will serve as relationship manager and primary contact for all work related to this scope. Mr. Kuntz will bring in team members assigned to this scope as needed for completing each phase of the project. All team members, including Mr. Kuntz, have at minimum the time available for this project as detailed in the Cost Proposal staff hours. Please see Attachment A for team resumes.

Kris Kuntz, Principal, Project Role and Responsibilities: Project Lead Kris Kuntz specializes in developing creative approaches to addressing homelessness and housing issues. In his role at LDC, he works with a variety of government entities and nonprofits in California and nationally. Recent work includes serving as the policy advisor for the City of San Diego’s Select Committee on Homelessness, supporting planning and capacity-building activities for cities throughout Los Angeles County,

providing HUD technical assistance on Coordinated Entry to the Nashville CoC, and advising a large national health plan on homelessness and housing strategies. He is currently working with the Regional Task Force on the Homeless (RTFH) on a variety of activities. Prior to joining LDC, he worked at Father Joe’s Villages, a large nonprofit homeless services provider in San Diego and spent several years managing housing and social services programs, then supported the agency with planning and evaluation activities. He collected data and performed analyses of San Diego’s chronically homeless frequent user effort, Project 25, and worked with several Medicaid Managed Care Organizations to expand the program. In addition to his work in homelessness and housing, he helped create and supervise a graduate-level internship on homeless research at California State University, San Marcos, and served as adjunct faculty in the sociology department at San Diego City College.

Jessica Ripper, Senior Associate, Project Role and Responsibilities: Project Support Jessica Ripper works on strategic planning and systems change, with an emphasis on health and human services. She specializes in partnering with multidisciplinary teams to advance policies and programs to improve the quality of life for children and families, and has extensive experience translating complex social issues into compelling stories, reports, and tools that influence the media, policymakers, donors, and community leaders to take action. She also has a background in

developing training curricula, conducting organizational assessments, and performing qualitative data analyses. While at the Annie E. Casey Foundation, Ms. Ripper helped to develop Evidence2Success, a framework to guide public investment in evidence-based programs for children and youth by strengthening partnerships among public systems, schools, and communities. She has also worked with the County of San Diego Child Welfare Services and Walden Family Services, and for the Alexander Graham Bell Association for the Deaf and Hard of Hearing, and Goodwill Industries International in the Washington, D.C. area.

Maureen Richey, Associate, Project Role and Responsibilities: Project Support Maureen Richey works with governments and nonprofits in Los Angeles County to develop and implement plans to address homelessness, including work facilitating the San Fernando Valley cities’ sub-regional homelessness coordination committee. Prior to joining LDC, she provided technical assistance to Bureau of Justice Assistance grantees through the Council of State Governments Justice Center (CSGJC), working with nonprofit service providers, including those serving predominantly rural or tribal

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populations, on strategies to reduce criminal recidivism. She also managed the CSGJC’s clearinghouse on housing and reentry and managed a technical assistance initiative for select Ohio counties developing homelessness solutions for people with serious mental illness exiting jail. She previously worked with the United Community Action Network in Southern Oregon, managing program development, staff training, and progress monitoring for the AmeriCorps team in Douglas and Josephine Counties, and served with the Douglas County Homeless and Runaway Youth Coalition. She also served as a policy analyst for the Alliance for Children and Families in Washington, D.C., and a housing and community development associate consulting for HUD at ICF International. She has a bachelor’s degree from the University of Chicago and a Master of Public Policy from Duke University.

SECTION 6: PROJECT EXPERIENCE LDC is uniquely qualified to develop the City of Encinitas’ Homeless Action Plan. Our team has extensive experience with strategic planning, stakeholder engagement, and implementation activities that support clients engaged in building resilient homelessness crisis response systems and developing affordable and mixed-income housing. Our work enables clients to coordinate complex regional activities, meaningfully engage diverse stakeholder groups, pursue and secure necessary resources, monitor progress, and track outcomes, all with a unified, guiding vision. The following tables details the LDC team’s recent experience completing homelessness plans with various government entities including cities as well as a table summarizing recent work experience on a homelessness related projects in San Diego County that demonstrates strong local knowledge of current efforts and partners. All homelessness plans completed included stakeholder engagement including open public meetings, meetings with key partners and sectors, elected officials, and one-on-one interviews.

