HomeMy WebLinkAbout2022-03-09 PacketPage 1 of 2
Planning Commission
Regular Meeting
AGENDA
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March 9, 2022 - 6:00 PM
1.CALL TO ORDER
2.ROLL CALL
3.PLEDGE OF ALLEGIANCE
4.APPROVAL OF MINUTES
4.a.Approval of February 23, 2022, Planning Commission Minutes - Draft
Recommended Action: Approval of the Minutes of February 23, 2022, a Planning Commission
Regular Meeting
Attachments:
1.February 23, 2022, Planning Commission Minutes - Draft
5.APPEAL PROCESS
All determinations of the Planning Commission regarding major discretionary planning permits are final unless a written
appeal, stating the reasons for the appeal, is filed with the City Clerk within ten (10) days of the date the decision was made.
An interested party may appeal only if he or she appeared and stated his or her position during the hearing on the decision
from which the appeal is taken. For items on this agenda, the appeal must be received by March 21, 2022.
6.COMMENTS FROM AUDIENCE ON NON-AGENDA ITEMS
The Planning Commission welcomes input from the audience. In order for everyone to be heard, please limit your comments
to three (3) minutes per person and not more than ten (10) minutes per subject. The Brown Act regulations do not allow action
to be taken on audience comments.
7.SITE VISIT VERIFICATION
8.VERIFICATION OF NOTICE
9.PLANNING COMMISSIONERS REPORT
Page 1 of 127
Page 2 of 2
10.DIRECTOR'S REPORT
11.CONSENT CALENDAR
12.NEW BUSINESS
12.a.Request for Consideration of Proposed Major Use and Site Development Permit to Allow
Development of 1,553 sf Addition to an Existing 2,122 sf Dental Office Building at 772 South
Dora Street; APN 001-313-11; File No. 21-6738
Recommended Action: Staff recommends the Planning Commission 1) conduct a public hearing;
and 2) approve the proposed Major Use Permit and Site Development Permit for the Khoury
Dental Office Addition at 772 South Dora Street, based on the Findings, and subject to the
Conditions included in the Staff Report dated March 2, 2022.
Attachments:
1.Application Materials
2.Draft Findings
3.Draft Conditions
4.Agency Comments
5.Draft DRB Minutes_January 27_2022 Meeting
13.UNFINISHED BUSINESS
13.a.Receive Bi-Annual Status Update and Report Regarding Community Center and Winter
Homeless Shelter at 1045 South State Street.
Recommended Action: Receive bi-annual status update and report regarding community center
and winter homeless shelter at 1045 South State Street; and discuss as necessary.
Attachments:
1.RCS B2 UP Reports 1-4
2.UPD Calls for Service- B2- 8.7.21-2.6.22
3.Updated B2 Program Manual January 2022
4.B2 2021 annual report
14.ADJOURNMENT
Please be advised that the City needs to be notified 72 hours in advance of a meeting if any specific
accommodations or interpreter services are needed in order for you to attend. The City complies with ADA
requirements and will attempt to reasonably accommodate individuals with disabilities upon request. Materials
related to an item on this Agenda submitted to the Planning Commission after distribution of the agenda packet are
available at the Civic Center 300 Seminary Ave. Ukiah, CA 95482; and online at: www.cityofukiah/meetings/ at the
end of the next business day.
I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was
posted on the bulletin board at the main entrance of the City of Ukiah City Hall, located at 300 Seminary Avenue,
Ukiah, California, not less than 72 hours prior to the meeting set forth on this agenda.
Dated: March 2, 2022
Stephanie Abba
Planning Commission Secretary
Page 2 of 127
Agenda Item 4a
Page 1 of 2
CITY OF UKIAH
PLANNING COMMISSION REGULAR MEETING
MINUTES
Virtual Meeting Link
https://zoom.us/j/91264543193
Ukiah, CA 95482
February 23, 2022
6:00 p.m.
1.CALL TO ORDER
The City of Ukiah Planning Commission held a Regular Meeting on February 23, 2022. The meeting
was legally noticed on February 17, 2022. Chair Christensen called the meeting to Order at 6:00 p.m.
on the following virtual link: https://zoom.us/j/91264543193
CHAIR CHRISTENSEN PRESIDING.
2.ROLL CALL
Roll was taken with the following Commissioners Present: Rick Johnson; Michelle Johnson; Alex de
Grassi; Mark Hilliker; and Laura Christensen. Commissioners Absent: None; Staff Present: Craig
Schlatter, Community Development Director; Jesse Davis, Planning Manager; and Stephanie Abba,
Planning Commission Secretary.
3.PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was recited.
4.APPROVAL OF MINUTES
a.Approval of the Draft Minutes of February 09, 2022, a Regular Meeting as submitted.
Motion/Second: Hilliker/R. Johnson to approve the Minutes of February 09, 2022, a Regular
Meeting; as submitted. Motion carried by the following roll call vote: AYES: R. Johnson, M. Johnson,
de Grassi, Hilliker, and Chair Christensen. NOES: None. ABSENT: None. ABSTAIN: None.
5.APPEAL PROCESS
No appeals were received.
6.COMMENTS FROM AUDIENCE ON NON-AGENDA ITEMS
No public comment was received
7.SITE VISIT VERIFICATION
Verified by Commissioners
8.VERIFICATION OF NOTICE
Verified by Staff
9.PLANNING COMMISSIONERS’ REPORTS
No Reports were given
10.PLANNING COMMISSION DIRECTOR’S REPORT
Report received
11.CONSENT CALENDAR
No items on the consent calendar.
Page 3 of 127
Minutes of the Planning Commission, February 23, 2022, Continued:
Page 2 of 2
12. NEW BUSINESS
a. Request for Consideration of a Dispensary Use Permit to co the sale and delivery of cannabis
and/or cannabis products from an existing commercial structure located at 195 Seminary
Avenue, Ukiah 95482; APN 002-272-16-00; File No. 21-6584.
Presenter: Jesse Turner, Planning Manager
Public Comment: Monique Ramirez; Creedence Mccoy; Ferd, Zachary Allen; Pinky Kushner; Andrea;
Katrina; Sara; Jacky Allen; Monica; Kelsey; Brooke Ingram; Dylan McGinty, Owner/Applicant; Darcy
Vaughn, Assistant City Attorney (Inland Mendocino County Land Trust).
Commissioner Hilliker departed at 7:25 p.m. returned at 7:27 p.m.
Motion/Second: R. Johnson/M. Johnson to approve the proposed Dispensary Use Permit, as
submitted. (Based on the Findings in Attachment 1, and subject to the Conditions of Approval in
Attachment 2 included in the Staff Report). Motion carried by the following roll call vote: AYES: R.
Johnson, M. Johnson, de Grassi, Hilliker, and Chair Christensen. NOES: None. ABSENT: None:
ABSTAIN: None.
13. UNFINISHED BUSINESS
No Unfinished Business was agendized.
14. ADJOURNMENT
There being no further business, the meeting adjourned at 7:30 p.m.
_______________________________________
Stephanie Abba, Planning Commission Secretary
Page 4 of 127
AGENDA ITEM NO. 12A
Department of Community Development
Planning Division
300 Seminary Ave.
Ukiah, CA 95482
Staff Report | MaUP/SDP
Khoury Dental Office Addition
772 South Dora Street
File No.: 21-6738
1
DATE: March 2, 2022
TO: Planning Commission
FROM: Mireya G. Turner, Planning Manager
SUBJECT: Request for Consideration of Proposed Major Use and Site Development Permit to
Allow Development of 1,553 sf Addition to an Existing 2,122 sf Dental Office Building
at 772 South Dora Street; APN 001-313-11; File No: 21-6738
SUMMARY
OWNERS: Khoury Properties, LLC
APPLICANT: Ron Verdier, Agent
LOCATION: 772 South Dora Street; APN 001-313-11
TOTAL ACREAGE: ±0.21 acres (9,147.6 sf)
GENERAL PLAN: Commercial (C)
ZONING DISTRICT: Neighborhood Commercial (CN)
AIRPORT COMPATABILITY
ZONE
Other Airport Environs (OAE)
ENVIRONMENTAL
DETERMINATION:
Project is exempt, pursuant to CEQA Guidelines 15332, Class
32, In-fill Development Projects
RECOMMENDATION: Conditional Approval
Page 5 of 127
AGENDA ITEM NO. 12A
Department of Community Development
Planning Division
300 Seminary Ave.
Ukiah, CA 95482
Staff Report | MaUP/SDP
Khoury Dental Office Addition
772 South Dora Street
File No.: 21-6738
2
PROJECT DESCRIPTION AND BACKGROUND
Location. The Project Site is located on a corner lot at the intersection of South Dora and
Pomolita Streets. The parcel is located within the Neighborhood Commercial (CN) Zoning District.
The parcel is improved with one 2,122 sf dental office, six parking spaces with lawn landscaping
along all lot lines, one three-foot (3’) diameter tree along South Dora Street, one six-inch (6”)
diameter tree along the western side yard, and a small cluster of trees along the northern side
yard. Brick planters line the building along the southern and eastern walls.
Project Description. An application was received from Ron Verdier, for approval of a Major Use
Permit and Major Site Development Permit to allow development of a 1,553 sf addition to an
existing dental office building to allow for additional spacing between current uses within the
structure. The project includes the following:
• Enclosure of the front reception area (along South Dora Street);
• Addition of seven treatment rooms with expansion on the western side of the building;
• Expanded area inside the building for office, lab and consultation rooms;
• 712 sf of lawn turf alongside yards, 1829 sf of lawn turf along front yards, and 106 sf
brick planters along eastern and southern building walkways;
• Existing sign in lawn along South Dora Street relocated within same front yard area along
S. Dora St.;
• Accessible entrances at front and side of building;
• Eight standard parking spaces, with one Accessible parking space;
• Two bicycle racks with five spaces each.
Trees existing on-site will remain with no additional trees proposed.
The Applicant also requests relief from parking requirements in the Neighborhood Commercial
(CN) Zoning District. See Page 5 of the staff report for additional detail and analysis.
Application materials are included as Attachment 1, with the Draft Findings and Conditions of
Approval included as Attachments 2 and 3.
Background. The Applicant submitted a building permit application for the building addition on
September 24, 2021. Through the Planning review, it was determined that a Major Use Permit
would be required for reduction to the parking standards and Floor Area Ratio over 30%; and a
Site Development Permit would be required for the new commercial construction. The Applicant
submitted a Planning Permit Application on December 16, 2021.
Page 6 of 127
Staff Report | MaUP/SDP
Khoury Dental Office Addition
772 South Dora Street
File No.: 21-6738
3
SURROUNDING LAND USE AND ZONING
The Project Site is surrounded by the following uses.
Figure 1. General Plan Designation Figure 2. Zoning Designation
GENERAL PLAN: ZONING: USE:
NORTH Commercial and Low
Density Residential
Neighborhood Commercial
(CN) and Low Density
Residential (R1)
Medical/dental offices, and
single-family residences
EAST Commercial Neighborhood Commercial
(CN)
Multifamily Residential and
dental office
SOUTH Commercial and Public Neighborhood Commercial
(CN) and Public Facilities
(PF)
Mental health services and
Yokayo Elementary
School
WEST Low Density Residential Low Density Residential (R1) Single-family Residences
Page 7 of 127
Staff Report | MaUP/SDP
Khoury Dental Office Addition
772 South Dora Street
File No.: 21-6738
4
Figure 3. Aerial Map
AGENCY COMMENTS
The Project was referred to the following responsible or trustee agencies with interest or
jurisdiction: Ukiah Community Development Department - Building Division, Ukiah Public Works
Department, Ukiah Police Department, Ukiah Electric Utility Department, and Ukiah Valley Fire
Authority. Agency comments were integrated into the Draft Conditions (Attachment 3), and are
included as Attachment 4.
STAFF ANALYSIS
General Plan Consistency. The parcel has a General Plan designation of Commercial, the
purpose of which is to “identify where commerce and business may occur.” Examples of Allowable
Uses include “retail, service businesses, general commercial, shopping centers, shopping malls,
public facilities, places of public assembly, parking lots, and residential uses.”
The General Plan designation of Commercial encourages a variety of commercial activity,
including service businesses. It defers to the Zoning District for further identification of appropriate
uses depending on location.
Page 8 of 127
Staff Report | MaUP/SDP
Khoury Dental Office Addition
772 South Dora Street
File No.: 21-6738
5
Zoning Ordinance Consistency. The subject property is within the Neighborhood Commercial
(CN) zoning district. The CN zoning district is “intended to provide low intensity commercial
services, such as medical offices, small retail stores, and personal services to the adjacent and
integrated residential community”. Medical offices are an Allowed Use within the Neighborhood
Commercial (CN) Zoning District, and do not require a use permit for operation. The Project Site
is an active dental office, in compliance with both the General Plan and the Ukiah City Code. The
proposed addition to the structure will not change the use. With relief from the parking standards
of the CN Zoning District, the Project will be consistent with the Ukiah City Code and General
Plan.
Parking. Parking for Professional Office uses, including dental offices, is assessed at one parking
space for each 300 sf of gross leasable area (UCC Section 9198). Presently, the subject parcel
and use conform to the parking requirement, as it maintains seven off-street parking spaces. As
proposed, the total required parking increases to 12 off-street spaces. The Applicant proposes
eight parking spaces, including one Accessible space, and two five-space bicycle racks in lieu of
two parking spaces, for a total of ten proposed spaces. UCC Section 9199.B allows for a five-
space bicycle rack to exempt one parking space, with a limit of two parking space exemptions.
While the request does not meet the objective requirements for required off-street parking, the
Applicant requests relief through UCC Section 9067(D), “through the discretionary review
process, providing a finding is made that there is a unique circumstance associated with the use
or property that results in a demand for less parking than normally expected”.
According to the Applicant, the purpose of the building addition is to increase social distancing
between patients and staff, improve operational flow, and reduce scheduling bottlenecks should
appointments run long. Patient volume is expected to remain similar to pre-expansion conditions,
and no staff increases are proposed. In this location, at the intersection of South Dora and
Pomolita Streets, there are interconnected sidewalks and on-street parking spaces serving the
South Dora Street commercial corridor. The corridor also provides dedicated bike lanes and
includes signage indicating Dora Avenue as a bike route. As a Family Dentistry office,
approximately 97% of the client base are Ukiah residents. According to the Applicant, families
typically schedule group appointments, minimizing time and travel demand. Staff recommends
approval of the relief from two required parking spaces, due to the available parking along South
Dora and Pomolita Streets, continuity of the same level of use, existing land use of group
appointments and local clientele, and addition of 10 bicycle parking spaces, resulting in a unique
circumstance for this land use and parcel with less of a parking demand at this location than
normally expected.
Floor Area Ratio Maximum (§9261(D)(1)) and Lot Coverage. The Floor Area Ratio (FAR) is the
sum of all the floor space in a building divided by the lot area. FAR is typically identified within a
general plan by land use designation, and zoning district regulations (density and lot coverage)
are intended to be consistent with that. However, in this case there is a discrepancy between the
City’s General Plan and zoning code. Specifically, the General Plan lists FAR for Commercial land
use designations (includes all commercial zoning districts) as 0.4 (40%). However, UCC Section
9261 (D)(1), which describes general administration and procedures for all discretionary planning
permits, states: “In the C-N (Neighborhood Commercial) Zoning District, a use permit is required
to exceed the maximum thirty percent (30%) floor area ratio standard. A proposal to exceed this
standard by less than ten percent (10%) is considered a minor use permit.” Consistent with other
Page 9 of 127
Staff Report | MaUP/SDP
Khoury Dental Office Addition
772 South Dora Street
File No.: 21-6738
6
City zoning district regulations, the CN zoning district regulations (UCC Sections 9060-9069) do
not list a FAR requirement. As such, Staff has determined that the reference to the 30% FAR
regulation in the Administration and Procedures section (9261) of the City code is a typographical
error, and should say 40%. Additionally, the intent of FAR is captured by lot coverage regulations
within each zoning district, as it is defined as “the total area of lot covered with structures” (UCC
Section 9278, Definitions). Within the Neighborhood Commercial (CN) Zoning District, the
maximum lot coverage is sixty percent (60%). At ±0.21 acre (9,147.6 sf) this area is 5,488.56 sf
of allowed lot coverage. The proposed project would increase the structure to 3,675 sf.; compliant
with the maximum lot coverage, and 40% Floor Area Ratio maximum listed for Commercial land
use designations.
Setbacks. In the CN zoning district, the front yard setback for single story buildings is to be a
minimum of ten feet (10’). The side yard setback is five feet (5’). The Project Site, on a corner lot,
has two (2) front and two (2) side lot lines. The construction at the front of the structure along
South Dora Street includes enclosing the front reception area, with proposed front setbacks of
twenty-seven feet, six inches (27’6”). The existing twenty-two feet (22’) setback along Pomolita
Street would remain. The majority of the proposed addition would increase the building’s footprint
toward the side lot line, to a side yard setback distance of six feet (6’). All proposed setbacks
comply with UCC §9066.
Height. The maximum height allowed in the CN zoning district is thirty-five feet (35’). The Applicant
proposes a maximum roof height of sixteen feet (16’).
Landscaping. UCC §9087 requires a minimum of 20% of gross area of the parcel for landscape
coverage, with a minimum of 50% of that area dedicated to live plantings. The ±9,147 sf parcel
would require 1,829 sf of landscaping, with a minimum 915 sf of live plantings. The Applicant
proposes 712 sf of lawn and trees along the sides, 1,256 sf of lawn and existing tree along the
front lot lines, and 106 sf of brick planter for shrubs along the building, for a total of 2,074 sf of
landscaping, for twenty-three percent (23%) landscaping coverage.
Signage. The existing sign, on the front lawn along South Dora Street would be relocated a few
feet to the South, to make room for additional parking spaces. No additional signage is proposed.
Required findings. Draft Findings supporting the Major Use Permit and Major Site Development
Permit are included as Attachments 2.
Airport Land Use Compatibility Review. The Project Site is located in the Other Airport Environs
(OAE) of the Ukiah Airport Land Use Compatibility Plan (ALUCP) Map. The Project Description
fits the Offices category of Land Use, which is a Normally Compatible Use within the OAE zone.
The height of the structure is less than the maximum height allowable for the Neighborhood
Commercial (CN) Zoning District. The UKIALUCP has density and intensity restrictions for each
zone depending on land use type. Per UKIALUCP Policy 3.5.2(b)(1), because the proposed use
is considered “normally acceptable “within the OAE zone, the density associated with the use is
assumed to meet the criteria indicated for this zone and calculation of the usage intensity is not
required.
In summary, the proposed land use and Project meet all of the criteria listed for the OAE Airport
Compatibility and are not included in the list of land use actions requiring mandatory formal ALUC
Page 10 of 127
Staff Report | MaUP/SDP
Khoury Dental Office Addition
772 South Dora Street
File No.: 21-6738
7
review listed in Chapter 2 of the UKIALUCP. As such, the Project is determined to be consistent
with the UKIALUCP and does not require formal Airport Land Use Commission review.
Design Review Board Recommendation. The Design Review Board (DRB) approved a
recommendation of approval of the project, as presented, at its January 27, 2022 meeting. The
Draft Minutes of the DRB’s meeting are included as Attachment 5.