PROJECT SUMMARIES – HOMELESSNESS PLANS

Project Name: Affordable Housing, Homelessness, and Health Strategic Plan Client: County of San Diego Health and Human Services Agency Client Contact: David Estrella, Director of Housing and Community Development Services (HCDS), 858-694-8750, [email protected] Total Contract Amount: $98,000 LDC Project Staff: Kris Kuntz, Jessica Ripper Award and Completion Dates: July 2017 – March 2018 Project Description: LDC helped facilitate a strategic planning process for the County of San Diego Health and Human Services Agency (HHSA) to create a plan for addressing housing, homelessness, and health. In 2017, the County merged their Public Housing Authority under the umbrella of HHSA and identified a need to determine how the new combined entity would address housing and homelessness through the integration of health and human services. To create the plan, LDC met with various county departments including housing, behavioral health, child welfare, aging and independent services, public health, and probation to gather input and mapped all housing resources/funds throughout various HHSA departments. The final plan included how HHSA would move forward with creating new affordable and supportive housing across the county using forthcoming funding sources, such as No Place Like Home funds, and integrate healthcare partnerships with Medi-Cal Managed Care Plans and services to assist homeless households.


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Project Name: California Homeless Strategic Plan Client: Anthem Blue Cross Client Contact: Sue Laliberte, Business Change Director – Housing, 612-280-8484, [email protected] Total Contract Amount: $20,000 LDC Project Staff: Kris Kuntz, Mitch Wippern, Nui Bezaire, Maureen Richey Award and Completion Dates: September 2018 – December 2018 Project Description: LDC has worked with Anthem Blue Cross as their national homelessness advisor since 2016. In 2018, Anthem leadership engaged LDC to create a strategic plan to help the health plan better addresses homelessness among their Medi-Cal members in California and build solid partnerships with local communities. LDC finalized the plan in December 2018 and has since been hired to help implement the plan, which includes the creation of a statewide housing flex fund and partnerships with local homeless services providers in key markets statewide.

Project Name: Homelessness Planning for 17 Cities in the San Gabriel Valley (Los Angeles County) Client: San Gabriel Valley Council of Governments Client Contact: Jan Cicco, Regional Homelessness Coordinator, 626-457-1800, [email protected] Total Contract Amount: $495,500 LDC Project Staff: Kris Kuntz, Jessica Ripper, Maureen Richey Award and Completion Dates: November 2017 – July 2018 Project Description: In January 2018, the San Gabriel Valley Council of Governments (SGVCOG) hired LDC to help 17 cities in the region develop homelessness plans using one-time grant funding from a program created by the County of Los Angeles and the United Way of Greater Los Angeles’ Home for Good Funders Collaborative. Because most cities did not have current plans to address homelessness, LDC initially worked with staff in each city to gather background information about local efforts. LDC then conducted research on local and regional demographic trends and programs, conducted stakeholder interviews, and facilitated a series of community meetings to discuss challenges, opportunities, and priorities for addressing homelessness. LDC augmented the findings from these meetings with additional research and worked with City staff to draft plans with goals and action steps, recommended policy and program changes, and potential resources and partners to support each plan’s implementation. LDC staff also prepared materials and supported staff in seeking City Council approval for the plans. As part of the planning process, LDC worked with cities to align their plans with the strategies funded through the Los Angeles County Homeless Initiative, which address the Coordinated Entry System, case management and services, affordable and subsidized housing, accessing employment and benefits income, and homelessness prevention. LDC also assisted the SGVCOG in fostering sub-regional cohorts and hosting a post-planning summit to support the cities’ transition from planning to implementation.

Project Name: Homeless Plan Updates and Enhancements Client: City of Pomona Client Contact: Benita DeFrank, Neighborhood Services Director, 909-620-2094, [email protected] Total Contract Amount: $35,000 LDC Project Staff: Kris Kuntz, Jessica Ripper, Maureen Richey Award and Completion Dates: January 2018-June 2018 Project Description: In February 2018, LDC facilitated a lived experience summit to gather input on the proposed Homeless Service Center from those living in Pomona’s winter shelter as well a focus group of currently housed tenants. The goal of the focus group and summit were to ensure that the perspectives of those with lived experience is incorporated into the Homeless Services Center design as well as helping to guide the city’s homeless response. LDC also worked on a variety of activities related to enhancing the City’s current homeless plan and is currently




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working on an evaluation of the City’s emergency shelter program and supporting the City with evaluating 12 city owned properties for the use of PSH.