ENVIRONMENTAL DOCUMENTATION
The project is subject to the California Environmental Quality Act (CEQA). The proposed project
is categorically exempt from the provisions of CEQA pursuant to CEQA Guidelines Article 19
§15332, Class 32, In-Fill Development Projects for the following reasons.
a) The Project is consistent with the applicable general plan designation and all applicable
general plan policies as well as with applicable zoning designations and regulations.
The General Plan designation of Commercial encourages a variety of commercial activity,
including service businesses. It defers to the Zoning District for further identification of
appropriate uses depending on location. Medical offices are an Allowed Use within the
Neighborhood Commercial (CN) Zoning District. The Project Site is an active dental office,
in compliance with both the General Plan and the Ukiah City Code. The proposed addition
to the structure will not change the use. With relief from the parking requirements of the
CN Zoning District, the Project will be consistent with the Ukiah City Code and the City
General Plan.
b) The proposed development occurs within city limits on a project site of no more than five
acres substantially surrounded by urban uses.
The Project Site is within the Ukiah City limits on a property that is approximately 0.21
acres. It is surrounded by other medical and dental offices and low and high density
housing.
c) The project site has no value as habitat for endangered, rare or threatened species.
The Project site is developed with commercial uses and surrounded by commercial and
residential uses. The site does not offer habitat for sensitive species and is not located
within a biologically sensitive area. All trees on-site would remain. No significant grading
of the site would be necessary for the construction. There are no creeks on or near the
Project Site.
d) Approval of the project would not result in any significant effects relating to traffic, noise,
air quality, or water quality.
The Applicant proposes an addition to the existing dental office to increase the number of
treatment and consultation rooms and expand the reception area, as well as other
supporting areas. Expansion would be limited to within the existing parcel. Parking is
available on-site and along South Dora and Pomolita Streets. The Project Site is currently
served by City utilities.
e) The site can be adequately served by all required utilities and public services.
Page 11 of 127
Staff Report | MaUP/SDP
Khoury Dental Office Addition
772 South Dora Street
File No.: 21-6738
8
The project site is within the City limits and is served by City utilities and public safety
agencies.
NOTICE
Notice of the Public Hearing was provided in the following manner, in accordance with UCC
§9262(C):
• Published in the Ukiah Daily Journal on February 26, 2022
• Posted on the Project site on February 23, 2022
• Posted at the Civic Center (glass case) 72 hours prior to the public hearing
• Mailed to property owners within 300 feet of the project parcels on February 22, 2022
RECOMMENDATION
Staff recommends Planning Commission 1) conduct a public hearing; 2) approve the proposed
Major Use Permit and Site Development Permit for the Khoury Dental Office Addition, at 772
South Dora Street, based on the Findings, and subject to the Conditions included in the Staff
Report dated March 2, 2022.
ATTACHMENTS
1. Application Materials
2. Draft Findings
3. Draft Conditions of Approval
4. Agency Comments
5. Draft Minutes of January 27, 2022 Design Review Board Meeting
Page 12 of 127
ATTACHMENT 1Page 13 of 127
Page 14 of 127
Page 15 of 127
6'-0"5'-0"9'-0" TYP.DRIVEWAY CURB CUT9'-0"8'-0"12861 Ornbaun Road Boonville, CA 95415
Tel:707-489-1491
This document is the property of Verdier Architects.
Copies of this document are not to be used on any
other project without written permission.
Khoury Dental Office
Remodel and Addition
772 S. Dora
Ukiah, CA 95482
APN: 001-313-11-00
SCALE:
Site Plan-Proposed A1.2
PROPOSED SITE PLAN
PROJECT
NORTH
12861 Ornbaun Road Boonville, CA 95415
Tel:707-489-1491
This document is the property of Verdier Architects.
Copies of this document are not to be used on any
other project without written permission.
Khoury Dental Office
Remodel and Addition
772 S. Dora
Ukiah, CA 95482
APN: 001-313-11-00
3,675 SQ FT
Page 16 of 127
6'-0"5'-0"9'-0" TYP.
NEW ROOF BEYOND EXISTING GRAY COMPOSITE
SHINGLE ROOF
NEW CONCRETE
STEPS
EXTENDED SLOPED
WALKWAY
772
EXISTING LIGHT
GRAY SIDING
WALL LEGEND
EXISTING PARTITION WALLS TO
REMAIN
NEW PARTITION WALLS
EXISTING PARTITION WALLS TO BE
REMOVED
NEW CONCRETE
STEPS
NEW
CONC. RAMP
NEW RAMP
NEW ROOF TO
MATCH EXISTING
NEW SIDING
TO MATCH
EXISTING
CARPORT
UTILITY CLOSET
NEW ROOF TO
MATCH EXISTING EXISTING GRAY
COMPOSITE SHINGLE
ROOF
UTILITY CLOSET
MAIN ENTRANCE
SCALE:
Elevations SDP1
PROPOSED SITE PLAN
SCALE:
Floor Plan
PROJECT
NORTH
3,675 SQ FT
SCALE:
Site Plan
PROJECT
NORTH
Project
Location
SCALE:
Vicinity Map
PROPOSED FLOOR PLAN
VICINITY MAP
PROPOSED ELEVATIONS
12861 Ornbaun Road Boonville, CA 95415
Tel:707-489-1491
This document is the property of Verdier Architects.
Copies of this document are not to be used on any
other project without written permission.
Khoury Dental Office
Remodel and Addition
772 S. Dora
Ukiah, CA 95482
APN: 001-313-11-00
Page 17 of 127
Findings
Khoury Dental Office Addition | MaUP/SDP
772 South Dora Street; APN 001-313-11
File No. 21-6738
1
ATTACHMENT 2
FINDINGS FOR KHOURY DENTAL OFFICE ADDITION
MAJOR USE AND SITE DEVELOPMENT PERMIT
772 SOUTH DORA STREET
(APN 001-313-11); FILE NO. 21-6738
The Community Development Department’s recommendation for conditional approval of a Major
Use Permit and Major Site Development Permit for a project to allow development of a 1,553 sf
addition to an existing dental office building is based in part on the following findings, in
accordance with UCC §9061, §9065, §9066, §9067, §9068, §9262, and §9263.
Major Use Permit Findings
1. The proposed land use is consistent with the provisions of the Ukiah City Code as well as the
goals and policies of the City General Plan.
The General Plan designation of Commercial encourages a variety of commercial activity,
including service businesses. It defers to the Zoning District for further identification of
appropriate uses depending on location. Medical offices are an Allowed Use within the
Neighborhood Commercial (CN) Zoning District. The Project Site is an active dental office, in
compliance with both the General Plan and the Ukiah City Code. The proposed addition to
the structure will not change the use. With relief from the parking standards of the CN Zoning
District, the Project will be consistent with the Ukiah City Code and the City General Plan.
2. The proposed land use is compatible with surrounding land uses and shall not be detrimental
to the public’s health, safety and general welfare.
The proposed project would provide uses included within the Neighborhood Commercial (CN)
Zoning District Guidelines, is compliant with the design and development standards of the
zoning district; and is similar to the surrounding commercial uses. It would be serviced by the
City’s water, sewer, electric, police, and fire services. In addition, the project has been
reviewed by the following agencies to ensure compliance with the Ukiah City Code and other
codes and regulations relating to health and safety: Ukiah Valley Fire Authority, City of Ukiah
Public Works Department, City of Ukiah Police Department, City of Ukiah Electric Utility
Department, and City of Ukiah Community Development Department – Building Division.
Comments have been included as Conditions of Approval, as appropriate.
Relief from Parking Requirements (§9067.D)
1. There is a unique circumstance associated with the use or property that results in a demand
for less parking than normally expected.
Parking for Professional Office uses, including dental offices, is assessed at one
parking space for each 300 sf of gross leasable area (UCC Section 9198). UCC
Section 9199.B allows for a five-space bicycle rack to exempt one parking space, with
a limit of two parking space exemptions. At 3,675 sf, the total required parking is 12
spaces. The Applicant proposes eight spaces, with two five-space bicycle rack in lieu
of one parking space, for a total of 10 spaces. UCC Section 9067.D allows relief from
Page 18 of 127
Findings
Khoury Dental Office Addition | MaUP/SDP
772 South Dora Street; APN 001-313-11
File No. 21-6738
2
the parking requirements “through the discretionary review process, providing a
finding is made that there is a unique circumstance associated with the use or property
that results in a demand for less parking than normally expected”. In this location,
along South Dora and Pomolita Streets, there are sidewalks and parking spaces along
both sides of both roads which serve the offices along the CN corridor. The residences
in the vicinity have the required on-site parking. The health services office and
elementary school to the south have sufficient parking for daily needs. The buildings
to the north also supply on-site parking. Given the existing, nearby on-site parking, the
sidewalks and parking spaces along both streets, and the proposed on-site car and
bicycle parking spaces, Staff supports the Applicant’s position that the Project Site
location is in a unique location that would result in a demand for less parking than
normally expected.
Major Site Development Permit Findings
1. The Khoury Dental Office Addition Major Site Development Permit, as conditioned, is based
in part on the following findings, in accordance with §9263:
A. The proposal is consistent with the goals, objectives, and policies of the City General Plan.
The Commercial Land Use description in the General Plan lists examples of allowable
uses, including service businesses. The Project Site is an operating dental office. An
addition to the structure is proposed to support the ongoing use.
Medical and dental offices are included within the definition of personal services, and the
existing use is consistent with the purpose of the Commercial land use designation.
B. The location, size, and intensity of the proposed project will not create a hazardous or
inconvenient vehicular or pedestrian traffic pattern.
The proposed building addition would be limited to the side yard, with no removal of
sidewalk or driveway access. Two bicycle racks would be installed for safe parking for
clients and employees, to encourage multi-modal travel. All required yard setbacks
would be maintained. There would be eight (8) standard parking spaces on-site,
including one (1) accessible parking space, and two five-space, covered bicycle racks.
On-street parking spaces are available along South Dora and Pomolita Streets. The
Project, as proposed, would not create a hazardous or inconvenient vehicular or
pedestrian traffic pattern.
C. The accessibility of off-street parking areas and the relation of parking areas with respect to
traffic on adjacent streets will not create a hazardous or inconvenient condition to adjacent
or surrounding uses.
The access to on-site parking areas will remain the same, with the addition of two five-space,
covered bicycle rack along the northern side lot line. On-street parking is available along
South Dora Street and Pomolita Avenue. The proposed addition to the building along the
side lot line will not alter the access to parking spaces.
D. Sufficient landscaped areas have been reserved for purposes of separating or screening
the proposed structure(s) from the street and adjoining building sites, and breaking up and
screening large expanses of paved areas.
Page 19 of 127
Findings
Khoury Dental Office Addition | MaUP/SDP
772 South Dora Street; APN 001-313-11
File No. 21-6738
3
The lawn area along both front lot lines will remain, creating a vegetative buffer between
parking areas. All existing trees, and the brick planters would remain. A portion of the side
yard will be removed for the building addition. The wood fence along the side lot line on
Pomolita Street will remain as screening for the adjacent residence.
E. The proposed development will not restrict or cut out light and air on the property, or on the
property in the neighborhood; nor will it hinder the development or use of buildings in the
neighborhood, or impair the value thereof.
The proposed addition would be sixteen feet (16’) maximum. All required yard setbacks will
be maintained, serving as a space buffer between neighboring structures. The dental office
is a similar use to neighboring structures along South Dora Street. The proposed
improvement of the existing dental office will not hinder development or use of neighboring
buildings, and is not anticipated to impair their value.
F. The improvement of any commercial or industrial structure will not have a substantial
detrimental impact on the character or value of an adjacent residential zoning district.
The Neighborhood Commercial (CN) Zoning District is typically located adjacent to
residential zoning districts, to allow for local service businesses to support the surrounding
neighborhoods. The Project Site is adjacent to a residence along Pomolita Street. The
commercial building and residence are separated by a wood fence along the shared
property line. The proposed addition will be added toward this shared lot line, however, the
required five-foot (5’) setback will be met, maintaining a spatial buffer to minimize impacts
to the neighboring residence. The larger dental office would continue to service the
neighboring residential zoning district.
G. The proposed development will not excessively damage or destroy natural features,
including trees, shrubs, creeks, and the natural grade of the site.
The three foot (3’) diameter tree in the front yard, six inch (6”) diameter tree and tree
cluster in the side yards would remain. No significant grading of the site would be
necessary for the construction. There are no creeks on or near the Project Site.
H. There is sufficient variety, creativity, and articulation to the architecture and design of the
structure(s) and grounds to avoid monotony and/or a box-like uninteresting external
appearance.
The proposed addition will match the existing structure in colors, materials, and architectural
design. The Design Review Board unanimously recommended approval of the proposed
design at its meeting on January 27, 2022.
Page 20 of 127
Draft Conditions of Approval
Khoury Dental Office Addition | MaUP/SDP
772 South Dora Street; APN 001-313-11
File No. 21-6738
1
ATTACHMENT 3
CONDITIONS OF APPROVAL FOR KHOURY DENTAL OFFICE ADDITION
MAJOR USE PERMIT AND MAJOR SITE DEVELOPMENT PERMIT
772 SOUTH DORA STREET
(APN 001-313-11); FILE NO. 21-6738
The following Conditions of Approval shall be made a permanent part of the Major Use Permit
and Major Site Development Permit, shall remain in force regardless of property ownership, and
shall be implemented in order for this entitlement to remain valid.
Project Description. An application was received from Ron Verdier, for approval of a Major Use
Permit and Major Site Development Permit to allow a 1,553 sf addition to an existing dental office
building. The project would also comprise the following.
• 1,553 sf addition to existing 2,122 sf building;
• Matching colors and materials to existing structure
• Existing trees to remain
• Existing sign to be relocated
• Accessible entrances to be installed at front and side of building
• Eight (8) standard parking spaces, with one (1) Accessible parking space
• Two 5-space bicycle rack, for a total of ten bicycle spaces
• Requests relief from parking requirements
The following Conditions of Approval apply to the project.
City of Ukiah Special Conditions
1. In the event that prehistoric archaeological features such as a concentration of flaked
stone artifacts, or culturally modified soil (midden) or dietary shell are encountered at any
time during preparatory grading or underground excavation to remove existing structures,
all work should be halted in the vicinity of the discovery. A qualified archaeologist should
be contacted immediately to make an evaluation and determine if the discovered material
represents a definite cultural resource. If it is determined that a potentially significant
feature has been revealed, a temporary suspension of earth disturbing activities should
be enforced until an appropriate mitigation program can be developed and implemented
to satisfy the Community Development Department - Planning Division. An archaeological
monitor shall observe all further work during construction activities that are located within
or near an archaeological site area, and formal tribal consultation may be required.
City of Ukiah Standard Conditions
2. This approval is not effective until the 10-day appeal period applicable to this Major Use
Permit/Site Development Permit has expired without the filing of a timely appeal. If a timely
appeal is filed, the project is subject to the outcome of the appeal and shall be revised as
necessary to comply with any modifications, conditions, or requirements that were
imposed as part of the appeal.
Page 21 of 127
Draft Conditions of Approval
Khoury Dental Office Addition | MaUP/SDP
772 South Dora Street; APN 001-313-11
File No. 21-6738
2
3. All fees associated with the project planning permits and approvals shall be paid in full
prior to occupancy.
4. As outlined in Article 20, Administrational and Procedures, of the Zoning Code this
planning permit may be revoked through the City’s revocation process if the approved
project related to this Permit is not conducted in compliance with these stipulations and
conditions of approval; or if the project is not established within two years of the effective
date of this approval; or if the established use for which the permit was granted has ceased
or has been suspended for 24 consecutive months.
5. All Conditions of Approval shall be printed on all sets of building permit project plans
pertaining to any site preparation work or construction associated with the development
of the project and ancillary site improvements approved by the Site Development Permit.
6. All use, construction and the location thereof, or occupancy, shall conform to the
application and to any supporting documents submitted therewith, including any maps,
sketches, or plot plans accompanying the application or submitted by applicant in support
thereof.
7. Any construction shall comply with the "Standard Specifications" for such type of
construction now existing or which may hereafter be promulgated by the Public Works
Department - Engineering Department of the City of Ukiah; except where higher standards
are imposed by law, rule, or regulation or by action of the Planning Commission such
standards shall be met.
8. Building permits shall be issued within two years after the effective date of the Site
Development Permit, or same shall be null and void.
9. In addition to any particular condition which might be imposed; any construction shall
comply with all building, fire, electric, plumbing, occupancy, and structural laws, rules,
regulations, and ordinances in effect at the time the Building Permit is approved and
issued.
Department of Public Works
10. All work within the public right-of-way shall be performed by a licensed and properly
insured contractor. The contractor shall obtain an encroachment permit for work within
this area or otherwise affecting this area. Encroachment permit fee shall be $45 plus 3%
of estimated construction costs.
11. Applicable City water and sewer connection fees shall be paid at the time of building permit
issuance.
12. All driveway and parking areas shall be paved with asphaltic concrete, concrete, or other
alternative surfacing, subject to approval by the City Engineer.
Electric Utility Department
13. Developer will need to provide EUSERC approved electrical equipment that is to be used
on this project, before any Main Switchgear/Service Panels are purchased for the
proposed project.
14. Prior to beginning any work on the electric panel, Permittee must contact the Electric Utility
Department, at (707) 467-5775, if electric panel is intended to be relocated, upgraded in
size, or set to become an underground feed.
Page 22 of 127
Draft Conditions of Approval
Khoury Dental Office Addition | MaUP/SDP
772 South Dora Street; APN 001-313-11
File No. 21-6738
3
15. Developer shall incur all costs of project, to include labor, materials, and equipment.
16. Permittee shall contact the Electric Utility Department, at (707) 467-5775, for any future
disconnect.
Building Division
17. A permit will be required for T.I. (Tenant Improvements). Please submit plans, building permit
application, and hardship form see links below. Please submit four complete plan sets, two
wet stamped and signed.
18. The design and construction of all site alterations shall comply with the 2019 California
Building Code, 2019 Plumbing Code, 2019 Electrical Code, 2019 California Mechanical Code,
2019 California Fire Code, 2019 California Energy Code, 2019 Title 24 California Energy
Efficiency Standards, 2019 California Green Building Standards Code and City of Ukiah
Ordinances and Amendments.
Page 23 of 127
PROJECT REVIEW REFERRAL
Please provide comments by: January 19, 2022
The City of Ukiah Community Development Department is soliciting input on the project described below for
use in the staff analysis, CEQA document, and public hearing documents. Please identify any questions you
have or missing information you need to complete your review, as well as suggested Conditions of Approval.
Please indicate whether you have comments and sign and date below. Return this Project Referral Form by the date
noted above to the Project Planner listed.