Project Name: City Homelessness Plan Client: City of Culver City Client Contact: Tevis Barnes, Housing Programs Administrator, Community Development Department – Housing Services, 310-253-5780, [email protected] Total Contract Amount: $38,070 LDC Project Staff: Kris Kuntz, Maureen Richey Award and Completion Dates: April – August 2018

Project Description: LDC assisted the City of Culver City with updating its homelessness plan using one-time grant funding from a program created by the County of Los Angeles and the United Way of Greater Los Angeles’ Home for Good Funders Collaborative. Developing the plan included an assessment of existing resources and City homelessness priorities, community engagement, strategy sessions with the City Council Homelessness Subcommittee and the Culver City Committee on Homelessness, and drafting goals and actions consistent with City Council priorities and local needs that are also aligned with the County of Los Angeles Homelessness Initiative. In response to community input, LDC created a toolkit for the City that includes best practices and contact information for residents, business owners, and City staff to reference when addressing homelessness in the community. LDC also engaged the City’s parks and recreation, public safety, senior center, and housing staff to identify homelessness-related training needs and drafted preliminary recommendations for a Citywide staff training protocol.

Project Name: City Homelessness Plan Implementation and Technical Assistance Client: City of Burbank Client Contact: Marcos Gonzalez, Housing Development Manager, 818-238-5180, [email protected] Total Contract Amount: $127,816 LDC Project Staff: Kris Kuntz, Maureen Richey Award and Completion Dates: April 2018 – Ongoing

Project Description: The City of Burbank secured LDC to assess its homelessness plan and create a detailed implementation plan to address homelessness in the city. LDC developed a scope of work and timeline to assess the current Burbank Homelessness Plan and then developed a detailed Implementation Plan to support the strategies of the Homelessness Plan. LDC has since provided ongoing advisory and technical assistance to the City, including grant-writing services and nonprofit capacity-building assessments.

Project Name: Homeless System Improvement Plan Client: City of Medford, Oregon Client Contact (Name, Title, Phone, Email): Angela Durant, Principal Planner, 541-774-2390, [email protected] Total Contract Amount: $35,100 LDC Project Staff: Kris Kuntz, Maureen Richey Award and Completion Dates: October 2018 – May 2019 Project Description: LDC created a Homeless System Improvement Plan for the City of Medford, Oregon that included a roadmap for how the City addresses homelessness as well as the role for the City within the larger Jackson County CoC. As the largest City in the CoC, Medford has the majority of the county’s homeless population, and with the City Manager as the chair of the CoC board the City wanted to outline tangible steps to improve the homeless crisis response system. When creating the plan, LDC engaged numerous stakeholders, including City Council members, CoC representatives, local law enforcement, homeless services organizations, faith-based organizations, and the public.

Project Name: Housing First Permanent Supportive Housing Strategy




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Client: City of Riverside Client Contact: Michelle Davis, Housing Authority Manager, Community & Economic Development Department, 951-826-5743, [email protected] Total Contract Amount: $99,000 LDC Project Staff: Kris Kuntz, Jessica Ripper Award and Completion Dates: October 2017 – March 2018 Project Description: To implement the City of Riverside’s vision of creating additional permanent supportive housing (PSH) units, LDC worked in close partnership with the City of Riverside Housing Authority and the Office of Homeless Solutions to develop a Housing First Strategy by gathering data and input from key stakeholders, identifying viable strategies and partnership opportunities, and seeking input on recommendations. LDC created a policy framework to guide how the City pursues the development, funding, and operation of supportive housing in the city. The plan included mapping potential sites for the creation of supportive housing and identified existing and potential funding for plan implementation. The Riverside City Council adopted the plan in March 2018. LDC is presently assisting the City with developing a roadmap for achieving these goals, which includes partnership outreach materials, best practices research, zoning review and recommendations, site inventories, and a capital analysis. We are also working with the Office of Homeless Solutions to provide training and capacity-building services to assist City staff with providing direct services to homeless residents across the city, develop an encampment policy, evaluate its workforce development program, and review existing protocols related to landlord engagement and access center programming.

The following project summaries provide an overview of past homelessness-related projects in San Diego County.

PROJECT SUMMARIES – SAN DIEGO PROJECTS

Project Name: Policy Advising and Facilitation for City of San Diego Select Committee on Homelessness Client: City of San Diego Client Contact: Brian Elliot, Policy Advisor for Councilman Chris Ward, 619-236-6633, [email protected] Total Contract Amount: $62,000 LDC Project Staff: Kris Kuntz Award and Completion Dates: July 2017 – February 2019 Project Description: In May 2017, the San Diego City Council established the Select Council Committee on Homelessness, authorized to meet for a specified time period with an option for extension. The Committee’s aim was to strengthen and clarify the City of San Diego’s role in addressing homelessness, focusing on examining the effectiveness of existing programs, developing new programs and solutions, identifying funding mechanisms, implementing best practices and proven strategies, and updating the City Comprehensive Homeless Council Policy. LDC provided policy consultation for the Committee and provide expertise and advice to Council Committee members, Council staff, and the public.

Project Name: Retainer Contract Client: Regional Task Force on the Homeless Client Contact: Tamera Kohler, CEO, 858-292-7627, [email protected] Award and Completion Dates: July 2019 – June 2020 Total Contract Amount: $60,000 LDC Project Staff: Kris Kuntz Project Description: LDC staff member Kris Kuntz is working for the RTFH on a retainer contract to support as needed activities at the direction of the CEO, Tamera Kohler. Two primary activities have been the development of a




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regional policy for addressing unsheltered homelessness and encampments and the development of a regional flexible housing subsidy pool.

Project Name: Homelessness Consultation and PSH Toolkit Client: San Diego Housing Commission Client Contact (Name, Title, Phone, Email): Lisa Jones, VP Homeless Housing Innovations Department, 619-578-7696, [email protected] Total Contract Amount: $135,000 LDC Project Staff: Kris Kuntz, Mitch Wippern, Jessica Ripper Award and Completion Dates: September 2018 – Present Project Description: For the last 12 months, LDC has provided ongoing homelessness consultation services to the San Diego Housing Commission, which serves as the Public Housing Authority and administers and oversees homelessness assistance programs for the City of San Diego. LDC provides strategic counsel to SDHC on addressing homelessness and technical assistance on specific activities, including improving street outreach services, program design for a problem-solving fund, youth host home development, and the design of a shallow rent subsidy pool as outlined in the City of San Diego’s Homeless Emergency Aid Program (HEAP) application to the state. LDC previously worked with SDHC on an evaluation of the City’s emergency shelter programs. LDC is also currently working with SDHC on creating a Permanent Supportive Housing (PSH) toolkit designed to assist local developers in strengthening their supportive services plans.

Project Name: Homefinder and Tenant Peer Support Services Technical Assistance Client: Alpha Project for the Homeless Client Contact: Amy Gonyeau, Chief Operating Officer, 619-542-1877, [email protected] Total Contract Amount: $50,430 Award and Completion Dates: October 2016 – present

Project Description: LDC provides ongoing technical assistance to Alpha Project, a large non-profit homeless services provider, on their five-year contracts with the County of San Diego Behavioral Health Services Depart on the Homefinder program and the Tenant Peer Support Services program. Both programs work with individuals with severe mental illness and accessing the County’s community mental health centers, and provides outreach and engagement, housing navigation, and supportive housing. Technical assistance includes providing trainings on topics such as Housing First, Motivational Interviewing, Trauma Informed Care, support with data and evaluation activities, and program planning with Alpha Project leadership.

Project Name: Community Information Exchange Toolkit and Policy Brief Development Client: 211 San Diego Client Contact: Camey Christenson, Senior VP, 858-654-1999, [email protected] Total Contract Amount: $90,000 LDC Project Staff: Kris Kuntz, Jessica Ripper, Maureen Richey Award and Completion Dates: May 2018 – present

Project Description: LDC worked with 211 San Diego to create a national public toolkit for communities to create a Community Information Exchange (CIE). 211 San Diego has been the backbone organization for San Diego’s CIE that connects various databases across different sectors including housing and homelessness, healthcare, criminal justice, workforce development, social services, and food assistance into a single exchange with a shared client record. LDC helped 211 San Diego create a toolkit that documents how other communities can move forward and implement a similar model and sustain the model. LDC staff Kris Kuntz has been a part of CIE’s development since 2012 and the CIE was initially created because of the frequent user PSH pilot that Mr. Kuntz was a part of. LDC is also supporting 211 with the development of policy brief’s using 211 and CIE data and released the first one in August 2019 on housing stability and homeless prevention in San Diego County.




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Project Name: Shared Housing Toolkit and Trainings Client: Funders Together to End Homelessness San Diego Client Contact: Amy Denhart, Director, 858-875-3331, [email protected] Total Contract Amount: $50,000 LDC Project Staff: Jamie Taylor, Kris Kuntz, and Nui Bezaire Award and Completion Dates: February 2019 – November 2019

Project Description: LDC created a shared housing toolkit for the San Diego region for homeless services providers, government agencies, and others on best practice strategies for implementing and operating shared housing models. As part of the rolling out of the toolkit, LDC provided several trainings on shared housing using a community of practice model to various organizations in San Diego County.