Name and Affiliation/Department (please print) _____________________________________________________
☐ No Comment
☐ Comments / Conditions of Approval Attached
TO:
City Planning Director Mendocino County Planning and Building
X City Building Official Mendocino County Surveyor/Assessor
X City Public Works Dept. Mendocino Transit Authority
X Ukiah Valley Fire Authority US Army Corps of Engineers
X City Police Dept. Captain Regional Water Quality Control Board
City Police Dept. Community Service Officer CA Dept. of Fish and Wildlife
X City Electric Utility Dept. CA Dept. of Transportation
Ukiah Municipal Airport Operations Manager Sonoma State Northwest Information Center
Airport Land Use Commission AT & T
Mendocino County Air Quality PG & E (gas)
Mendocino County Environmental Health PG & E (Land Rights)
Military Review-Large Development Projects
FROM PROJECT PLANNER: Mireya G. Turner, Planning Manager
PROJECT INFORMATION:
Project Name & Permit #: Khoury Dental Addition, #21-6738
Site Address & APN: 772 S. Dora St.; APN 001-313-11
General Plan: Commercial
Zoning: “CN” Neighborhood Commercial
Airport Compatibility Zone: Other Airport Environs
Date Filed: 12/16/2021
Resubmittal: N/A
Date Referred: 1/5/2022
Prev. Projects on Site (include file #) N/A
Applicant/Agent Name: Ron Verdier, Architect
Phone: 707-489-1491
Email: vas@pacific.net
Project Summary: The Applicant proposes a 1,553 sf addition to the existing 2,122 sf building. The addition will
be located in the southwest section of this corner parcel and will be visible from Pomolita Dr. The addition is to
increase the number of treatment rooms at the existing dental practice, and enclose the front entry. The Applicant
also requests relief from parking requirements and maximum lot coverage.
ATTACHMENT 4
Page 24 of 127
Signature Date
Comments / Conditions of Approval:
Page 25 of 127
1
Mireya Turner
From:Jason Benson
Sent:Tuesday, January 11, 2022 9:49 AM
To:Mireya Turner
Cc:Tim Eriksen; Daniel Flores
Subject:RE: Request for review of proposed demolition - 1102 & 1104 S. State St. - REVISED
Mireya –
Public Works has reviewed this project and have no comments.
Jason Benson, PE
Public Works – Senior Engineer
C: (707)510-5485
From: Mireya Turner
Sent: Wednesday, January 5, 2022 2:08 PM
To: Matthew Keizer <mkeizer@cityofukiah.com>; Tim Eriksen <teriksen@cityofukiah.com>; Jason Benson
<jbenson@cityofukiah.com>; Ian Broeske <ibroeske@cityofukiah.onmicrosoft.com>; Noble Waidelich
<nwaidelich@cityofukiah.com>; Cedric Crook <ccrook@cityofukiah.com>; Scott Bozzoli <sbozzoli@cityofukiah.com>;
Sonu Upadhyay <supadhyay@cityofukiah.com>; Mendocino County Air Quality Mgmt District
<mcaqmd@mendocinocounty.org>; Alyssa Ballard <mendocinocountyhistory@gmail.com>
Subject: Request for review of proposed demolition ‐ 1102 & 1104 S. State St. ‐ REVISED
My apologies. The referral pdf I just sent contained pages related to a different demolition review request. Attached
please find the much shorter, corrected version. I apologize for any inconvenience.
Cordially,
Mireya G. Turner, MPA (she, her)
Planning Manager
Department of Community Development
300 Seminary Avenue, Ukiah, CA 95482
P: 707.463.6203
www.cityofukiah.com/community-development
Page 26 of 127
Page 27 of 127
Page 28 of 127
1
Mireya Turner
From:Matthew Keizer
Sent:Monday, February 7, 2022 12:28 PM
To:Mireya Turner
Subject:Re: Looking for comments for Khoury
Hey sorry
Just put in standard building comments please.
Need a permit
2019 codes
Thank you
Sent from my iPhone
On Feb 7, 2022, at 10:31 AM, Mireya Turner <mturner@cityofukiah.com> wrote:
Hi Matt,
Would you please send me your comments for the Khoury Dental Office Addition project? I am working
on the Staff Report now.
Thank you very much.
Cordially,
<image001.png>
Mireya G. Turner, MPA (she, her)
Planning Manager
Department of Community Development
300 Seminary Avenue, Ukiah, CA 95482
P: 707.463.6203
www.cityofukiah.com/community-development
<772 S Dora St_Khoury Dental Addn_Referral.pdf>
Page 29 of 127
Page 1 of 2
CITY OF UKIAH
DESIGN REVIEW BOARD SPECIAL MEETING MINUTES
Held remotely via Zoom
January 27, 2022
3:00 p.m.
1.CALL TO ORDER
Chair Liden called the Design Review Board meeting to order at 3:08 p.m.
Chair Tom Liden presiding.
2.ROLL CALL Present:Members Meaux, Hawkes, Morrow, and
Chair Liden
Absent: None
Staff Present: Neil Davis, Community Services Director
Mireya Turner, Planning Manager
Jesse Davis Planning Manager
Others Present: Kevin Doble
John Goldman
Jason Bisho
Jeff Fowler
Steve Hunnicut
Ron Verdier
3.CORRESPONDENCE
No correspondence was received.
4.APPROVAL OF MINUTES
a.Approval of Draft Minutes of the November 8, 2021 Special Meeting
Motion/Second Morrow/Hawkes to approve the November 8, 2021 Special Meeting
Minutes, as submitted. Motion carried by a unanimous voice vote.
b.Approval of Draft Minutes of the December 8, 2021 Special Meeting
Motion/Second Morrow/Hawkes to approve the December 8, 2021 Special Meeting
Minutes, as submitted. Motion carried by a unanimous voice vote.
5.COMMENTS FROM AUDIENCE ON NON-AGENDA ITEMS
None
6.NEW BUSINESS
6a. Review and Recommendation Regarding Offer of Public Artwork to be Located at
the Alex Thomas Plaza, 310 South State Street (APN 002-265-09).
Planning Manager Mireya Turner presented the project.
ATTACHMENT 5
Page 30 of 127
Page 2 of 2
Chair Liden opened the item for public comment at 3:15 p.m. No one was present
wishing to speak and Chair Liden closed the public comment
Motion/Second Morrow/Meaux made a motion to recommend approval of the project to
the Planning Commission, as presented.
The motion was passed by roll call vote (4 ayes).
6b. Review and Recommendation for a Major Use Permit to Allow Phased Development
of 1117 Commerce Drive (Project Site). Phase 1 Facilitates Construction of a 7,773
sf Concrete Masonry Structure for the Repair, Maintenance, Cleaning, and Detailing
of Automobiles Exclusively Associated with Fowler Automotive; and Continued Use
of the Project Site for Automotive Inventory Storage, as well as the Non-Conforming
Structure; APN 180-070-03; File No. 20-5874
Planning Manager Jesse Davis presented the project.
Chair Liden opened the item for public comment at 3:28 p.m. Kevin Doble, Jeff
Fowler, Steve Hunnicut, and Jason Bisho spoke. Noone else was present wishing
to speak and Chair Liden closed the public comment at 3:36 p.m.
Motion/Second Morrow/Meaux made a motion to recommend approval of the project to
the Planning Commission, with the substitution of Valley Oak for the new trees.
The motion was passed by roll call vote (4 ayes).
6c. Review and Recommendation to the Planning Commission for a Major Use and Site
Development Permit to Allow for Construction of an Addition to an Existing Dental
Office Building; 772 South Dora Street; APN 001-313-11; File No. 21-6738
Planning Manager Mireya Turner presented the project.
Chair Liden opened the item for public comment at 4:02 p.m. and Ron Verdier spoke.
No one else was present wishing to speak and Chair Liden closed the public
comment at 4:07 p.m.
Motion/Second Hawkes/Morrow made a motion to recommend approval of the project to
the Planning Commission, as presented.
The motion was passed by roll call vote (3 ayes, Member Meaux ABSTAIN).
7. MATTERS FROM THE BOARD
None
8. MATTERS FROM STAFF
9. ADJOURNMENT
There being no further business, the meeting adjourned at 4:12 p.m.
Page 31 of 127
AGENDA ITEM NO. 13a.
Department of Community Development
Planning Division
300 Seminary Ave.
Ukiah, CA 95482
DATE: March 1, 2022
TO: Planning Commission
FROM: Craig Schlatter, Director of Community Development
SUBJECT: 13a. Unfinished Business – Bi-Annual Status Update and Report Regarding
Community Center and Winter Homeless Shelter at 1045 South State Street
____________________________________________________________________________
Background:
On July 26, 2017, the City of Ukiah Planning Commission adopted findings that conditionally
approved a Major Use Permit and Site Development Permit to allow for the establishment and
operation of a Community Center and Winter Homeless Shelter, the Building Bridges – Homeless
Resource Center (“B2”) at 1045 South State Street. As part of the Conditions of Approval,
Community Development Department Condition #15 required the following:
15. The Director of Community Development and Planning shall report to the Planning
Commission once every six months during the first two years of the shelter operation. The
Director’s report shall include a record of any complaints received from the public or shelter
occupants and an assessment on the most effective ways to modify the [Program] plan to
address valid complaints.
Over the course of the last two years, the Community Development Director has presented four
bi-annual reports to the Planning Commission in accordance with condition #15:
Report #1 - February 26, 2020,
Report #2 - October 14, 2020,
Report #3 - April 14, 2021, and
Report #4 - September 22, 2021.
All four of the aforementioned reports are included as Attachment 1 to this Staff Report. As of
September 22, 2021, the reporting requirements per condition of approval #15 were technically
satisfied. Additionally, with the passage of AB 101 and the City Council’s adoption of related
amendments into the City’s zoning code on September 1, 2021, low-barrier navigation centers
such as RCS’s B2 facility are no longer subject to use permit requirements. However, given the
successful collaborative history between City and RCS staff in addressing community impacts,
the City requested and RCS agreed to continue reports for the foreseeable future.
Discussion:
In preparing this August 6, 2021 – February 6, 2022 report (#5), the Community Development
Director collected, reviewed, and analyzed information from the following sources:
Page 32 of 127
2
Complaints received from the public by the Department and City Manager’s Office;
Virtual meeting with members of RCS’s executive staff and on-site manager, the Ukiah
Police Department (UPD) Chief, and the Ukiah Valley Fire Authority (UVFA) Chief on
Wednesday, February 23, 2022; and subsequent email correspondence with B2 on-site
manager on March 1, 2022;
Number and types of police calls received from August 6, 2021 – February 6, 2022
(Attachment 2);
Number of calls for service for UVFA at the B2 location;
Updated B2 Manual January 2022 (Attachment 3); and
B2 2021 annual report submitted by RCS (Attachment 4).
Details and analysis are below.
1. Complaints received from Public
Zero (0) complaints were received from the public during the period 8/6/21 – 2/6/22.
2. Report of Police Activity
60 calls for police service at 1045 S State St were made during the period 8/6/21 – 2/6/22. This
compares to 69 in report #4, 135 in report #3, 189 in report #2, and 131 in report #1.
3. Report of Fire/Emergency Medical Services Calls
The UVFA Chief reported 21 calls for Fire/EMS services at 1045 S State St during the 8/6/21 –
2/6/22 period. This compares to 10 calls in report #4 and 35 calls in report #3.
4. Virtual City-RCS Meeting: City Assessment and RCS Responses
City staff from the Community Development Department, Ukiah Police Department, and Ukiah
Valley Fire Authority met virtually with executive staff of RCS and the Building Bridges
Homelessness & Housing Support Manager on February 23, 2022. There was productive
discussion related to 1-3 above. Additionally, RCS provided the following information related to
program changes within the B2 manual. Please note the below information is taken directly from
an email received from the B2 Homelessness & Housing Support Manager on March 1, 2022.
Program changes reflected in B2 Manual (Attachment 3):
Updated hours of operation:
o The day portion of B2 is open to the public when there are sufficient staffing levels
to support guests with accessing services safely. Hours of public operation can
vary depending on these staffing levels, but will occur between the hours of 9:00am
and 6:00pm.
o The emergency shelter is open 7 days/nights a week and accessible to shelter
guests 24 hours a day as long as staffing levels are sufficient to maintain safety.
The shelter will be open year-round as long as funds are available to support safe
operations. If funds are not available to support year-round operations, B2 will
prioritize keeping the shelter open during the winter/spring months of November—
April.
Public community forums changed to quarterly after discussion with the B2 Stakeholder
Council.
Page 33 of 127
3
Discharge: Involuntary policy revised to provide guidance on what kinds of incidents could
lead to a guest being denied services at B2, when to create a behavior contract with a
guest, etc.
Parking Log Use policy updated to provide details restricting vehicle repair work and
making it clear that vehicles that do not operate could be towed.
Added addendum with Details on Services Provided. This document gives information on
how people can access the various services B2 offers (shelter, showers, housing
navigation, etc.).
An updated B2 Program Manual is included with this report (Attachment 3). RCS also submitted
a copy of their 2021 Annual Report (Attachment 4).
5. Conclusion
Operational changes and enhancements put in place by RCS B2 since report #2 continue to
reduce impacts to public safety professionals and the surrounding neighborhood. Both RCS staff
and public safety staff have commented on their improved working relationship and partnership
over the last two years.
6. Staff Recommendations
Staff recommends Planning Commission receive this status update and report and discuss any
questions related to its content and provided statistics.
Page 34 of 127
AGENDA ITEM NO. 13a.
Department of Community Development
Planning Division
300 Seminary Ave.
Ukiah, CA 95482
DATE: February 19, 2020
TO: Planning Commission
FROM: Craig Schlatter, Director of Community Development
SUBJECT: 13a. Unfinished Business – 6-Month Report Regarding Community Center
and Winter Homeless Shelter at 1045 South State Street
____________________________________________________________________________
Background:
On July 26, 2017, Planning Commission adopted findings conditionally approving a Major Use
Permit and Site Development Permit to allow a Community Center and Winter Homeless
Shelter at 1045 South State Street, for the applicant Redwood Community Services (RCS). As
part of the Conditions of Approval, Planning [Community Development] Department Condition
#15 required the following:
15. The Director of Community Development and Planning shall report to the Planning
Commission once every six months during the first two years of the shelter operation. The
Director’s report shall include a record of any complaints received from the public or shelter
occupants and an assessment on the most effective ways to modify the [Program] plan to
address valid complaints.
Given that the approval was for both the Community Center and Winter Homeless Shelter, and
the entirety of the project did not receive a Certificate of Occupancy until August 6, 2019, the
Director assessed the start of this reporting period as six months after August 6, 2019, or
February 6, 2020. This makes the earliest meeting date upon which a report shall be given to
the Planning Commission as February 26, 2020.
Discussion:
In preparing this report, the Community Development Director collected, reviewed, and
analyzed information from the following sources:
Site visit at 1045 South State Street on Tuesday, February 18, 2020
Meeting with members of RCS’s executive staff and on-site facility supervisor and RCS’s
general contractor on Tuesday, February 18, 2020
Major Use Permit/Site Development Permit Conditions of Approval (Attachment 1)
Building Bridges B2 Data Report (Attachment 2)
Number and type of police calls received from January 1, 2019 – January 1, 2020
During this 6-month period, the Community Development Department recorded no complaints
received from the public or shelter occupants. Because no complaints were received, no
modification of the plan is necessary.
Attachment 1
Page 35 of 127
2
Although no modification to the plan is necessary, staff of RCS have stated they are continuing
to make improvements to operations in order to minimize impacts to the surrounding
neighborhood.
Recommendation: Staff recommends Planning Commission receive the report and provide
additional feedback as necessary.
Page 36 of 127
Attachment 1Page 37 of 127
Page 38 of 127
Page 39 of 127
Page 40 of 127
Page 41 of 127
2774 total visits in December!
August visits: 1551 September visits: 2127
October visits: 2543 November visits: 2961
Building Bridges Homeless Resource Center
December 2019 Utilization
1148 December showers
Average 37/day (Nov. average = 42/day)
1013 December laundry loads!
Average 33/day (Nov. average = 27/day)
96 individuals provided shelter
for a total of 1463 bed-nights
41 exits over the month. Of those:
5 exits to permanent housing 2 exits to short-term stable locations
41 exits to the street/unknown
Much gratitude to MCAVHN, Manzanita, RQMC (Whole Person Care), Adventist Health Ukiah Valley (COMPASS),
Project Sanctuary, Legal Services of Northern California, Hillside Health Center, Volunteers (mostly B2 guests!), &
Redwood Community Services for working together to provide a variety of excellent services to the guests of B 2!
Day Center: Open 7 days a week, from 9am – 6pm
Inland Winter Shelter: Open 7 days a week, from 6pm – 9am
1045 South State Street, Ukiah; 707-234-3270
91
86
12
87
97
89
107 103
63
77
91
97
105
87 86
95 92
100
89
78
104
85
79
89 92
104 106 106
91 88
98
42
36
5
30
45
29
62
49
39 38 41
31
40
29
40
34
40
35
46
28
44
38 36
47
39 41
30
35 37
28
343129
5
32 35
27
38
33 33 35
45
38
33
27
34 30 32 36 37
23 21
31 33
39 40
28
41
31
44 48
24
0
20
40
60
80
100
120
Day Center Daily Counts
Guests Showers Laundry
Week 2: 12/8—12/14 Week 3: 12/15—12/21 Week 4: 12/22—12/28
AVERAGE 89 GUESTS/DAY
Week 1: 12/1—12/7
• 167 people
screened since
shelter opened
• Average 7
turned away
per night5
1%
7%
32%
45%
14%
Shelter Guest Age
0-17 18-25 26-40 41-60 61+
Female,
38%
Male,
61%
Trans/GNC,
1%
Gender
Attachment 2
Page 42 of 127
Building Bridges Day Center Calendar: January 2020
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
EVERY DAY HOURS COLOR KEY 1 2 3 4
Shelter Screening
11am-4pm
Laundry
9:30am-3:30pm
Showers
9:30am-3:30pm
Family Only
Showers
3:30-4:30pm
Computers
9am-5:30pm
Day Center:
7 days/week
9am – 5:45pm
Inland Winter
Shelter:
Nov – April
7 days/week
6pm – 8:45am
•Manzanita
•Adventist Health
(AHUV)
•Legal Services of
Northern
California (LSNC)
•Hillside Health
Center
•MCAVHN
•RCS
HAPPY
2020!!
Movies &
Games!
Manzanita:
Housing
Navigation
10:30am-1:30pm
AHUV:
COMPASS Clinic
12:30 – 2pm
Community Forum
4:30-6pm
MCAVHN
Harm Reduction
Outreach
9am-12pm
Hillside:
Housing
Navigation
1pm – 3pm
Movies &
Games!
5 6 7 8 9 10 11
Movies &
Games!
HOUSE MEETING
9am
Manzanita:
Housing
Navigation
9:30am–11am
MCAVHN
Housing
Navigation
2pm – 4pm
Hillside:
Primary Care
Outreach
9:30 – 11:30am
RCS:
Housing
Navigation
10am—1pm
Manzanita:
Housing
Navigation
10:30am-1:30pm
AHUV:
COMPASS Clinic
12:30 – 2pm
MCAVHN
Harm Reduction
Outreach
9am-12pm
Hillside:
Housing
Navigation
1pm – 3pm
Movies &
Games!
12 13 14 15 16 17 18
Movies &
Games!