SECTION 7: PROJECT APPROACH AND SCHEDULE The LDC team understands that the purpose of this scope of work is to engage in a citywide planning process that will provide the City of Encinitas and its partners with a roadmap and implementation structure that ensures a high-functioning, high-impact network of City, County, and service provider partners that are guided by strategies and actions that work seamlessly to implement homelessness-related objectives. To fulfill these goals, LDC proposes an assessment, engagement, and planning process that builds on the work the City of Encinitas has done and the resource is has thus far dedicated to address the needs of its homeless residents. The Homeless Action Plan will also to addresses the directive in Policy 1.7 of the City’s Housing Element – to coordinate with service providers to address the needs of the City’s homeless population and to provide housing opportunities for a variety of special needs populations. It is also important that this planning process and final plan be in the context of how the region is also moving forward with addressing homelessness as the region – specifically the Regional Task Force on the Homeless and the County of San Diego – are currently and will be receiving forthcoming new funding from the state which can assist homeless individuals within the City. With these opportunities in mind, the plan should strive to align with regional efforts but still be very much grounded in local City dynamics, needs, and partnerships. The table below provides a high-level overview of the steps we believe the process should include to facilitate decision-making by City project team leadership to complete the Homeless Action Plan development process on time and on budget. The proposed approach acknowledges that the City will designate a project leadership team to serve as key contacts during the process. The LDC team will work at the direction of the City of Encinitas team to draft agendas and meeting materials, facilitate stakeholder and work group engagements, produce notes and reports as designated in the work plan, and fulfill additional requests as needed. LDC will produce outlines of work products and final deliverables, as well as initial drafts of the final Homeless Action Plan components, for review and approval to ensure that the City team is informed of all progress and can weigh in throughout the planning process. As relationship manager, Mr. Kuntz will also be responsible for managing the project timeline and providing updates and adjustments as the City requests or the project requires.


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Prior to project kick-off, the LDC team will work with the City project leadership team to modify the proposed approach and/or timeline as needed based on any changing internal and external factors.

Timeframe Proposed Scope of Work and Deliverables LDC Team Members

Task 1. Kick Off Meeting, Finalization of Project Plan, and Ongoing Project Management

December 2019 or mid-January 2020 (contract depending) Project management is ongoing

1.1 Kick-off meeting with project leads to confirm:

• Finalize scope, timeline, and interim and final deliverables.

• Confirmation of project leadership team and communication protocol.

1.2 Project management:

• Oversee project timeline and budget, as well as team workload.

• Coordinate regular client meetings and review of deliverables.

• Prepare progress reports, as requested.

Deliverable #1.1: Kick off meeting, finalized scope, timeline, deliverables, and communication protocol.

Deliverable #1.2: Bimonthly check-in calls with client project team to provide verbal status reports, written progress reports as requested.

Kris Kuntz, Jessica Ripper, Maureen Richey

Task 2. Prepare an Analysis of the Homeless Community in Encinitas

February 2020

2.1 Gather and Summarize Available Data

• Review City-level data from the RTFH Homeless Point-in-Time Count and other data sources through the RTFH as needed.

• Work with nonprofits in Encinitas providing homeless services to gather APR data from the Homeless Management Information System (HMIS) on populations they serve.

• Work with City departments and other partner agencies to understand any data they collect related to homeless populations.

• Work with 211 San Diego to gather data specific to Encinitas on calls related to homelessness and housing.

• Use publicly available data from Eviction Lab to gather eviction data for the City.

Deliverable #2.1: Summary analysis of the homeless community in Encinitas.


Task 3. Review and Summary of Current Homeless System in Encinitas

April 2020 3.1 Review and Summarize Current Efforts to Address Homelessness

• Review all relevant documents related to current efforts.

• Engage key stakeholders including City staff, non-profit partners, churches, and others to understand current efforts and gaps.

• Review best practices from other cities.

Deliverable #3.1: Summary analysis of current efforts to address Homelessness and analysis of best practices from other cities.


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Task 4. Stakeholder Engagement

April 2020 4.1 Meet and Confer with City staff

• Meet with appropriate City staff to draft strategies, define goals, and determine stakeholders.

Deliverable #4.1: Meetings with City staff.