Manzanita:
Housing
Navigation
9:30am–11am
MCAVHN
Housing
Navigation
2pm – 4pm
HOUSE MEETING
4pm
Hillside:
Primary Care
Outreach
9:30 – 11:30am
LSNC:
Legal Assistance
2pm – 4pm
Laundry closes at
1pm; Showers
close at 2:30pm
RCS:
Housing
Navigation
10am—1pm
Manzanita:
Housing
Navigation
10:30am-1:30pm
AHUV:
COMPASS Clinic
12:30 – 2pm
MCAVHN
Harm Reduction
Outreach
9am-12pm
Hillside:
Housing
Navigation
1pm – 3pm
Movies &
Games!
19 20 21 22 23 24 25
Movies &
Games!
HOUSE MEETING
9am
Manzanita:
Housing
Navigation
9:30am–11am
MCAVHN
Housing
Navigation
2pm – 4pm
Hillside:
Primary Care
Outreach
9:30 – 11:30am
RCS:
Housing
Navigation
10am—1pm
Manzanita:
Housing
Navigation
10:30am-1:30pm
AHUV:
COMPASS Clinic
12:30 – 2pm
MCAVHN
Harm Reduction
Outreach
9am-12pm
Hillside:
Housing
Navigation
1pm – 3pm
Movies &
Games!
26 27 28 29 30 31 SOCIAL
Movies &
Games!
HOUSE MEETING
9am
Manzanita:
Housing
Navigation
9:30am–11am
MCAVHN
Housing
Navigation
2pm – 4pm
Hillside:
Primary Care
Outreach
9:30 – 11:30am
LSNC:
Legal Assistance
2pm – 4pm
RCS:
Housing
Navigation
10am—1pm
Manzanita:
Housing
Navigation
10:30am-1:30pm
AHUV:
COMPASS Clinic
12:30 – 2pm
MCAVHN
Harm Reduction
Outreach
9am-12pm
Hillside:
Housing
Navigation
1pm – 3pm
Check us
out on
Facebook!
@Redwood
Community
Services
Page 43 of 127
Foster Family Agency | Behavioral Health Services | Family Social Services | Skill Building & Empowerment Services
Crisis Response Services | Transitional Services | Residential Services | Homeless Services |Substance Use Services
Mailing Address: PO Box 2077, Ukiah Ca 95482 | Administrative Office: 707-467-2010 | Administrative Fax: 707-462-6994
Building Bridges Inland Winter Shelter
Mental Health & Substance Use Data
November 2019
•Total of 95 individuals accessed the shelter during November 2019
•39% of those are currently or were previously engaged in mental health services
2018—2019 Winter:
•Total of 244 individuals accessed the shelter between November 2018 —April 2019
•43% report substance use challenges
•66% report mental illness
•43% currently or were previously engaged in mental health services
2017—2018 Winter:
•Total of 211 individuals accessed the shelter between November 2017 —April 2018
•37% were engaged in mental health services at the time they stayed at the shelter
Page 44 of 127
Foster Family Agency | Behavioral Health Services | Family Social Services | Skill Building & Empowerment Services
Crisis Response Services | Transitional Services | Residential Services | Homeless Services |Substance Use Services
Mailing Address: PO Box 2077, Ukiah Ca 95482 | Administrative Office: 707-467-2010 | Administrative Fax: 707-462-6994
Inland Winter Shelter
November 2018 – April 2019 Report
142
20
83
Gender
Male Not collected Female
14%
78%
8%
Ethnicity
Hispanic Latinx
Not Hispanic/Latinx
Not collected
74%4%
14%
7%8%
Race
White
Black
Native American/Alaskan Native
Other
Not collected
6%10%
26%
39%
12%7%
Age
0-17 18-25
26-40 41-59
60+Not collected
6%
Yes
82%
No
12%not
collected
Veteran
244 unduplicated
individuals
provided with
shelter!
73%
Yes
17%
No
10%not
collected
Disabled
7%
Yes
71%
No
2%
refused
20% not
collected
LGBTQIA+
80 82
3 6 6 10 9 7 4 10 12 12
0
20
40
60
80
100
Last Exit Destination
Page 45 of 127
AGENDA ITEM NO. 13a.
Department of Community Development
Planning Division
300 Seminary Ave.
Ukiah, CA 95482
DATE: October 7, 2020
TO: Planning Commission
FROM: Craig Schlatter, Director of Community Development
SUBJECT: 13a. Unfinished Business – Second 6-Month Report Regarding Community
Center and Winter Homeless Shelter at 1045 South State Street
____________________________________________________________________________
Background:
On July 26, 2017, Planning Commission adopted findings conditionally approving a Major Use
Permit and Site Development Permit to allow a Community Center and Winter Homeless
Shelter at 1045 South State Street, for the applicant Redwood Community Services (RCS). As
part of the Conditions of Approval, Planning [Community Development] Department Condition
#15 required the following:
15. The Director of Community Development and Planning shall report to the Planning
Commission once every six months during the first two years of the shelter operation. The
Director’s report shall include a record of any complaints received from the public or shelter
occupants and an assessment on the most effective ways to modify the [Program] plan to
address valid complaints.
The Community Development Director presented the first six-month report to the Planning
Commission on February 26, 2020 (see Attachment 1). No complaints had been recorded by
the Community Development Department (“Department”) within the first six months of operation
of the Building Bridges (“B2”) Community Center and Winter Shelter. Because no complaints
were received, no modification of the plan was recommended. The Planning Commission
received the report, with discussion related to how complaints were received, possible fencing
on 1045 S State St between neighboring properties, and trash pickup. Public comment was
provided by a neighboring property owner and RCS staff.
Shortly after the report was presented to the Planning Commission and due to concerns about
possible increases in police activity the City Manager’s Office requested the Department report
on police activity in future Planning Commission reports for B2. The City Manager’s Office also
requested notification to the Office of future Planning Commission report dates (the City
Manager’s Office, including the Clerk, sometimes receives complaints from the public and
wanted to be sure these complaints were recorded).
Discussion:
In preparing this report, the Community Development Director collected, reviewed, and
analyzed information from the following sources:
Complaints received from the public by the Department and City Manager’s Office
Page 46 of 127
2
Virtual meeting with members of RCS’s executive staff and on-site manager and the Ukiah
Police Department (UPD) Chief of Police and officers Thursday, October 1, 2020; and
subsequent email correspondence with the B2 on-site manager
“Windshield” site visit conducted on Wednesday, October 7, 2020
Major Use Permit/Site Development Permit Conditions of Approval for 1045 S State St
Number and type of police calls received from February 6, 2020 to August 6, 2020; and
three years’ comparison of police activity data (Attachment 2)
B2 Program Manual, last updated in February 2020 (Attachment 3)
Details and analysis are below.
1. Complaints received from Public
A total of eight complaints were received from the public during the period 2/6/20 – 8/6/20. Two
additional complaints were received in September. All complaints were received from the same
individual. The complaints ranged from concerns about B2 homeless persons (“guests”) not
observing the COVID-19 health orders related to facial coverings and social distancing, to
disputes among guests, noise, and alcohol usage.
2. Report of Police Activity
189 calls for police service at 1045 S State St were made during the period 2/6/20 – 8/6/20. This
compares to 131 in the previous six months, representing an approximately 40% increase in
police activity for the period.
3. Building Bridges Program Manual
Between the complaints received from the public and the police activity reports, areas of the B2
Program Manual that were analyzed for possible modification and discussed with RCS staff on
October 1, 2020 included the following:
Page 26, f.1. Community Council- is the Community Council still meeting?
Page 27, 3. Being Good Neighbors- is the daily tour of the neighborhood still occurring?
Pages 31-32- with the report of the increase in police activity, do changes need to be made
to the Guest Code of Conduct (VIII), Guest Responsibilities (IX), and/or Guest Personal
Rights (X) sections of the Program Manual?
Page 33, section XI- has RCS altered its operational plan at B2 during the previous six
months? City staff reminded RCS staff that because the RCS B2 Program Manual is part of
the Use Permit’s Conditions of Approval (#7), “No changes may be made that contradict or
conflict with the parameters outlined in the use permit issued by the City of Ukiah without
receiving approval from the Zoning Administrator utilizing the same review procedures as a
Use Permit.”
Page 35, d. Cooperation with the City of Ukiah- the City was receiving performance reports
from RCS for the first six months of operation, but these stopped during the recent period.
When will RCS begin generating these reports again?
Page 44, v. Security & Safety- are any changes needed to this section to address the
increase in police activity?
Page 44, v.2. Daytime Measures- this section requires B2 to keep a log of daily staff patrols
of the facility, for “enhancing safety in the immediate vicinity, preventing and controlling
issues of loitering, unauthorized parking of guest vehicles, abandoned property, shopping
carts, and addressing other issues as needed.” Could the City review these logs?
Page 47 of 127
3
4. Virtual City-RCS Meeting: Areas of Concern Assessment and RCS Responses
City staff from the Community Development Department and Ukiah Police Department met
virtually with executive staff of RCS and the Building Bridges Homelessness & Housing Support
Manager on October 1, 2020. There was productive discussion related to 1-3 above, as well as
an assessment and identification of possible solutions to address valid complaints. Areas of
concern from #3 (above) and summaries of RCS responses to those concerns are below.
Page 26, f.1. Community Council- is the Community Council still meeting?
o RCS response: the Community Council had stopped meeting over the last few
months but RCS “is fully committed to continuing this Council and engaging with
community partners.” Going forward, the B2 Council will be meeting via Zoom on the
second Wednesday of each month, from 1:00 to 2:00 p.m.
Page 27, 3. Being Good Neighbors- is the daily tour of the neighborhood still occurring?
o RCS response: B2 staff continue to pick up trash and engage with guests who are
loitering, but in-person Community Forums were stopped due to the COVID-19
pandemic. Going forward, RCS B2 staff will be hosting a Community Forum via
Zoom on the fourth Wednesday of each month, 5:30-6:30 p.m. Feedback received
will be reviewed by the B2 Community Council.
Pages 31-32- with the report of the increase in police activity, do changes need to be made
to the Guest Code of Conduct (VIII), Guest Responsibilities (IX), and/or Guest Personal
Rights (X) sections of the Program Manual?
o RCS response: RCS is reviewing safety issues towards enhancing safety and
service outcomes. “The team at B2 were all new to the work when we opened a year
ago. They have had opportunities to practice the things they learn during trainings.”
“…and RCS is continuously exploring ways to increase employee skill sets and
ability to respond to different situations.”
Page 33, section XI- has RCS altered its operational plan at B2 during the previous six
month period?
o RCS response: RCS has made some changes to the way B2 is operated to
increase safety related to COVID-19. “These are temporary changes to comply with
the Mendocino County Public Health orders.” They are approved under the
temporary use permit granted by the City Manager during the COVID-19 emergency.
o “B2 Day Center is closed to the public (but still open to B2 Shelter guests) on the first
Monday and Tuesday of each month. This time is used to conduct a monthly deep
cleaning of the whole facility. This was initially started because of COVID-19.
However, it is a practice we would like to continue as it encourages the whole shelter
community to pitch in and keep their bed areas clean.”
o “The B2 Day Center was previously open to the public every day from 9 am to 6 pm,
with the Shelter opening at 6pm when the Day Center closes. This created a
situation where we have many opportunities for tension and conflict during the 6pm
transition time, with the B2 staff having to focus on getting all the Day Center guests
to leave the property and neighborhood at the same time they are also supposed to
be settling people into the shelter. We are now closing the Day Center to the public
at 4pm.”
Page 35, d. Cooperation with the City of Ukiah- the City was receiving performance reports
from RCS for the first six months of operation, but these stopped during the recent period.
When will RCS begin generating these reports again?
Page 48 of 127
4
o RCS response: “We had been doing monthly performance reports prior to COVID-
19 drastically shifting the way we operate and interfering with our ability to put out
cohesive performance reports. We did a presentation of the annual data from our
first year of operations at the July 2020 Mendocino County Homeless Services
Continuum of Care meeting and I’ve attached slides from that presentation”
(Attachment 4). “I have not had time to put it together into a more printable report
format, but this will at least give the City some good information.”
Page 44, v. Security & Safety- are any changes needed to this section to address the
increase in police activity?
o RCS response: See response related to Pages 31-32, above.
Page 44, v.2. Daytime Measures- this section requires B2 to keep a log of daily staff patrols
of the facility, for “enhancing safety in the immediate vicinity, preventing and controlling
issues of loitering, unauthorized parking of guest vehicles, abandoned property, shopping
carts, and addressing other issues as needed.” Could the City review these logs?
o RCS response: Incident logs and complaint logs were submitted to the City on
October 1.
Community Development Department staff have evaluated RCS’s three changes related to
Page 33, Section XI and determined all three to be minor changes that fulfill the intention of the
Conditions of Approval. Consequently, no further evaluation is deemed necessary related to
those three points.
Additionally, Department staff are satisfied that RCS staff reviewed and assessed complaints
and the number of police calls and are putting forward solutions to improve safety and other
areas of concern. These areas will be monitored over the next six-month period to evaluate the
success of identified solutions and make further adjustments as needed.
Recommendation:
Staff recommends Planning Commission receive the report and provide additional feedback as
necessary.
Page 49 of 127
AGENDA ITEM NO. 13a.
Department of Community Development
Planning Division
300 Seminary Ave.
Ukiah, CA 95482
DATE: March 18, 2021
TO: Planning Commission
FROM: Craig Schlatter, Director of Community Development
SUBJECT: 13a. Unfinished Business – Third 6-Month Report Regarding Community
Center and Winter Homeless Shelter at 1045 South State Street
____________________________________________________________________________
Background:
On July 26, 2017, Planning Commission adopted findings conditionally approving a Major Use
Permit and Site Development Permit to allow a Community Center and Winter Homeless
Shelter at 1045 South State Street, for the applicant Redwood Community Services (RCS). As
part of the Conditions of Approval, Community Development Department Condition #15 required
the following:
15. The Director of Community Development and Planning shall report to the Planning
Commission once every six months during the first two years of the shelter operation. The
Director’s report shall include a record of any complaints received from the public or shelter
occupants and an assessment on the most effective ways to modify the [Program] plan to
address valid complaints.
The Community Development Director presented the first six-month report to the Planning
Commission on February 26, 2020 (Attachment 1) and the second six-month report to the
Planning Commission on October 14, 2020 (Attachment 2). Shortly after the first report was
presented to the Planning Commission and due to concerns about possible increases in police
activity the City Manager’s Office requested the Department report on police activity in future
Planning Commission reports for B2. The City Manager’s Office also requested notification of
future Planning Commission report dates.
Although no (0) public complaints had been received during the first reporting period, August 6,
2019 – February 6, 2020, a total of eight (8) complaints were received during the second
reporting period, February 6, 2020 – August 6, 2020. Additionally, 189 police calls were reported
in the second reporting period compared to 131 in the first period.
Because of complaints received during the second reporting period and the increase in police
activity, and in accordance with Use Permit #15, Community Development staff analyzed the
RCS Building Bridges (“B2”) Program Manual for possible modification. To inform if
modifications were needed, City staff in the Police Department and Community Development
Department met with RCS staff on October 1, 2020 to discuss the questions in the Discussion
section below. These questions were established as the baseline for evaluating impacts related
to RCS B2 for future 6-month reports.
Page 50 of 127
2
Discussion:
In preparing this August 6, 2020 – February 6, 2021 report (#3 of 4), the Community
Development Director collected, reviewed, and analyzed information from the following sources:
Complaints received from the public by the Department and City Manager’s Office
Virtual meeting with members of RCS’s executive staff and on-site manager, the Ukiah
Police Department (UPD) Chief of Police and Captain, and the Ukiah Valley Fire Authority
(UVFA) Chief Thursday, March 11, 2021; and subsequent email correspondence with the
B2 on-site manager
Major Use Permit/Site Development Permit Conditions of Approval for 1045 S State St
Number and type of police calls received from August 6, 2020 to February 6, 2021
Number of calls for service for UVFA at the B2 location
B2 Program Manual, last updated in February 2020 (Attachment 3)
Details and analysis are below.
1. Complaints received from Public
No (0) complaints were received from the public during the period 8/6/20 – 2/6/21, excepting the
two complaints that were received in September 2020 and incorporated into the second report.
2. Report of Police Activity
135 calls for police service at 1045 S State St were made during the period 8/6/20 – 2/6/21 (see
Attachment 4). This compares to 189 in the previous six months and 131 in the first six months.
3. Report of Fire/Emergency Medical Services Calls
The Ukiah Valley Fire Authority Chief reported 35 calls for Fire/EMS services at 1045 S State St
during the period 8/6/20 – 2/6/21.
4. Building Bridges Program Manual
Baseline questions established during the second 6-month report for evaluation during future
reports, including this report, are listed below. These questions were presented to RCS staff
during the March 11, 2021 meeting and in a follow-up email to RCS staff dated March 11.
Page 26, Community Council- how frequently did the Community Council meet in the
previous 6-month period?
Page 27- Being Good Neighbors policy. Did B2 staff make it a daily practice to tour the
neighborhood, picking up litter and redirecting B2 guests who may be loitering?
Pages 31-32- police activity was down approximately 29% since the previous 6-month
period. Even with this trend downward, does RCS feel additional changes are needed to the
Guest Code of Conduct (VIII), Guest Responsibilities (IX), and/or Guest Personal Rights (X)
sections of the Program Manual?
Page 33, section XI- has RCS altered its permanent operational plan at B2 during the
previous six-month period? Please do not include emergency operational changes put in
place due to the COVID-19 pandemic.
Page 35, Cooperation with the City of Ukiah- would it be possible for the City to receive
performance reports every quarter?
Page 44, Security & Safety- are any changes needed to this section?
Page 51 of 127
3
Page 44, Daytime Measures- did RCS keep a daily log?
5. Virtual City-RCS Meeting: Areas of Concern Assessment and RCS Responses
City staff from the Community Development Department, Ukiah Police Department, and Ukiah
Valley Fire Authority met virtually with executive staff of RCS and the Building Bridges
Homelessness & Housing Support Manager on March 11, 2011. There was productive
discussion related to 1-4 above. Summaries of RCS responses to questions posed in Section
#4 above are below.
Page 26, Community Council- how frequently did the Community Council meet in the
previous 6-month period?
o RCS Response: “The B2 Council met 5 times between 8/6/20 and 2/6/21. The B2
Community Forum met 4 times between 8/6/20 and 2/6/21.”
Page 27- Being Good Neighbors policy. Did B2 staff make it a daily practice to tour the
neighborhood, picking up litter and redirecting B2 guests who may be loitering?
o RCS Response: “Yes, this continues to be a daily practice. Additionally, we have
been conducting a monthly event where we invite volunteers (anyone from the
community is welcome) to join B2 staff and guests with a more thorough
neighborhood cleanup. This is held on the second Saturday of each month, starting
at 9am. We are very grateful for those who have been joining us so far and are
excited to see more energy coming each time we do the event.”