April 2020

4.2 Meet and Confer with the City Council

• Conduct interviews or study session with City Councilmembers assist in identifying City Council goals and objectives; address City Council priorities, concerns, and policy direction; and build consensus on how success will be measured.

Deliverable #4.2: Meeting(s) with City Council.

Kris Kuntz

April 2020

4.3 Conduct Public Outreach and Public Meetings

• Conduct two open community forums (at least one in the evening) on homelessness with the general public to identify challenges, gaps, goals, and potential strategies.

• Conduct 20 interviews/focus groups with key stakeholders including homeless services providers and individuals experiencing homelessness at the direction of City staff.

Deliverable #4.3: Summary analysis and themes of all meetings with City staff, City Council, and public meetings.


Task 5. Develop and Present the Homeless Action Plan

May 2020 5.1 Prepare Draft of Homeless Action Plan

• Draft intro/background section that will summarizing data on the homeless community, current efforts to date, and key themes from public engagement meetings.

• Draft section highlighting best practices to address homelessness based on local and national efforts

• Draft analysis of other regional efforts to address homelessness such as those within the RTFH.

• Draft goals, strategies, measurable outcomes, community partners and potential funding sources.

• Review draft plan with City Council and City staff for input and finalize.

Deliverable #5.1: Final Draft of Homeless Action Plan.


June 30, 2020

5.2 Present Draft Homeless Action Plan to City Council for Adoption

• Prepare PowerPoint slides for City Council presentation.

• Present final draft to City Council.

• Make any needed updates based on City Council feedback.

• Finalize plan.

Deliverable #5.2: Final Adopted Homeless Action Plan.

Kris Kuntz

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EXHIBIT A: RESUMES OF KEY PERSONNEL

Kris Kuntz Principal (Team Lead)

EDUCATION Master of Arts Sociological Practice California State University San Marcos, CA Bachelor of Arts Sociology California State University Chico, CA ADJUNCT FACULTY San Diego City College and San Diego Community College District Sociology Department 2013 – 2017

PROFESSIONAL EXPERIENCE

PRINCIPAL/SENIOR ASSOCIATE (2015–Present) LeSar Development Consultants, San Diego, CA Develops and implements housing and homelessness policy, planning, and program initiatives. Clients include government entities, nonprofits, and philanthropic organizations. PROGRAM AND RESEARCH ANALYST (2013–2015) Father Joe’s Villages, San Diego, CA

Supported evaluation activities on housing and services programs at Father Joe’s Villages. Participated in several local committees related to homelessness including the Continuum of Care (CoC) Data Advisory Committee, CoC Systems Modeling Committee, and the Community Information Exchange Advisory Committee. In partnership with CSH developed, coordinated, and provided trainings for San Diego’s SOAR initiative, designed to assist homeless individuals to quickly access SSI/SSDI benefits. Created a partnership with the Cal State San Marcos graduate program in sociology to provide a research and evaluation internship paired with a graduate course on poverty and homelessness.

PROJECT 25 PROGRAM ANALYST (2011–2013) Father Joe’s Villages, San Diego, CA

Responsible for research design, data collection, reporting, and analysis of Project 25, a United Way-funded high utilizer program providing permanent supportive housing to 36 of San Diego’s most expensive chronically homeless individuals.

SOCIAL SERVICES/CLINICAL TEAMS MANAGER (2008–2011) Father Joe’s Villages, San Diego, CA

Administratively managed the social service and clinical programs, including case management, mental health and substance abuse treatment, intake/assessment, and a SAMHSA-funded assertive community treatment model. Services were targeted at individuals and families in transitional and permanent supportive housing.

ASSESSMENT SPECIALIST/SUPERVISOR (2007–2008) Father Joe’s Villages, San Diego, CA

Supervised and performed biopsychosocial assessments on individuals and families entering shelter.

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Jessica Ripper Senior Associate

EDUCATION Master of Arts Communications and Leadership Gonzaga University (In progress) Bachelor of Arts Foreign Language and Communications Media American University

PROFESSIONAL EXPERIENCE SENIOR ASSOCIATE (2017–Present) LeSar Development Consultants, San Diego, CA Partners with clients to promote systems change at the intersections of housing, health, and human services through stakeholder outreach and education. Supports strategic planning and organizational development, fund development, and research for nonprofit and public agency clients, including the San Gabriel Valley Council of Governments, City of Riverside, HACLA, 2-1-1 San Diego, Walden Family Services, and Brilliant Corners.