Pages 31-32- police activity was down approximately 29% since the previous 6-month
period. Even with this trend downward, does RCS feel additional changes are needed to the
Guest Code of Conduct (VIII), Guest Responsibilities (IX), and/or Guest Personal Rights (X)
sections of the Program Manual?
o RCS Response: “…At this time, we do not want to make any additional changes to
the Program Manual or facility operations. Rather we want to see how the changes
we’ve already implemented continue to show improvement…”
Page 33, section XI- has RCS altered its permanent operational plan at B2 during the
previous six-month period? Please do not include emergency operational changes put in
place due to the COVID-19 pandemic.
o RCS Response: “RCS has not altered its permanent operational plan as of now. We
are working on updates to the Program Manual with the B2 Council and these will be
presented to the City Planning Department and Planning Commission prior to the
next 6-month review.”
Page 35, Cooperation with the City of Ukiah- would it be possible for the City to receive
performance reports every quarter?
o RCS Response: “Yes, RCS will provide the City with quarterly performance
reports.”
Page 44, Security & Safety- are any changes needed to this section?
o RCS Response: “Not at this time.”
Page 44, Daytime Measures- did RCS keep a daily log?
o RCS Response: “RCS keeps a daily logbook of activities, important information,
and notes on incidents. This logbook is shared between staff. We also keep a
separate log of incidents and complaints.”
Page 52 of 127
4
RCS also reported two new program enhancements that may lessen the impact to the
surrounding community, as well as providing educational information to neighborhood residents
and businesses about services. See below for a description from RCS staff of these two service
enhancements.
Taxi Program
From RCS staff: “RCS is striving to reduce utilization of the limited ambulance resources.
Building Bridges has received funding through HHSA and the Mendocino County Homeless
Services Continuum of Care (the ESG-Cares shelter funding). A small part of this funding is
being used to pay the taxi fare for non-life threatening medical emergencies. There are some
injuries and ailments that people want to go to the emergency room for, but do not require the
kind of immediate intervention that an ambulance and paramedics would provide. Building
Bridges is not able to provide people with transportation to the emergency room via company or
personal vehicles, so using a taxi is our way of getting people connected to the help they need
without tying up the community’s limited ambulance and paramedic services. We will be tracking
these taxi rides so we can report on how many ambulance calls we were able to avoid.”
Building Bridges Public Relations and Marketing Plan
From RCS staff: “It’s important to us that people in the community have information about what
it is that Building Bridges provides and who is accessing the resources available. We may be
doing a lot of great work and we may be exploring ways to improve, but if it isn’t shared out
people may not be aware of what we do. RCS will be sharing data and interesting information
relating to homelessness. Some of this data will be from Building Bridges, reporting on who we
are serving, how many people get housing, etc. And some of it will be from county, state, and
national sources, reporting on what other communities are seeing regarding homelessness and
on research being done. We also want to share information about what it means to be a low
barrier, Housing First facility and what that model looks like in action. We want to provide people
living on the street and in the shelter with a platform for sharing their stories and helping people
understand their perspective. Much of this sharing will be through the RCS Facebook page, so
watch that for updates. We are also using the RCS Facebook page to advertise the B2
Community Forum (second Wednesday of each month at 5:30pm via Zoom) and other activities
we invite the public to. We believe that homelessness will not be solved by one agency. It takes
the whole community coming together with a commitment to housing and aiding those who are
vulnerable living on the streets.”
Conclusion:
Department staff are satisfied that RCS staff reviewed and responded to complaints and police
activity information reported in the previous 6-month period. Solutions identified during this
previous 6-month period were deployed successfully and are having the intended impact- i.e. it
appears impacts to the surrounding neighborhood have been reduced and safety has improved.
These areas will continue to be monitored over the next six-month period to evaluate if future
adjustments are needed.
Recommendation:
Staff recommends Planning Commission receive the report and provide additional feedback as
necessary.
Page 53 of 127
AGENDA ITEM NO. 13a.
Department of Community Development
Planning Division
300 Seminary Ave.
Ukiah, CA 95482
DATE: September 17, 2021
TO: Planning Commission
FROM: Craig Schlatter, Director of Community Development
SUBJECT: 13a. Unfinished Business – Fourth 6-Month Report Regarding Community
Center and Winter Homeless Shelter at 1045 South State Street
____________________________________________________________________________
Background:
On July 26, 2017, Planning Commission adopted findings conditionally approving a Major Use
Permit and Site Development Permit to allow a Community Center and Winter Homeless
Shelter, Building Bridges (“B2”) at 1045 South State Street, for the applicant Redwood
Community Services (RCS). As part of the Conditions of Approval, Community Development
Department Condition #15 required the following:
15. The Director of Community Development and Planning shall report to the Planning
Commission once every six months during the first two years of the shelter operation. The
Director’s report shall include a record of any complaints received from the public or shelter
occupants and an assessment on the most effective ways to modify the [Program] plan to
address valid complaints.
Over the course of the last one and a half years, the Community Development Director has
presented three six-month reports to the Planning Commission in accordance with condition
#15: report #1 on February 26, 2020 (Attachment 1); report #2 on October 14, 2020 (Attachment
2), and report #3 on April 14, 2021 (Attachment 3). This report, report #4, represents the final
six-month report required as part of the Use Permit.
Shortly after the first report was presented to the Planning Commission and due to concerns
about possible increases in police activity the City Manager’s Office requested the Department
report on police activity in future Planning Commission reports for B2. Additionally, starting with
report #2, the City Manager’s Office requested information on the number of Fire and
Emergency Medical Services (EMS) calls made by and to the RCS B2 facility for the Ukiah
Valley Fire Authority.
Although no (0) public complaints had been received during the first reporting period, August 6,
2019 – February 6, 2020, a total of eight (8) complaints were received during the second
reporting period, February 6, 2020 – August 6, 2020. Additionally, 189 police calls were reported
in the second reporting period compared to 131 in the first period.
Because of the increase in both the number of complaints received during the second reporting
period and the number of calls for police services, and in accordance with Use Permit #15,
Community Development staff analyzed the RCS B2 Program Manual for possible modification.
Page 54 of 127
2
To inform if modifications were needed, City staff in the Police Department and Community
Development Department met with RCS staff for each of the last two reports to discuss the
questions in #4 of the Discussion section below. The Ukiah Valley Fire Authority has also
attended and provided information at these meetings. Questions in #4 below have been
established as the baseline for evaluating impacts related to RCS B2 for future 6-month reports.
For the third reporting period, August 6, 2020 – February 6, 2021, no (0) complaints were
received from the public or City Manager’s Office. 135 calls for police service were made during
the third reporting period, compared to 189 in the previous period. The Ukiah Valley Fire
Authority reported 35 calls for Fire/EMS services.
Discussion:
In preparing this February 6, 2021 – August 6, 2021 report (#4), the Community Development
Director collected, reviewed, and analyzed information from the following sources:
Complaints received from the public by the Department and City Manager’s Office
Virtual meeting with members of RCS’s executive staff and on-site manager, the Ukiah
Police Department (UPD) Captain, and the Ukiah Valley Fire Authority (UVFA) Chief
Tuesday, August 24, 2021; and subsequent email correspondence with B2 on-site manager
Major Use Permit/Site Development Permit Conditions of Approval for 1045 S State St
Number and type of police calls received from February 6, 2021 – August 6, 2021
(Attachment 4)
Quarterly reports submitted by RCS related to activity at B2 (Attachment 5)
Number of calls for service for UVFA at the B2 location
B2 Program Manual, last updated in February 2020 (Attachment 6)
Details and analysis are below.
1. Complaints received from Public
Two (2) complaints were received from the public during the period 2/6/21 – 8/6/21.
2. Report of Police Activity
69 calls for police service at 1045 S State St were made during the period 2/6/21 – 8/6/21. This
compares to 135 in the previous six months, 189 in report #2, and 131 in report #1.
3. Report of Fire/Emergency Medical Services Calls
The Ukiah Valley Fire Authority Chief reported 10 calls for Fire/EMS services at 1045 S State St
during the period 2/6/21 – 8/6/21. This compares to 35 calls in report #3.
4. Building Bridges Program Manual
Baseline questions established during the second 6-month report for evaluation during future
reports, including this report, are listed below. These questions were presented to RCS staff
during the August 24, 2021 meeting and in a follow-up email to RCS staff dated August 25.
Page 26, Community Council- how frequently did the Community Council meet in the
previous 6-month period?
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Page 27- Being Good Neighbors policy. Did B2 staff make it a daily practice to tour the
neighborhood, picking up litter and redirecting B2 guests who may be loitering?
Pages 31-32- police activity was down nearly 100% since the previous 6-month period.
Even with this trend downward, does RCS feel additional changes are needed to the Guest
Code of Conduct (VIII), Guest Responsibilities (IX), and/or Guest Personal Rights (X)
sections of the Program Manual?
Page 33, section XI- has RCS altered its permanent operational plan at B2 during the
previous six-month period? Please do not include emergency operational changes put in
place due to the COVID-19 pandemic.
Page 35, Cooperation with the City of Ukiah- is the City continuing to receive performance
reports every quarter?
Page 44, Security & Safety- are any changes needed to this section?
Page 44, Daytime Measures- did RCS keep a daily log?
5. Virtual City-RCS Meeting: City Assessment and RCS Responses
City staff from the Community Development Department, Ukiah Police Department, and Ukiah
Valley Fire Authority met virtually with executive staff of RCS and the Building Bridges
Homelessness & Housing Support Manager on August 24, 2021. There was productive
discussion related to 1-4 above. Summaries of RCS responses to questions posed in Section
#4 above are listed below.
Page 26, Community Council- did the Community Council meet in the previous 6-month
period?
o RCS Response: Yes. “The B2 Council met once a month, on the second
Wednesday of each month, during the period. A public forum was also held once a
month during the period.”
Page 27- Being Good Neighbors policy. Did B2 staff make it a daily practice to tour the
neighborhood, picking up litter and redirecting B2 guests who may be loitering?
o RCS Response: Yes- B2 staff monitor the neighborhood daily. RCS staff have also
built relationships with neighboring property owners.
Pages 31-32- police activity was down approximately 49% since the previous 6-month
period. Even with this continued trend downward, does RCS feel additional changes are
needed to the Guest Code of Conduct (VIII), Guest Responsibilities (IX), and/or Guest
Personal Rights (X) sections of the Program Manual?
o RCS Response: “No changes to these sections. RCS appreciates the relationship
and partnership that has developed between B2 and the Ukiah Police Department.
The measures that B2 has implemented to address and reduce conflict at the facility
have been effective in reducing calls to police. We will continue monitoring this
closely.”
Page 33, section XI- has RCS altered its permanent operational plan at B2 during the
previous six-month period? Please do not include emergency operational changes put in
place due to the COVID-19 pandemic.
o RCS Response: RCS has implemented changes in response to the COVID-19
pandemic but has not implemented changes related to the Use Permit.
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Page 35, Cooperation with the City of Ukiah- would it be possible for the City to receive
performance reports every quarter?
o RCS Response: “Yes. Two quarterly reports were provided to the City for the period
being reviewed.” Producing quarterly reports for the City is now standard practice
through RCS’s Quality Control Department.
Page 44, Security & Safety- are any changes needed to this section?
RCS Response: “RCS is exploring putting an automatic gate opener on the gate and
installing a gate where people can walk on to the facility grounds inside the fence. This
gate and the drive-in gate would be locked from the outside, but able to open
automatically when someone wants to exit the property. We would implement a practice
of guests who want to come in to the facility needing to buzz staff from the Gate and get
buzzed in or met at the gate. This would help staff more closely monitor who is on the
property and further prevent incidents of conflict and violence.”
Page 44, Daytime Measures- did RCS keep a daily log?
RCS Response: “Yes, this is part of our regular practice.”
RCS noted during the meeting that they planned to implement a Public Relations plan in the
future to continue to keep the community and surrounding neighborhood residents informed.
6. Conclusion
Operational changes and enhancements put in place by RCS B2 since report #2 appear to be
reducing both the number of service calls to the Ukiah Police Department and Ukiah Valley Fire
Authority and impacts to the surrounding neighborhood. Staff are satisfied that RCS staff
reviewed and responded to complaints and police/fire/EMS activity information reported in the
previous 6-month period.
Overall, since report #2 and evaluative metrics discussed with RCS, there has been a 63%
decrease in calls for police service and a 71% decrease in calls for fire/EMS services. Two
complaints related to the RCS B2 facility have been reported to the City in the last year of
operation. RCS staff have also implemented other programs such as the Taxi Program to
further offset impacts to public safety. Both RCS staff and public safety staff have commented
on their improved working relationship and partnership over the last year.
Report requirements under Use Permit condition #15 have been satisfied with the completion of
this report. However, given the relative success of these reports and meetings in reducing the
impacts to public safety services and the surrounding neighborhood, City Staff proposes
continuing the reports in the future.
7. Staff Recommendations
Staff recommends Planning Commission receive this report and discuss any questions related
to the report. Staff also recommends Planning Commission continue to request six-month
reports for the RCS B2 facility in the future (note: this would not be a requirement related to
RCS’s approved Use Permit).
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Homeless Resource Center
Manual
January 2022
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Contents
I. EXECUTIVE SUMMARY ...................................................................................................................... 7
II. OVERVIEW ........................................................................................................................................ 7
a. Agency Overview ...................................................................................................................... 7
b. RCS Board of Directors .............................................................................................................. 8
c. RCS Leadership Team ................................................................................................................ 8
d. RCS Administrative Departments ............................................................................................. 8
e. Program Overview .................................................................................................................... 9
f. Foundational Practices ............................................................................................................ 10
g. Theory of Change .................................................................................................................... 14
III. NEEDS ANALYSIS ............................................................................................................................. 16
IV. FACILITY STRUCTURE & OPERATIONS ............................................................................................ 18
a. Program Location & Description ............................................................................................. 18
b. Hours of Operation ................................................................................................................. 19
c. Target Population ................................................................................................................... 19
d. Program Environment ............................................................................................................. 20
e. Health & Safety ....................................................................................................................... 21
f. Building a Community ............................................................................................................. 23
1. Stakeholder Council .......................................................................................................... 23
2. B2 Forums & Public Trainings ............................................................................................ 23
3. B2 Guest Community ......................................................................................................... 23
4. Being Good Neighbors ...................................................................................................... 24
5. Key Community Partners .................................................................................................. 24
V. SERVICES OFFERED ......................................................................................................................... 25
VI. ORGANIZATIONAL & MANAGEMENT PLAN ................................................................................... 26
a. B2 Staffing ................................................................................................................................ 26
b. Outreach ................................................................................................................................. 27
c. Financial Plan .......................................................................................................................... 27
VII. GUEST CODE OF CONDUCT ............................................................................................................ 28
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VIII. GUEST RESPONSIBILITIES................................................................................................................ 29
IX. GUEST PERSONAL RIGHTS .............................................................................................................. 29
X. PROGRAM POLICIES ....................................................................................................................... 30
a. Changes to the Program Manual ............................................................................................ 30
b. Collaboration with Law Enforcement ..................................................................................... 30
c. Confidentiality ......................................................................................................................... 30
d. Coordinated Entry ................................................................................................................... 31
e. Discharge ................................................................................................................................. 32
1. Involuntary Discharge & Denial of Services ...................................................................... 32
2. Appeal Process .................................................................................................................. 33
f. Emergency On-Call Support .................................................................................................... 34
g. Emergency Situation Beds ...................................................................................................... 34
h. Food ........................................................................................................................................ 34
i. Grievances ............................................................................................................................... 35
j. Guest Aftercare & Follow-up .................................................................................................. 35
k. HMIS ........................................................................................................................................ 35
l. Incident Reporting .................................................................................................................. 35
m. Individualized Housing Plan .................................................................................................... 36
n. Laundry ................................................................................................................................... 36
o. Medication .............................................................................................................................. 37
p. Non-Discrimination ................................................................................................................. 38
q. Parking Lot Use ....................................................................................................................... 38
r. Personal Belongings & Cleaning Expectations ........................................................................ 39
s. Pets .......................................................................................................................................... 40
t. Progressive Engagement & Diversion ..................................................................................... 41
u. Reporting to City of Ukiah ....................................................................................................... 42
v. Security & Safety ..................................................................................................................... 42
w. Shelter Check-in Time ............................................................................................................. 42
x. Shelter Guest Orientation ....................................................................................................... 43
y. Shelter Screening & Intake ..................................................................................................... 43
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z. Shelter Sleeping Area .............................................................................................................. 43
aa. Showers & Restrooms ............................................................................................................. 44
bb. Substance Use ......................................................................................................................... 44
cc. Telephones .............................................................................................................................. 45
dd. Violations of the Rules ............................................................................................................ 45
ee. Violent Behavior ...................................................................................................................... 46
ff. Visitors at the Shelter ............................................................................................................. 46
gg. Volunteers ............................................................................................................................... 47
hh. Weapons ................................................................................................................................. 47
XI. PROGRAM EVALUATION ................................................................................................................ 47
a. Project Goal ............................................................................................................................. 47
b. Performance Measurement.................................................................................................... 47
c. Program Documentation & Evaluation ................................................................................... 48
d. Data Collection Methods ........................................................................................................ 50
e. Using the Data ......................................................................................................................... 51
XII. Appendices ..................................................................................................................................... 53
a. Principles of Harm Reduction ................................................................................................. 53
b. Five Keys to Effective Emergency Shelter ............................................................................... 54
c. Fact Sheet: Housing First ........................................................................................................ 55
d. Comparing Low Barrier & High Barrier Shelter ....................................................................... 57
e. Trauma-Informed Approach & Trauma-Specific Interventions .............................................. 59
f. Details on Services Offered ..................................................................................................... 60
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Building Bridges – Homeless Resource Center
PROGRAM MANUAL
I. EXECUTIVE SUMMARY
Building Bridges (B2) is a collaborative project between Redwood Community Services, Inc. (RCS) and
partnering agencies, community members, and people experiencing homelessness. RCS proposes to
address homelessness in Mendocino County through a multi-faceted homeless resource center designed
to provide outreach, safe shelter, and housing related services to people experiencing a housing crisis.
This project serves to fill a gap in Mendocino County’s Homeless Services Continuum of Care (MCHSCoC)
by providing a centralized location in the Ukiah valley for integrated homeless services and resources.
II. OVERVIEW
a. Agency Overview
Redwood Community Services, Inc. (RCS) is a multi-service, private, non-profit agency 501c(3) serving
Lake, Mendocino, and Humboldt Counties. The organization began its community services in 1995
through foster care, residential care, and mental health for children, youth, and families. Since then,
the agency has grown to offer therapeutic afterschool programs, youth resource centers, substance
use treatment programs, crisis services, prenatal and parenting support programs, transitional
housing, and other services focusing on improving the community.
RCS has been a member of the Mendocino County Homeless Services Continuum of Care (MCHSCoC)
since 2010. In 2016, understanding the seriousness of the housing crisis and its effect on mental
health services, RCS joined our community partners and expanded services to include the population
of people experiencing homelessness.
RCS has been nationally accredited through the Council on Accreditation (COA) since 2014. All new
programs are evaluated to meet COA standards during the next evaluation for renewal.
1. RCS Vision
A vibrant, healthy, compassionate community where people feel seen, heard, and valued
2. RCS Mission
Empowering communities for long-term success
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3. RCS Beliefs
We believe in reshaping vulnerable lives through positive interactions; empowering communities
for long-term success; accepting human connection and transforming relationships; and in
leading social change and community wellness
4. RCS Commitments
• To our employees: be a workplace that inspires people to be the best they can be
• To our partners: together we create mutual, enduring value
• To our community: be a highly effective and adaptable organization that can respond to
community needs
b. RCS Board of Directors
The Board of Directors provides oversight to the agency and all its programs, reviewing agency
changes, progress, incidents, and other elements central to operating under the agency mission,
vision, and goals.
c. RCS Leadership Team
The Leadership Team is made up of the agency Chief Executive Officer, Chief Operations Officer,
Chief Financial Officer, and Agency Directors and Managers. The team meets regularly to review the
operations of the agency, changes to staffing, program updates, incidents, policy changes, and
financial needs, among other items. Each RCS program is collaboratively developed, implemented,
and overseen by this leadership team.
d. RCS Administrative Departments
RCS has developed their administrative infrastructure to provide extensive support to the programs,
staff, and people served by the agency.
1. Human Resources Department
The Human Resources (HR) department is responsible for recruiting and hiring staff, initial and
ongoing training of employees, coordinating employee benefits, providing support to supervisors
and staff relating to discrimination, harassment, and discipline, and assisting with the agency’s
public relations.
2. Finance Department
The Financial department is responsible for managing agency funds, accounts receivable and
payable, financial reporting on grants, employee payroll processing, and other accounting
responsibilities.
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3. Quality Assurance Department
The Quality Assurance (QA) department is responsible for conducting internal audits of program
client files, monitoring adherence to regulations and policies, maintaining the agency’s
accreditation, promoting quality improvement, and reviewing contracts and changes to agency
documentation.
4. Maintenance Department
The Maintenance department is responsible for the repairs and upkeep of the various facilities
maintained by the agency.
5. Information Services Department
The Information Services (IS) department is responsible for acquiring the technical equipment
needed for staff and programs, providing tech support to staff, and managing the agency’s
electronic data storage systems.
e. Program Overview
Building Bridges (B2) provides specialized support services for people experiencing homelessness
who may also be living with mental illness, addictions, and other challenges. B2 operates from a low
barrier perspective – meaning that there are few to no barriers in place to prohibit people from
accessing services and shelter. For example, guests of B2 are not required to be sober, compliant with
mental health or addiction treatment plans, or to agree to participate in programs to receive services
and housing support. Instead, guests are welcomed to B2 to find safety among people experiencing
similar challenges and access support that meets them where they are at. The goal is not simply to
get people off the streets, but to provide a comprehensive array of supports that assist people in
achieving stability and moving forward with their lives. By providing shelter, housing connections,
and support in a person-centered environment, B2 engages guests to create an atmosphere of trust
where opportunities for change can be discovered.
B2 is supported by a Community Council, which is comprised of B2 staff, people experiencing
homelessness, neighboring residents, neighboring businesses, partnering agencies and
organizations, and other stakeholders.
1. Resource Center
The community resource center includes restroom and shower facilities, laundry space with
washers and dryers, a resource room with tables and chairs, non-commercial food preparation
area, office space, and donation sorting and distribution space inside. There are community and
private spaces available for partnering agencies and providers to utilize to provide services to
guests of B2. For example, agencies such as Adventist Health Ukiah Valley (AHUV) Street
Medicine, MCAVHN, Ford Street Project, and RCS’ behavioral health and crisis intervention
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services, among others, are welcome to utilize B2 to meet with guests, hold a clinic or workshop,
or conduct other activities. B2 is built and designed to reduce barriers to access for people with
disabilities throughout the whole building. Outside the facility has an area behind the building
for people to rest, smoke away from the building, put their dogs in the dog run, barbeque, and
eat. There are also two storage units made of shipping containers. One of these is used for storing
guest belongings. People who are not staying at the B2 emergency shelter are prioritized for this
guest storage. The other storage unit is used for B2 supplies and belongings that have been
abandoned by guests (B2 holds on to abandoned items for a short time). The facility has a parking
lot behind a fence and gate and some parking for the public on the street side of the fence. The
intention is to have a resource center which provides integrated services to those who are
homeless, assisting them to build resiliency and break barriers to housing.
2. Emergency Shelter
B2 includes an emergency shelter which provides a safe place for guests who are literally
homeless, prioritizing access for those most at risk and vulnerable. This shelter space works with
the Ukiah Police Department, Redwood Community Crisis Center, and Mendocino County Adult
Protective Services to get people who are especially vulnerable off the street, knowing that
people are less likely to be arrested or get hospitalized and are more likely to get connected to
appropriate resources if they are in shelter with providers supporting them.
f. Foundational Practices
1. Housing First Model
Housing First is a homeless assistance approach that prioritizes providing permanent housing to
people experiencing homelessness, thus ending their homelessness, and serving as a platform
from which they can pursue personal goals and improve their quality of life. This approach is
guided by the belief that people need necessities like food and a place to live before attending
to anything less critical, such as getting a job, budgeting properly, or attending to substance use
issues. Additionally, Housing First is based on the theory that client choice is valuable in housing
selection and supportive service participation, and that exercising that choice is likely to make a
client more successful in remaining housed and improving their life. Housing First does not
require people experiencing homelessness to address all their problems, including behavioral
health problems, or to graduate through a series of services and programs before they can access
housing. Housing First does not mandate participation in services before obtaining housing or to
retain housing. The Housing First approach views housing as the foundation for life improvement
and enables access to permanent housing without prerequisites or conditions beyond those of a
typical renter. Supportive services are offered to support people with housing stability and
individual well-being, but participation is not required, as services have been found to be more
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effective when a person chooses to engage. Other approaches do make such requirements for a
person to obtain and retain housing.
A Housing First approach can benefit both homeless families and individuals with any degree of
service needs. The flexible and responsive nature of a Housing First approach allows it to be
tailored to help anyone. As such, a Housing First approach can be applied to help end
homelessness for a household who became homeless due to a temporary personal or financial
crisis and has limited service needs, only needing help accessing and securing permanent
housing. At the same time, Housing First has been found to be a particularly effective approach
to end homelessness for high need populations, such as chronically homeless individuals.
There is a large and growing evidence base demonstrating that Housing First is an effective
solution to homelessness. Consumers in a Housing First model access housing faster and are
more likely to remain stably housed. This is true for both permanent supportive housing (PSH)
and rapid re-housing (RRH) programs. PSH has a long-term housing retention rate of up to 98%.
Studies have shown that RRH helps people exit homelessness quickly – in one study, within an
average of two months – and remain housed. A variety of studies have shown that between 75%
and 91% of households remain housed a year after being rapidly re-housed.
2. Harm Reduction
Harm reduction is a set of practical strategies and ideas aimed at reducing negative consequences
associated with drug use. Harm Reduction is also a movement for social justice built on a belief
in, and respect for, the rights of people who use drugs.
Harm reduction incorporates a spectrum of strategies that includes safer use, managed use,
abstinence, meeting people who use drugs “where they’re at,” and addressing conditions of use
along with the use itself. Because harm reduction demands that interventions and policies
designed to serve people who use drugs reflect specific individual and community needs, there
is no universal definition of or formula for implementing harm reduction.
However, National Harm Reduction Coalition considers the following principles central to harm
reduction practice:
• Accepts, for better or worse, that licit and illicit drug use is part of our world and chooses to
work to minimize its harmful effects rather than simply ignore or condemn them
• Understands drug use as a complex, multi-faceted phenomenon that encompasses a
continuum of behaviors from severe use to total abstinence, and acknowledges that some
ways of using drugs are clearly safer than others
• Establishes quality of individual and community life and well-being — not necessarily
cessation of all drug use — as the criteria for successful interventions and policies
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• Calls for the non-judgmental, non-coercive provision of services and resources to people who
use drugs and the communities in which they live in order to assist them in reducing
attendant harm
• Ensures that people who use drugs and those with a history of drug use routinely have a real
voice in the creation of programs and policies designed to serve them
• Affirms people who use drugs (PWUD) themselves as the primary agents of reducing the
harms of their drug use and seeks to empower PWUD to share information and support each
other in strategies which meet their actual conditions of use
• Recognizes that the realities of poverty, class, racism, social isolation, past trauma, sex-based
discrimination, and other social inequalities affect both people’s vulnerability to and capacity
for effectively dealing with drug-related harm
• Does not attempt to minimize or ignore the real and tragic harm and danger that can be
associated with illicit drug use
3. Trauma-Informed Care
Trauma Informed Care (TIC) is an approach that embraces an understanding of trauma at every
step of service delivery. This model requires a compassionate and understanding attitude, to
address the intersecting effects that trauma can have on people’s lives. It seeks to create a culture
of nonviolence, learning, and collaboration in all aspects of treatment, while also recognizing the
physical, psychological, and emotional importance of guests’ and providers’ safety.
TIC does not have to be directly focused on delivering trauma-related services or treatments.
Rather, it is an approach that is incorporated into the structure of a variety of practices, including
housing, primary care, mental health, and addictions services. The aim is to provide services in
ways that are appropriate and welcoming for those who may have been affected by trauma.
While the effects of trauma frequently have an impact on services and organizations, trauma
often goes undetected. Thus, interfering with their recovery and healing, individuals may be re-
traumatized by the services and organizations that they interact with.
Adopting a TIC approach as a service provider, organization, or system involves:
• Recognizing the wide-spread nature of trauma and its effects
• Understanding the potential avenues for recovery and healing
• Being able to identify signs and symptoms of trauma in staff, guests, patients, residents, and
other members of the system
• A complete integration of trauma-related knowledge and information into policies, settings,
practices, and procedures
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Many people experiencing homelessness have faced traumatic events, such as being exposed to
violence, experiencing losses, and dealing with severed relationships. The experience of
homelessness itself is traumatic, as it involves a lack of stability, a loss of safety and the
disconnection from one’s community at large.
Research has found that a large proportion of people who accessed emergency shelters,
transitional housing, and permanent supportive housing programs, experienced traumatic
events during their childhoods. Many met the criteria for Post-Traumatic Stress Disorder (PTSD).
Furthermore, intergenerational trauma affects Indigenous communities, which have been
gravely impacted by colonial practices, such as: the destruction of Indigenous institutions,
disruption of traditions (including Indigenous systems of governance), linguicide, and the
implementation of the reserve system, to name a few. Interwoven in many Indigenous
experiences of homelessness are the impacts of individual and community traumas, often leading
to high levels of mental, cognitive, behavioral, social, and physical challenges.
Trauma, depression, and substance abuse tend to occur simultaneously, and have the potential
to impact the ability of people to form healthy relationships, work consistently, and conduct
activities of daily living effectively.
The effects of trauma have serious health outcomes for individuals, families, and communities,
and thus, services must recognize the role they play in creating supportive and welcoming
environments. As there are many different types of traumas affecting people of all ages and
across all socioeconomic backgrounds in society, a trauma informed care approach should be an
essential component of B2’s practices.
4. Motivational Interviewing
Motivational interviewing (MI) is a person-centered, empathic guiding approach that can lead
people to make significant changes in their lives. The practice of MI involves a unique and creative
approach of combining spirit and technique. Some have referred to it as a means of practicing
“kindness with skill.” It is an approach utilized to reach and draw out people experiencing
homelessness, to get them ready to accept change and to become motivated to change their
circumstances. MI is grounded in mutual trust, and an emphasis on the guest’s personal choice
and autonomy. MI works not only with homeless individuals, but also with those who may be
concurrently suffering from alcohol or other substance abuse, mental illness, and disabilities.
5. Collaborative Problem Solving
Collaborative problem solving is a strengths-based, neurobiologically-grounded approach for
working with children and youth that brings new ideas and new hope for helping those with
behavioral challenges. The approach is based on more than 30 years of research in the
neurosciences that demonstrates that challenging kids lack the skill, not the will, to behave well
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– specifically skills related to problem solving, flexibility, and frustration tolerance. Therefore,
unlike traditional models of discipline, collaborative problem solving avoids the use of power and
control as motivational procedures and instead focuses on building helping relationships and
teaching skills largely through a process of teaching parents and loved ones how to resolve
chronic problems collaboratively. While this approach is largely utilized when working with
children, it is applicable when working with people of any age. The people we serve at B2 are
often mistrusting and have lots of experience with not getting their needs met. They learn
different ways of getting their needs met and those ways are sometimes very challenging to
others they interact with. At B2 we believe that there is a valid need behind most, if not all,
challenging behaviors. Collaborative problem solving can help staff and guests work together to
identify the need or problem and collaborate on a solution without engaging in a power struggle.
g. Theory of Change
1. Etiology Driving the Project
Because homeless adults experience the following:
• High rates of trauma;
• Inadequate access to healthcare and prescription medications;
• A lack of resources to maintain personal hygiene;
• Ostracization in public spaces;
• Exposure to the elements (heat, cold, wet);
• Experiences of theft, assault, and frequent disruption of sleep/rest;
• Lack of financial resources; and
• Inadequate access to shelter, food, and housing;
The result is:
• Isolation from social support systems and networks;
• Untreated medical health challenges;
• Higher rates of substance use, mental illness, and/or a worsening of symptoms related to
mental illness and/or physical disability;
• Dependence on emergency services for healthcare and shelter;
• Death at a younger age than people who are housed with comparable physical health
challenges;
• High rates of interactions with law enforcement;
• Barriers to employment; and
• Increased barriers to acquiring and sustaining housing.
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2. Working Hypothesis
If the following is implemented for people who are homeless:
• Short-term access to emergency shelter 24 hours each day;
• Access to a “one stop shop” resource center dedicated to integrated services;
• Access to short and long-term housing in a supported environment;
• Person-centered supportive services;
• Community outreach and engagement;
• Access to showers, bathrooms, and laundry facilities;
• Opportunities for social interaction and community involvement; and
• Connections to primary care providers;
Then people who participate in the program will experience:
• Improved health outcomes;
• Lower rates of substance abuse;
• Increased stability of symptoms related to mental illness, substance use disorders, and other
disabilities;
• Increased community inclusion;
• Reduced stigmatization in the community;
• Reduced barriers to permanent housing; and
• Improved relationships;
And the community will:
• Experience a more favorable living environment;
• Realize a reduction in emergency room visits, ambulance calls, and police calls; and
• Improve awareness and reduce stigma relating to homelessness and housing challenges.
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3. B2 Logic Model
III. NEEDS ANALYSIS
a. Overview
Rural Mendocino County (pop. 88,378) lies on the Pacific coast about 100 miles north of San
Francisco, covering 3,506 square miles of mostly mountainous terrain. Geographically, Mendocino
County is equal in size to the states of Delaware and Rhode Island combined but has a population
density of less than 25 persons/square mile. With a population of more than 40,000, the greater
Ukiah community includes almost half of the county population. Ethnically, Mendocino County is
25% Hispanic, with about 9% being speakers of Spanish only. Racially, the county is 86% White, 6%
Native American (primarily from local Pomo tribes), 2% Asian, 1% Black, and 5% of other or multiple
races. One of every five (20%) residents live in poverty and the median household income of $42,980
is only 70% of the statewide median. The Cities of Ukiah (pop. 16,186) and Fort Bragg (pop. 7,672)
are the primary service centers for inland and coastal communities, respectively. The area’s
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depressed economy is highlighted by Ukiah’s unemployment figures, which in February 2017 stood
at 8.1%, compared with 5.2% statewide. The California Family Economic Self-Sufficiency Standard
quantifies the costs of basic needs for California’s working families. As of 2014, the self-sufficiency
standard for a single Mendocino County adult was $22,212, equivalent to a full-time income at
$10.52 per hour. However, 21% of county residents had incomes below the self-sufficiency standard.
Despite a relatively small population, Mendocino County has reported one of the highest rates of
homelessness in the nation. According to HUD, Mendocino County’s homelessness rate in 2009 was
second only to that of the city of Detroit, with 161 out of every 10,000 people experiencing
homelessness. HHSA’s January 2017 point-in-time homelessness count identified 1,238 homeless
individuals. This equates to a current homelessness rate of 140 homeless people per every 10,000,
compared to California’s statewide rate of 29.8 and the nationwide rate of 17.7.
The county suffers a lack of affordable housing, with a rental vacancy rate of 4.4% in 2013. Much of
the housing that does exist is unaffordable for many residents. The Community Development
Commission (CDC) reports that 28% of applicants pulled from the waiting list who receive a Housing
Choice Voucher can locate housing where they can use that voucher. These and other available HUD-
funded programs must utilize the Fair Market Rent rate which, in 90% of available rental units, is
below the asking rental rate. More than one-quarter (28%) of county residents live in substandard
housing and over half of renters (52%) pay more than one-third of their income for rent.
Given that people who are homeless experience encounters with the criminal justice system in
disproportionate numbers, it is worth noting that 60% of participants in the county’s Adult Drug
Court and 53% of Behavioral Health Court participants are homeless at program entry. According to
the Mendocino County Probation Department, 80% of its caseload suffers from substance use
disorder, mental illness (ranging from mild to chronic and severe), or comorbidity. Of California’s 58
counties, in 2015 Mendocino County had the 12th highest rate of felony drug offenses (20.5%
compared to 14.2% for the State) and a 3-year recidivism rate of 55.2%, compared to 44.6% for the
State. In 2016, the county’s rate of substantiated child abuse was 17.7/1,000, more than double the
statewide rate of 7.8/1,000, and as of July 2016 the foster care rate of 13.9/1,000 was also more than
double the statewide rate of 5.0/1,000. Youth who are transitioning out of the foster care system are
at high risk of experiencing homelessness.
Substance abuse is one of the most challenging problems in Mendocino County, which lies in the
heart of the rugged “Emerald Triangle” that has for decades provided a convenient cover for the
clandestine growth and harvest of marijuana. The resulting widespread culture of acceptance is
reflected in the growth of the local wine economy and the county having more than twice the per
capita number of alcohol outlets, compared with statewide rates.
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Physical, sexual, and emotional trauma are both causes and consequences of homelessness, and
Mendocino County’s high rates of homelessness are linked to high rates of trauma. At 23%,
Mendocino County is fifth highest in the state for the percentage of children who have experienced
two or more adverse childhood experiences (ACE). Unabated stress hormones released in the wake
of traumatic events in childhood produce profound and long-lasting effects on children’s brains,
which later manifest as disease, addiction, mental illness, violence, and criminal behaviors, often
beginning in adolescence. National research consistently shows that mothers who are homeless are
more likely to have significant histories of traumatic stress, interpersonal violence, mental health
issues, and substance use problems when compared with their housed counterparts. Numerous
studies conducted during the past decade identify domestic violence as a primary cause of
homelessness in the United States.
b. Potential for B2 to Meet Local Needs
This project serves to fill a gap in our homeless services’ continuum of care – providing people
without stable housing with a safe place to be during the day and access to resources and services,
as well as providing a location for emergency shelter.
c. Benefits to Mendocino County
The benefit provided to those without housing is, first and foremost, a safe place to be. B2 aims to
produce tangible results in improving the lives of our residents experiencing a housing crisis by
providing options for shelter, a safe place during the day, services to assist with acquiring housing
and accessing resources, and linking them with additional services available throughout the
community. Through outreach, education, and extending invitations for community collaboration,
B2 will also help raise public awareness about homelessness, create bridges between members of
the local community, and produce many other benefits to the community at large. Additionally,
through the creation of a Community Council to advise the operations of B2, it will empower local
citizens to participate directly in an effective solution, giving them a sense of accomplishment and
knowledge that they are able to help.