NONPROFIT CONSULTANT (2014–2017) San Diego, CA Partnered with clients to develop and implement strategies that achieved results. Collaborated with the County of San Diego Child Welfare Services to develop messages, presentations, print collateral, and videos for an organizational change initiative, resulting in a 38% increase in best practice proficiency among frontline child welfare staff.

DIRECTOR OF MARKETING (2015–2016) Walden Family Services, San Diego, CA Led message and collateral development, managed digital communications, and conducted media outreach to increase public support for Walden’s foster care, adoption, and parenting programs throughout Southern California.

SENIOR COMMUNICATIONS ASSOCIATE (2008–2014) Annie E. Casey Foundation, Baltimore, MD Developed print and digital communications, organized policy advocacy events, and managed media relations for the foundation’s child welfare and evidence-based practice units. Led strategic communications planning for the launch of Evidence2Success, a prevention-based framework to guide public investment in evidence-based programs for children and youth. Collaborated with senior staff and consultants on the launch of a campaign to increase federal funding for prevention-focused child welfare services.

SENIOR DIRECTOR OF MARKETING & COMMUNICATIONS/DIRECTOR OF MEETINGS AND EVENTS (2004–2007)

Alexander Graham Bell Association, Washington, D.C.

NATIONAL WORKFORCE CONSULTANT/ONLINE CONTENT MANAGER (1998–2003)

Goodwill Industries International, Inc., Washington, D.C.

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Maureen Richey Associate

EDUCATION Master of Public Policy Duke University Bachelor of Arts History University of Chicago

PROFESSIONAL EXPERIENCE

ASSOCIATE (2018–Present) LeSar Development Consultants, Los Angeles, CA Works with cities across Los Angeles County to draft plans that address and combat homelessness, as well as create effective implementation plans for proposed activities and policy changes. Facilitates San Fernando Valley cities’ sub-regional homeless coordination committee. Develops trainings in best practices for homeless services providers.

POLICY ANALYST (2014–2018) Council of State Governments, Justice Center, New York, NY Developed and implemented housing and reentry program. Created toolkit for corrections and reentry agencies to screen for housing need and make quality referrals. Training and technical assistance provider for Second Chance Act grantees nationwide. Developed and launched county-level technical assistance to improve connection of jail involved individuals with mental illness to supportive housing.

POLICY ANALYST (2013–2014) Alliance for Children and Families, Washington, DC Directed diverse neighborhood revitalization public policy agenda for a membership network of 500 private, nonprofit human services organizations nationwide. Researched and analyzed policies impacting community and economic development. Shared updates with membership

network through multimedia communication channels.

ASSOCIATE, HOUSING AND COMMUNITY DEVELOPMENT (2012–2013) ICF International, Fairfax, VA Developed web-based resources for HUD grantees and updated HUD Exchange website. Managed inquiries regarding programmatic impacts of McKinney Vento Act. Analyzed internal labor reports and monitored work plan budgets.

MARK O. HATFIELD PUBLIC POLICY FELLOW (2011) Clackamas County Administrator’s Office, Oregon City, OR Created budget toolkit including recommendations for streamlining processes, improving cost-effectiveness, and containing overhead costs. Served on inter-agency community development team with a focus on engagement strategy.

TEAM LEADER, AMERICORPS VISTA COALITION (2009–2010) United Community Action Network, Roseburg, OR


Task 1. Kick Off Meeting, Finalization of Project Plan, and Ongoing Project Management

December 2019 or mid-January 2020 (contract depending) Project management is ongoing

1.1 Kick-off meeting with project leads to confirm:

• Finalize scope, timeline, and interim and final deliverables.

• Confirmation of project leadership team and communication protocol.

1.2 Project management:

• Oversee project timeline and budget, as well as team workload.

• Coordinate regular client meetings and review of deliverables.

• Prepare progress reports, as requested. Deliverable #1.1: Kick off meeting, finalized scope, timeline, deliverables, and communication protocol. Deliverable #1.2: Bimonthly check-in calls with client project team to provide verbal status reports, written progress reports as requested.


Task 2. Prepare an Analysis of the Homeless Community in Encinitas

February 2020

2.1 Gather and Summarize Available Data

• Review City-level data from the RTFH Homeless Point-in-Time Count and other data sources through the RTFH as needed.

• Work with nonprofits in Encinitas providing homeless services to gather APR data from the Homeless Management Information System (HMIS) on populations they serve.

• Work with City departments and other partner agencies to understand any data they collect related to homeless populations.

• Work with 211 San Diego to gather data specific to Encinitas on calls related to homelessness and housing.