IV. FACILITY STRUCTURE & OPERATIONS
a. Program Location & Description
1045 S. State St.
Ukiah, Ca 95482
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This property consists of a large structure on nearly 2 acres of open flat land near the Talmage and
South State Street crossing. The area is primarily occupied by businesses, with a minimal number of
residences along the closest cross street, Thomas Street.
b. Hours of Operation
1. Resource Center
The day portion of B2 is open to the public when there are sufficient staffing levels to support
guests with accessing services safely. Hours of public operation can vary depending on these
staffing levels but will occur between the hours of 9:00am to 6:00pm. When the facility is not
able to be fully open to public services, people from the public are permitted to come to the
facility to check their mail during designated mail hours. They can also come to be screened for
shelter access and Coordinated Entry housing resources during designated screening hours. They
can meet with facility Housing Navigators and other supportive services by appointment.
The resource center space is accessible to shelter guests 24 hours/day when staffing levels are
sufficient to maintain safety.
2. Inland Emergency Shelter
The emergency shelter is open 7 days/nights a week. The shelter dorms are accessible 24 hours
a day when staffing levels are sufficient to maintain safety. The shelter will be open year-round
as long as funds are available to support safe operations. If funds are not available to support
year-round operations, B2 will prioritize being open during the winter/spring months of
November—April.
c. Target Population
1. Resource Center
The target population of the resource center is those experiencing homelessness and those at
risk of homelessness.
i. Resource Center Capacity
The resource center may be able to host up to 60 guests, pending final review and approval
by the Fire Marshal. The total number of people in the resource center shall not exceed the
established occupancy limit.
2. Inland Emergency Shelter
The emergency shelter prioritizes adults who fall within the definition of chronic homelessness.
The primary focus is on individuals, with families with children being referred to other community
resources. However, given availability of funding, families with children could be sheltered
temporarily by placing them in hotels.
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Chronic homelessness has a high priority due to its particularly tragic and costly impact on the
individual, family, and community. While the cohort who would be provided with shelter at this
facility is relatively small compared to the larger homeless population, those experiencing chronic
homelessness represent not only the neediest clients served by the wider service system but also
the most intense in terms of resource utilization and associated costs as these clients often have
multiple health, co-occurring substance abuse and mental health issues, histories of
unemployment, hospitalization, criminal backgrounds, and legal issues. This segment of the
homeless population historically tends to utilize a disproportionate share of services and
resources. They are also more likely to experience adverse health outcomes. For these reasons
and other B2 targets this population for services and shelter.
i. Emergency Shelter Capacity
The emergency shelter may have a capacity to serve up to 60 of the community’s most
vulnerable homeless population. The total number of people in the shelter shall not exceed
the established occupancy limit.
d. Program Environment
1. Resource Center
The resource center is set up to be comfortable, welcoming, and informal. The main portion of
the space is an open community space, with seating and some tables. B2 is built and designed to
reduce barriers to access for people with disabilities throughout the whole building. There will
be computers available for guests to search for housing, apply for jobs, and access resources
online. There is a meeting room with an accordion style dividing wall, which can close to make
two separate spaces for private groups to meet. The bathrooms consist of five individual toilet
stalls, with full locking doors, multiple urinals in a private space, and four individual shower units,
with full locking doors and a dressing area in each unit. Office space is available for guests to
meet with service providers, either RCS providers or providers from partnering organizations,
such as case managers or care coordinators. There is an exam room with a private bathroom
which will be available for the AHUV Street Medicine program and other community partners to
utilize. Laundry facilities and minimal food prep space is also available. The showers, bathrooms,
laundry, and food prep space are accessible to both the resource center and the shelter portions
of B2.
2. Inland Emergency Shelter
The shelter consists of a large open space, with partition walls creating 3 separated spaces, each
with rows of beds and bunkbeds. One area is primarily used by and another area is primarily for
women. There is an area between the men’s and the women’s where gender diverse couples can
be placed and where we have flexibility with bed assignment. The shelter places people in either
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the gendered spaces or the mixed space, depending on their preference and according to their
gender (self-disclosed and with their input if there is potential for safety challenges). There is an
observation space between the areas, allowing for staff to monitor the shelter guests. The
resource room, shower, restroom, laundry, and food prep space are accessible to the shelter 24
hours a day. As long as there are sufficient staff to provide support, the shelter is accessible to
people 24 hours a day as well.
3. Outside Areas & Additional Resources
The outside space has a privacy fence all around the perimeter, with a gate across the driveway
to the parking lot. There is an outside space within the fenced area for B2 guests to utilize. There
are picnic tables, gazebos for shade and rain coverage, a dog run area, and dog kennels. An area
within this fenced outside space is designated as a smoking area for tobacco products only.
Guests who are smoking must be at least 25 feet away from any door or window of the facility.
There is a lot of potential for additional development of projects. The Stakeholder Council will
collaborate and make decisions regarding new project proposals. Projects that have been
discussed, but not decided on, include a community garden, expanded storage space, and
development of additional office or shelter buildings. There would be appropriate planning and
coordination with relevant parties (i.e., the City of Ukiah and funders) prior to implementing any
new developments.
e. Health & Safety
B2 will follow all federal, state, county regulations regarding Health and Safety for our guests and the
facility.
1. Physical Plant
• B2 cannot exceed the maximum occupancy, for either the resource center or the emergency
shelter, authorized by the City of Ukiah Fire Department, which is clearly posted in the facility.
• Doors will not be blocked, floors will be free of tripping hazards, and there will be 44 inches
between objects in all walkways to the Exit areas.
• Exits will be clearly marked and Exit Plans will be posted in appropriate areas.
• A map designating the location of the gas main will be conspicuously posted and known to
the B2 on- site emergency-response designee.
• A gas shut-off tool must be attached near the gas main.
• Instructions for using the gas shut-off tool must be posted next to the tool.
• Staff will perform regular facility checks for neatness, cleanliness, and safety. The daily facility
inspection will specifically check that all outlets remain safe.
• Trash inside the facility is contained in appropriate trash receptacles and adequate supplies
and equipment for housekeeping functions are available. A schedule is established and
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posted for collecting and discarding trash. Trash receptacles will be emptied on a regular basis
into the trash bins kept outside on the side lot of the facility. The outside trash bins will be
locked to deter unauthorized dumping of trash.
• Cleaning supplies are properly labeled and kept in a separate storage area out of the reach of
children.
• A Material Safety Data Sheet for Storage of Chemicals will be obtained for each chemical item
used and maintained where chemicals are stored on site. An additional copy of the sheet
must be maintained in a location that can be accessed easily by staff and guests in the event
of emergency and will be available upon request.
• A first-aid kit will always be kept on site and staff will be trained in first-aid and CPR. Urgent
medical issues will be referred to the Emergency Room and other appropriate medical care
providers.
• Fire drills will be regularly conducted and recorded.
• Facility Safety issues will be brought to the attention of the Site Safety Officer and any
corrections that must be made will be clearly noted and addressed.
• Facility maintenance issues will be reported to the Site Safety Officer and a Maintenance
Request will be submitted. The RCS Maintenance team will regularly come to B2 to do repairs
and maintenance. In the case of a maintenance issue that is a threat to safety and health, B2
staff will contact the Maintenance team to have them come address it as soon as possible.
2. Maintenance
• B2 shall maintain a safe environment for guests and has a clearly identified person to whom
guests can report maintenance problems.
• Facility maintenance issues will be reported to the Site Safety Officer, who will submit a
Maintenance Request.
• Maintenance Requests will be handled by the RCS Maintenance team, as designated in the
Maintenance Policy Protocol policy and procedure.
• B2 will have a facility maintenance plan that is maintained by the RCS Maintenance team.
• Routine maintenance is performed by qualified personnel, volunteers, or commercial
services, as needed.
• All B2 equipment and furnishings are maintained so they are clean, safe, and appropriate for
the intended function.
3. Heating & Cooling
B2 will maintain a temperature of at least 65 degrees during the winter months and will keep the
facility sufficiently cool during the summer.
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4. Pest Control
B2 will work to prevent pest infestation within the facility and to control or eradicate pests.
Precautions will be taken, such as wiping up spills and crumbs immediately, asking incoming
guests about experiences with lice and other pests, and directing guests to keep clothing and
fabric items off the floor to prevent the spread of insects. B2 will have pest-control inspections
and it addressed professionally when needed. B2 staff will be trained in preventing and
addressing pest infestations.
f. Building a Community
1. Stakeholder Council
The Stakeholder Council meets once a month to review the effectiveness of B2, provide a forum
for feedback and discussion with stakeholders, develop B2 systems, policies, and processes,
inform the culture of B2, coordinate services between providers, and other items as needed.
Meetings are open to the public, except for portions of the meeting dedicated to topics where
confidentiality must be protected.
B2 is a collaborative project led by a Council that is made up of the following seats:
• City of Ukiah representative
• Ukiah Police Department representative
• At least one person who is currently or has recently been homeless
• RCS representative
• Partnering agency representatives
• Ukiah business owner
• B2 neighbor
Employees of Mendocino County or other organizations may attend meetings for informational
purposes, without holding a seat on the Council.
2. B2 Forums & Public Trainings
B2 hosts a monthly forum that is accessible to anyone who wishes to attend. This forum is an
opportunity for people to hear about what B2 is doing and to voice concerns. The forum is also
used as an opportunity for training on homelessness, housing challenges, strategies for
addressing homelessness, and the work being done in the community around homelessness.
3. B2 Guest Community
B2 guests have built a strong community that is actively supported by the staff and volunteers
who come to the facility. B2 hosts events, community meals, activities, and groups to engage this
community and build people up.
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4. Being Good Neighbors
RCS works to develop relationships with the neighboring residents and businesses and establish
an open line of communication with the neighborhood, working diligently to mitigate known and
future concerns. Neighboring residents, property owners, and businesses will be invited to attend
the Community Council meetings. Each neighbor within 300 feet of B2 will be provided with the
facility’s direct phone number and will be encouraged to call with any concerns or challenges. B2
staff work with neighboring businesses and law enforcement to prevent or address concerns. B2
makes it a regular practice to tour the neighborhood, picking up litter and redirecting B2 guests
who may be loitering. A monthly neighborhood cleanup event is held, with people from the
community being invited to participate. B2 guests actively participate in this event and are
expected to contribute in positive ways to the functioning of B2 and neighborhood.
5. Key Community Partners
RCS coordinates with other providers, including street outreach, medical services, food
resources, emergency shelters, and others, to ensure there is a collaborative approach to
addressing the needs of the individuals and families served. B2 will maintain a resource list with
contact information for providers, services, and agencies in the community.
• Mendocino County Homeless Services Continuum of Care – RCS is committed to working
collaboratively with the MCHSCoC and aims to design programs targeting the homeless
population in alignment with the MCHSCoC Strategic Plan.
• RCS Arbor Youth Resource Center – The Arbor is a resource center for transition age youth
(TAY; ages 15-25), providing groups and classes, youth employment services, and other
activities. The Arbor and B2 work together on serving unhoused youth.
• Ukiah Police Department (UPD) – RCS works collaboratively and cooperatively with the UPD.
UPD refers people on the street to B2 for support.
• Adventist Health-Ukiah Valley (AHUV) – The AHUV Street Medicine program provides a vital
service to the community, meeting those who are homeless where they are to provide basic
medical care, case management, and connection to more in-depth healthcare services. B2
includes a room where Street Medicine Program workers can meet with clients during their
regular clinic.
• Mendocino Coast Hospitality Center (MCHC) – RCS has partnered with MCHC to provide
many services for the county. MCHC operates a community center and the RRH program on
the coast. MCHC also operates the homeless shelter on the coast. RCS coordinates with them
for both the RRH program and referring individuals and families in need of emergency shelter
on the coast.
• Community Development Commission (CDC) – Public housing authority that administers the
county’s Housing Choice vouchers and Permanent Supportive Housing rent subsidy
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certificates. B2 screens people for CES and provides limited support to people who are
selected for CDC resources through CES.
• Mendocino County AIDS/Viral Hepatitis Network (MCAVHN) – street outreach and case
management for those with addiction and/or chronic illness and/or co-occurring disorders.
MCAVHN and B2 work together to assist people living on the street. MCAVHN will come to B2
to provide supportive services.
• Manzanita Services is an adult drop-in center and provides groups and classes, mental health
support services, crisis services, and case management. Manzanita and B2 work together to
assist people living on the street. Manzanita will come to B2 to provide supportive services.
• Ford Street Project – referrals for families with children to their shelter and housing
programs. Referrals for substance use treatment and support.
• Redwood Community Crisis Center (RC3) – for mental health crisis support services. B2 works
closely with Crisis to support clients who are diverted from hospitalization or are coming out
of the hospital.
• RCS Behavioral Health Services (BHS) – for people in need of mental health and substance
use disorder services.
V. SERVICES OFFERED
B2 works to address to needs of those who are homeless by providing a wide array of services and
supports, including:
• Bathrooms, Showers,
Laundry
• Community Service &
Volunteer
Opportunities
• Resource Navigation
(Case Management)
• Donation Closet
• Connections to
Housing
• Coordinated Entry
• Counseling
• Educational Services
• Emergency Winter
Shelter (Nov-April)
• Food (minimal)
• Internet Access
• Job Listings &
Employment Support
Services
• Linkage to Medical
Services
• Lockers & Storage
• Mailing Address
• Medication Support
• Mental Health
Services
• Peer Support
• Phone & Messaging
Center, including
phone charging
stations
• Rapid Re-Housing
Program
• Support Groups
See Appendix F for more information and details on services offered.
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VI. ORGANIZATIONAL & MANAGEMENT PLAN
a. B2 Staffing
Staffing for the facility could include, but isn’t limited to:
• Program Manager oversees the project, ensuring the policies are implemented in compliance
with regulations and best practices. They monitor for risk and mitigate issues related to
safety. They apply for, secure, and work with RCS’ financial department to manage the
project’s funding. They report to stakeholders and facilitate community meetings
• Program Supervisor provides general oversight and guidance to the day to day operation of
the facility. They supervise the Peer Support Counselors, provide housing navigation and case
management services to guests, conduct community engagement, address guest complaints,
and implement the policies of the facility.
• Housing Navigators assist guests with acquiring and sustaining housing, while addressing
their barriers to housing and connecting them with resources necessary to stabilize in
housing.
• Lead Peer Support Counselor (PSC) is a mentor to the team working on the floor in the facility,
providing guidance and training to the other PSCs. They are skilled in guest engagement and
interventions. They act as the facility’s Safety Officer.
• Peer Support Counselors supervise the space to monitor safety, engage with the guests on
individual levels to identify what their needs are, and provide health and safety education.
They conduct screening and intake for the shelter and Coordinated Entry. They refer guests
to community resources they could benefit from.
• Licensed Vocational Nurse (LVN) Case Manager provides medical assistance, medication
management, doctor referrals, and case management services while coordinating with
pertinent partners on the care of guests.
• Program Analyst/Assistant screens guests, conducts guest satisfaction surveys, completes
data entry in the Homelessness Management Information System (HMIS), conducts quality
assurance and improvement efforts on project data and reporting, compiles reports, and
monitors compliance with data requirements.
• Additional service providers could include: mental health service providers, case managers,
employment services provider, Street Medicine worker, substance use treatment providers,
and other providers from community partner agencies.
• Volunteers will be utilized where and when possible to provide additional support
• There will be a minimum of two people (at least one of them must always be a fully trained
staff member) on duty to supervise the guests and maintain safety.
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• Staff working the overnight shift will remain awake through their shift.
1. Staff Training
At least one staff on duty for any shift will be trained in crisis communication, conflict
management, and safety and security protocols. In addition, each staff will participate in an
orientation to the facility and project, which will include a review of the resources available for
the guests, both at B2 and in the community, and the process for referring to those resources.
Each staff position has a training packet detailing the trainings required initially and annually.
b. Outreach
Outreach is a core component of the work done by B2. The outreach strategy has two primary goals.
First, B2 will work with community partners to provide education and raise awareness about
homelessness in the community. Utilizing methods such as educational materials, pamphlets, and
flyers, attendance of community events and forums, and hosting informational sessions and
trainings, B2 aims to work with the community to reduce the stigma associated with homelessness,
as well as collaborating to address the concerns of the whole community.
c. Financial Plan
1. Fundraising
RCS has an established practice of community outreach and raising awareness for fundraising
and community support. The agency has over 20 years of experience providing stable services in
Mendocino County, with a history of financial stability and successful programs. B2 will build on
this foundation to develop visibility and sustainability as a program within Mendocino County
and will rely on many different sources for funding to operate B2 and is committed to thinking
creatively to find solutions to funding needs.
2. Potential Funding Sources
• Emergency Solutions Grant (ESG) Rapid Re-Housing (RRH) funds
• ESG Emergency Shelter funds
• Other local, state, and federal grants
• Mendocino County Board of Supervisors
• Mendocino County Health & Human Services Agency
• City of Ukiah
• Faith-based organizations
• Individual and private donations
• Contributions from community businesses
• Fundraising events and activities
• In-Kind Contributions
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o B2 will welcome the contribution of goods and/or services that address the mission and
values of RCS and the program. B2 will maintain a list of items that are needed and will
post this list publicly at B2 and through RCS’ social media outreach. In-kind donations and
contributions play a significant role in keeping the cost of operations down.
VII. GUEST CODE OF CONDUCT
• COOPERATIVE – B2 guests will participate in the creation of a housing plan and will actively engage
in the process of acquiring housing. They will also participate in the daily functioning of the facility
and cooperate with requests from staff.
• RESPECTFUL – Guests will maintain respectful behavior towards all staff, volunteers, guests, and the
neighborhood.
• PEACEFUL – Guests will not participate in physical or verbal violent or abusive behavior, including
the use of abusive language and/or threats towards others. Violent assault and abuse are grounds
for immediate removal from B2. Abusive language and threats could be reason for immediate
removal from B2.
• SUBSTANCE FREE FACILITY – Smoking is allowed only in designated outside areas. No use,
possession, and/or sale of alcohol and/or illicit substances is permitted on B2 grounds. While guests
will not be turned away for being intoxicated, they are expected to refrain from imbibing, ingesting,
injecting, or otherwise taking illicit substances while at the facility. Use, sale, possession, or
distribution of illicit substances on facility grounds could lead to immediate dismissal from B2.
• CLEAN – Guests are expected to maintain an acceptable level of personal hygiene and clean up after
themselves.
• PERSONAL SPACE – Guests of the shelter are to keep their personal space free of clutter and
excessive belongings. Shelter guests are to keep their belongings contained to their designated
cabinet or under their bed if they have that space available. Guests visiting from the public are not
to leave their belongings on property when they are not here.
• SAFE & PRIVATE – For the safety and comfort of all guests, guests are not to engage in sexual
activities. No firearms, pellet guns, explosives, or illegal weapons will be permitted. Knives and other
weapons must be locked in the secured locker by staff while on property. In the shelter area, guests
are not allowed in other guest’s sleeping areas or cabinets.