• Use publicly available data from Eviction Lab to gather eviction data for the City.

Deliverable #2.1: Summary analysis of the homeless community in Encinitas.



April 2020 3.1 Review and Summarize Current Efforts to Address Homelessness

• Review all relevant documents related to current efforts.

• Engage key stakeholders including City staff, non-profit partners, churches, and others to understand current efforts and gaps.

• Review best practices from other cities.

Deliverable #3.1: Summary analysis of current efforts to address Homelessness and analysis of best practices from other cities.



April 2020 4.1 Meet and Confer with City staff

• Meet with appropriate City staff to draft strategies, define goals, and



determine stakeholders.

Deliverable #4.1: Meetings with City staff.

April 2020

4.2 Meet and Confer with the City Council

• Conduct interviews or study session with City Councilmembers assist in identifying City Council goals and objectives; address City Council priorities, concerns, and policy direction; and build consensus on how success will be measured.

Deliverable #4.2: Meeting(s) with City Council.

Kris Kuntz

April 2020

4.3 Conduct Public Outreach and Public Meetings

• Conduct two open community forums (at least one in the evening) on homelessness with the general public to identify challenges, gaps, goals, and potential strategies.

• Conduct 20 interviews/focus groups with key stakeholders including homeless services providers and individuals experiencing homelessness at the direction of City staff.

Deliverable #4.3: Summary analysis and themes of all meetings with City staff, City Council, and public meetings.



May 2020 5.1 Prepare Draft of Homeless Action Plan

• Draft intro/background section that will summarizing data on the homeless community, current efforts to date, and key themes from public engagement meetings.

• Draft section highlighting best practices to address homelessness based on local and national efforts

• Draft analysis of other regional efforts to address homelessness such as those within the RTFH.

• Draft goals, strategies, measurable outcomes, community partners and potential funding sources.

• Review draft plan with City Council and City staff for input and finalize. Deliverable #5.1: Final Draft of Homeless Action Plan.


June 30, 2020

5.2 Present Draft Homeless Action Plan to City Council for Adoption

• Prepare PowerPoint slides for City Council presentation.

• Present final draft to City Council.

• Make any needed updates based on City Council feedback.

• Finalize plan. Deliverable #5.2: Final Adopted Homeless Action Plan.

Kris Kuntz

K. Kuntz J. Ripper M. Richey

PrincipalSenior

AssociateAssociate

$235 $180 $150

Total

Cost by

Task

Team Members

Staff Level

Hourly Rate

Total

Cost by

Task

6% 5 5 12 3,875$

1.1 Kickoff Meeting 3 3 1,245$

1.2 Project Management 5 5 12 3,875$

Deliverable #1.1: Kick off meeting, finalized scope, timeline,

deliverables, and communication protocol

Deliverable #1.2: Bimonthly check-ins, monthly progress reports

15% 20 5 30 10,100$

2.1 Gather and Summarize Available Data 20 5 30 10,100$

Deliverable #2.1: Summary analysis of the homeless community in

Encinitas

13% 10 15 25 8,800$

3.1 Review and Summarize Current Efforts to Address Homelessness 10 15 25 8,800$

Deliverable #3.1: Summary analysis of current efforts to address

Homelessness and analysis of best practices from other cities

42% 52 56 38 28,000$

4.1 Meet and Confer with City staff 16 16 8 7,840$

4.2 Meet and Confer with the City Council 8 8 3,320$

4.3 Conduct Public Outreach and Up to Two Public Meetings 28 32 30 16,840$

Deliverable #4.1: Meetings with City staff

Deliverable #4.2: Meeting(s) with City Council

Deliverable #4.3: Summary analysis and themes of all meetings with

City staff, City Council, and public meetings

23% 24 19 42 15,360$

5.1 Prepare Draft of Homeless Action Plan 20 15 40 13,400$

5.2 Present Draft Homeless Action Plan to City Council for Adoption 4 4 2 1,960$

Deliverable #5.1: Final Draft of Homeless Action Plan

Deliverable #5.2: Final Adopted Homeless Action Plan

111 100 147 358

1,150$

66,135$

67,285$

BASE COST

TOTAL COST INCLUDING REIMBURSABLES

TOTAL HOURS

Task 1: Kick Office Meeting and Finalization of Project Plan

Task 2: Analysis of the Homeless Community in Encinitas


Reimbursables (mileage, parking, printing, gift cards for homeless individuals,

etc.)



meeting date: december 18, 2019

Documents