• NEIGHBORLY – B2 guests will respect the neighborhood by not littering, loitering, or being otherwise
disruptive. Quiet time is between 9:00pm and 8:00am and guests are expected to minimize their
time spent outside the shelter and keep their noise level down.
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VIII. GUEST RESPONSIBILITIES
Guests of B2 are responsible for the following while visiting and utilizing B2 :
• The responsibility to respect the rights of others to feel safe;
• The responsibility to respect the cultural backgrounds of others;
• The responsibility to respect the privacy of others;
• The responsibility to follow the expectations, rules, and Code of Conduct of B2 and its programs;
• The responsibility to engage in assistance related to their re-housing plan.
• The responsibility to let B2 staff know if unable to keep an appointment and need to reschedule or if
unable to return to the shelter by check-in time;
• The responsibility to inform staff if it is perceived that any staff member has breached confidentiality,
ethics, or treated anyone unfairly.
IX. GUEST PERSONAL RIGHTS
B2 is committed to recognizing the individual personal rights of individuals, based on basic human needs,
laws, and other factors.
Guests have the right:
• To feel safe at B2 and associated programs.
• To be treated in a manner that respects dignity and individuality.
• To enjoy a safe and healthful living environment.
• To have reasonable accommodations under fair housing laws when such accommodations are
necessary because of their disability.
• To progress through B2 programs at their own level of comfort and according to their own goals.
• To remain in B2 and not be involuntarily removed or terminated without reasonable notice, good
cause, and due process procedures followed.
• To have access to fair, appropriate, and standardized procedures for determining eligibility,
admissions, sanctions, dismissals, and grievances.
• To be afforded reasonable privacy and confidential treatment of personal, social, financial,
medical, and behavior health records, except as necessary by law or by consent. This includes the
right to privacy regarding their personal belongings. Staff may request that guests show them
what is in their bag(s) and pockets.
• To voice concerns, opinions, and make suggestions regarding B2 rules and operations.
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• To refuse medication, treatment, and services which are not directly related to acquiring housing.
Refusal of medication, services, or treatment is not, by itself, cause for dismissal from B2.
• Guests have the right to choose health care providers.
• To be informed of their human, legal, and civil rights, and to speak up when they feel they have
been violated.
• To confidentiality in accordance with the policy detailed in the Program Procedures section of
this document.
X. PROGRAM POLICIES
a. Changes to the Program Manual
The operations of B2 are overseen by the B2 Stakeholder Council and RCS Leadership. Major changes
to project policy or practice will be reviewed by the Council. B2 keeps the City of Ukiah Planning
Department apprised of updates to project operations and participates in regular reports to the City
Planning Commission and/or City Council.
b. Collaboration with Law Enforcement
B2 is committed to collaborating with the Ukiah Police Department (UPD) and other law enforcement
entities to best serve the guests of B2, neighboring residents, and community. Law enforcement
representatives are invited to participate on the Community Council, where they can directly provide
feedback and influence the operations of the program. A regular practice of communication between
B2 and law enforcement would provide the opportunity to identify potential issues with guests and
collaborate on ways to prevent, mitigate, and de-escalate issues.
c. Confidentiality
All information pertaining to guests is covered by RCS’ confidentiality policy and procedure. B2 will
not share information regarding guest history, progress, placement, health, or any other information
without their permission. When they enter the program, they will be asked to sign a release of
information form allowing RCS to communicate with specific people and agencies, as needed and
requested. Guest personal information will only be shared without their permission if it is
subpoenaed by a court of law or in the situations described in the policy detailed below regarding
mandated reporting.
Part of the role of B2‘s Community Council is to review the policies, practices, issues, and changes
that come up at B2. Part of this review could include discussion of specific incidents that relate to
specific guests. All efforts will be made to generalize the details to prevent revealing the identity of
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the guest(s) involved, while also providing the information needed to effectively review the incident
and any needed changes to policy, procedure, and program operations.
1. Mandated Reporter
RCS employees are mandated reporters and are required by law to report specific incidents or
situations to the police department, the Probation Department, or Health & Human Services
Agency (HHSA). No supervisor, administrator, or other staff member may impede or prohibit
reporting. Guests will be informed of RCS’s Mandated Reporter policy.
Children and older adult mandated reporter requirements are regulated by California law, under
the Child Abuse and Neglect Reporting Act (CANRA) and the Welfare & Institutions Code for Elder
Adults. California law provides for mandatory reporting of physical abuse, neglect, self-neglect,
sexual abuse, mental suffering, financial abuse, isolation, abandonment or abduction of a child,
elder, or dependent adult.
Duty to Warn: The Tarasoff case in 1974 sparked legislation that covers when clinicians are
required to report risks of violence involving adults. While B2 employs staff who are not therapists
or clinicians, RCS could require staff to follow the elements of this regulation. The Duty to Warn
law stipulates that when a clinician or therapist determines that their patient presents a serious
danger of violence to another, they incur an obligation to use reasonable care to protect the
intended victim against such danger. This may require the therapist to take one or more various
steps, depending on the nature of the situation. These steps may call for them to warn the
intended victim or others likely to apprise the victims of the danger, to notify the police, or take
whatever steps are reasonably necessary under the circumstances.
The appropriate reporting requirements must be followed when the mandated reporter
observes the incident, the victim reports abuse has occurred or has knowledge of abuse, and
when an injury or condition reasonably leads the mandated reporter to suspect abuse has
occurred. The law requires mandated reporters serving children and elder or dependent adults
to make a verbal report immediately or as soon as practical, followed by a written report to HHSA
on that agencies form. Failure of a mandated reporter to report suspected abuse and/or neglect
of a child, elder, or dependent adult is a misdemeanor. When the abuse results in death or great
bodily harm, the penalties for failing to report increase.
d. Coordinated Entry
As a member of the MCHSCoC, RCS participates in the Coordinated Entry (CE) process and follows
the CE Program Standard manual established by the MCHSCoC. B2 serves as an access point for CE
and will conduct CE screenings with qualifying households using the appropriate screening tool. B2
will also provide short-term supportive services to guests selected for housing resources through CE.
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e. Discharge
B2 ensures that when service to a guest is terminated, either voluntarily or involuntarily, employees
follow an orderly and respectful process. Discharge may occur when the guest:
• Achieves their goals and is ready to discontinue services;
• No longer wants to stay at the shelter or access B2 resources;
• Refuses to adhere to the policies of the shelter (e.g. violent assault, illegal weapons possession,
sale/distribution of illicit substances); or
• Has needs that exceed the resources and expertise of B2.
Guests who exit the shelter, whether voluntarily or involuntarily, have a waiting period of two weeks
before they can try again to be admitted into the shelter. This is in place to assist with deterring
people from repeatedly checking in and checking out of the shelter.
More information on Discharge can be found in the B2 policy and procedure (P&P) on Navigating
Difficult Behaviors.
1. Involuntary Discharge & Denial of Services
i. Guests who engage in violent assault or abusive behavior that presents an immediate threat
to the safety of others are subject to immediate dismissal from B2. When there has been an
assault on property and staff can verify the assault or when staff determine that guest
behavior presents an immediate threat to the safety of others, staff may direct the guest (or
guests if there are multiple guests responsible for the violence and threat to safety) to leave
the facility. When safely possible, staff must contact the Program Manager and/or Supervisor
to report the incident. Guests who are exited in this way should be told when they can return
to inquire about the status of receiving services at the facility. An investigation will be
conducted, and an appropriate response will be determined according to B2 protocols.
ii. Guests who have repeated violations of the Code of Conduct could be exited from services
for an established period. When it is not an immediate safety risk, the Program Manager or
Supervisor must be consulted on and inform the final decision to ask a guest to exit the facility
and will establish the length of denial of services according to the protocols for Navigating
Difficult Behaviors.
iii. B2 employees should strive to assist guests who are involuntarily discharged with linking to
other appropriate services. This may include, among other things, making referrals or
providing the guest with resources to self-refer. Staff should remain non-judgmental in their
approach and be honest with them about why they are being discharged. A guest may react
angrily to involuntary discharge and staff may be the target of that anger. If there are
concerns this may happen, staff should ensure they have another staff with them during the
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discharge process. All guests who are involuntarily exited from the resource center and/or
shelter will be told if they are eligible for re-entry, how much time must pass before re-entry,
and what the process for re-entry is.
iv. An Involuntary Exit or Denial of Services from B2 requires the completion of an Agency
Incident Report (AIR).
v. B2 has established a Decision Making Guide and process for Engaging Difficult Behaviors.
Included here is the guide drafted in 2021. This guide and process was created by the whole
B2 team, with input from guests.
2. Appeal Process
If a guest who has been involuntarily discharged or is being denied services wishes to be
considered for re-entry to the resource center or shelter before their period of service denial has
expired, they may take the following steps:
• The guest should request a meeting with B2 leadership and discuss the matter fully with them.
These meetings may be held at the facility if it is safe to do so. If it is not safe to meet at B2 an
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alternative location will be identified. The B2 leadership team will identify any corrective
action plan required and consider if the guest’s appeal should be granted. If a corrective
action plan is indicated, it will include details on what is required of the guest for them to
return, if there is a waiting period before they can return, and what should occur if they
violate the plan, among other things. The B2 P&P on Engaging Difficult Behaviors gives more
information on considering appeals.
• If the guest is not satisfied with the outcome of their appeal, they may submit a grievance
that will be reviewed by the Program Director. The Director will take any corrective action
required within 10 days and inform the guest of the resolution.
• Guests have the right to ask assistance of another person to speak on their behalf and/or to
help fill out a grievance form.
f. Emergency On-Call Support
The B2 manager and supervisor rotate being on-call after normal business hours and on weekends
to provide back-up support to the facility staff. The staff will have access to the schedule of who is
on-call. Neighbors, guests, and community partners can call B2 at any time and the staff on shift will
work with them, calling for on-call support as needed. Support for the guests will also be available
for mental health crisis through the county crisis line. For critical emergencies that require assistance
from resources such as the police department, the fire department, or immediate medical attention,
guests and staff should call the appropriate emergency department, 911, or (800) 222-1222 for
Poison Control. When staff need to contact emergency departments, they will notify the Program
Manager or Supervisor as soon as it is safe to do so.
g. Emergency Situation Beds
B2 will work with emergency service providers (law enforcement, the RCS Crisis department, etc.)
and hospitals to support guests who need immediate assistance and shelter. Emergency service
providers and hospitals can contact the Program Manager or Supervisor to see if a shelter bed can
be arranged for the guest. While a bed may not be guaranteed, B2 is committed to reducing
hospitalization and supporting guests with having a warm place to stay when getting discharged from
the hospital.
h. Food
B2 could have minimal snacks, coffee, and tea available for guests. Examples of the kinds of snacks
could include granola bars, nuts, fruit, pastries, sandwiches, chips, and other prepackaged pre-
prepared foods. The availability of these could be dependent on donations and is not guaranteed.
There will be a microwave, toaster, and sink available for guests to use to heat foods. Guests are
responsible for cleaning up after themselves. There will be no major food preparation conducted at
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B2 and B2 is not set up to store food items belonging to guests. Food is not permitted to be prepared
or eaten in the shelter portion of B2. Guests in need of food services will be referred to Plowshares,
the Food Bank, and other community resources.
i. Grievances
Participants of RCS programs, neighbors, members of the community, and representatives from
other agencies, businesses, and organizations may make complaints regarding RCS, B2 and its staff,
and any component of RCS’ services at any time. Those with complaints or grievances should first
attempt to resolve it informally by discussing the problem with program staff. If a resolution cannot
be agreed upon or if any party feels it is needed, a formal complaint or grievance may be made by
letter, on a complaint form, or reported directly to the Program Manager/Supervisor and/or an RCS
Director.
Complaint forms can be found at any RCS office, as well as on the RCS website
(www.redwoodcommunityservices.org). Completed forms can be mailed to B2 or given directly to
any staff person on duty in any RCS office. If given to a staff member, that staff is responsible for
ensuring the form is sealed in an envelope and given to the Program Manager or an RCS Director
within 24 hours. B2 will also have a locked box for guests to drop their grievance forms in, which will
be checked once a week. The Program Manager or Director will personally address, in a timely
manner, any complaint received. RCS respects the right of individuals to make complaints and there
will be no retaliation against the complaining party.
j. Guest Aftercare & Follow-up
Guests may continue to utilize the resource center after acquiring housing for up to a year, based on
level of need for support and assistance. RCS asks guests to maintain contact with B2 for at least a
year after acquiring housing to track outcomes, specifically whether the participant maintains
permanent housing.
k. HMIS
RCS utilizes the Homeless Management Information System (HMIS), in coordination with the
MCHSCoC, to collect information on the guests of B2. HMIS is managed and administered by the
Mendocino County Health & Human Services Agency (HHSA). It is used in CE and to collect and
manage data associated with assessments and referrals.
l. Incident Reporting
Incidents relating to the safety, security, health, and wellbeing of B2 guests, staff, visitors, and
facilities will be reported to the Program Manager, Supervisor, Program Director, Community
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Council, and other necessary entities in a timely manner and in compliance with federal, state, and
local regulations and RCS policy. Incidents will be reviewed and those involved will be debriefed, with
focus being given on what can be done to prevent reoccurrence. Agency Incident Reports will be
completed on critical incidents according to RCS and B2 policy. Communication about incidents and
pertinent information will happen between staff during shift change and on the staff log.
m. Individualized Housing Plan
The vision of B2 is for each guest to find housing as quickly as possible. Each guest of B2 will be
supported in creating and implementing an individualized housing plan that includes what their
resources are (personal and professional), what options may be available to them (identifying those
options that are part of their natural support system first), what steps they can take to obtain and
secure housing, who they can ask for help, financial resources and needs, and what support they may
need and access to assist them with acquiring and sustaining housing. This plan will be reviewed
regularly with the guest and updated as needed. Guests are expected to participate in the creation
of this plan and to actively engage in the steps they have identified to acquire housing.
n. Laundry
The laundry facilities are available for use by both the resource center and the shelter. While staff or
volunteers will monitor the laundry area, B2 is not responsible for guest items that are damaged,
misplaced, lost, or stolen in the laundry area. Guests who misuse the machines may be restricted
from utilizing the machines for a specified period.
1. Resource Center
Guests must sign up with staff for a laundry time slot. B2 may limit the number of times each
week a guest can do laundry and how many belongings they may wash, depending on how many
people are wanting to use the resource. Staff must supervise the use of the laundry machines. B2
may limit operation of the laundry facility to specific hours, depending on staff availability, how
many people are requesting to use the machines, and other factors.
2. Inland Emergency Shelter
• Clean bedding will be provided to each new guest. Once admitted, each guest’s bedding will
be washed at least every seven (7) days.
• On the scheduled laundry day, the guest is to strip their bed and put soiled bedding into the
dirty laundry receptacle in each dormitory. Staff will reissue clean bedding for the guest to
remake their bed each week.
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o. Medication
B2 will provide a locked storage compartment, accessible only to staff, to store guest medication.
Medication must be labeled with the guest’s name and logged on the proper form. Guests are
responsible for taking their medication as prescribed, filling their prescriptions, and properly
disposing of their medication, if necessary. B2 is not responsible for administering medication to the
guests. Guests must adhere to the following relating to medication:
• Medication stored by B2 must be in a bottle, vial, or dosette, and be properly labeled with the
guest’s name, pharmacy, physician, the medication name, and dosage.
• Each guest’s medication will be stored in an individual labeled container within a locked cabinet
in the staff office.
• Medications will be returned to the pharmacy and marked “for disposal” when a guest has not
returned to B2 for their medications for a period of one week.
• Containers of mixed pills will be accepted for storage until the pharmacy can be contacted for
proper dispensing and packaging of medications. If necessary, the mixed pills will be returned to
the pharmacy for proper disposal.
• Staff is not responsible for ensuring guests’ adherence to their medication regimen. However,
good judgment should be used, and the Program Manager/Shelter Supervisor notified if a guest
is noticed to have not been taking their medication or taking too much or too little.
1. Guest Guidelines for Self-Administration
• The guest should administer the medication according to the time, route, and frequency of
the prescription or instructions.
• The guest is entitled to take their medication out of the locked storage and take it with them.
Staff must sign the medication in and out.
2. Staff Guidelines for Self-Administration
• Staff will provide guests with a private place to self-administer medications.
• Staff are expected to either add a pharmacy printed medication administration record (MAR)
to the medication binder when a guest enters B2 or, if this is not available, to create a MAR
using the appropriate form.
• The MAR requests that staff ask guests their physician name, pharmacy, and allergies.
• Staff must record and initial on the appropriate log when guests have taken their medications
out of the medication locker or put medications into the locker.
3. SHARPS Container
B2 has a SHARPS containers secured throughout the facility. For guests who need to discard
needles, they may do so in this SHARPS container. The SHARPS containers are removed from the
facility when full and disposed of according to proper instructions.
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p. Non-Discrimination
RCS is a culturally diverse agency that does not discriminate based on age, gender, sexual orientation,
religion, nationality, ethnicity, and disability. In fact, RCS embraces the cultural differences that make
each person unique. RCS is in the service of bringing people together and healing relationships. By
recognizing and embracing the diversity of the people we serve, we create a community that is more
aware and accepting of the differences in all of us. RCS will provide each participant with the best
available services regardless of race, ethnicity, gender, age, socioeconomic status, geographic
location, religion, sexual orientation, or language. Services will be delivered with sensitivity, dignity,
respect, professionalism, and appreciation, putting each participant at the center of decision-making,
with a focus on strengths and resources.
1. Fair Housing Regulations
The Fair Employment and Housing Act (FEHA – see www.dfeh.ca.gov/) specifically provides
protection from harassment or discrimination in housing. FEHA prohibits discrimination and
harassment in all aspects of housing, including sales and rentals, evictions, terms and conditions,
mortgage loans and insurance, and land use and zoning. It requires housing providers to make
reasonable accommodations in rules and practices to permit persons with disabilities to use and
enjoy a dwelling and to allow persons with disabilities to make reasonable modifications of the
premises.
2. Reasonable Accommodation
• B2 staff will not ask questions about a guest's disability unless it is directly related to the
provision of service to the guest.
• If a guest requests an exception to a policy or procedure as an accommodation of their
disability, B2 will grant the accommodation when the accommodation is both reasonable and
necessary.
When a reasonable accommodation request is made, B2 manager may require medical
verification from the requestor that the accommodation is reasonable and necessary. Admission
to B2 will not be denied because of disability, so long as the facility is able to safety provide
services to the guest. Guests must be ambulatory or able to care for their own hygiene, clothing,
feeding, and bathing needs. As the facility does not provide food, guests must be able to acquire
their own food.
q. Parking Lot Use
The parking lot is for use by staff, guests, and visitors to B2. Car camping and camping in general on
B2 grounds is not permitted. Vehicles parked at B2 must be operational and moved upon request or
need. Guests should not use the B2 parking lot to conduct vehicle repairs, except with special
permission. Vehicles that are non-operational or are abandoned could be towed after notice is given
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to the owner or reasonable attempts to give notice are made. The parking lot is primarily a place to
park vehicles. It is not a place for group socializing, setting up tents or canopies, setting up a
barbeque, or activities other than parking a vehicle there, except for special events.
r. Personal Belongings & Cleaning Expectations
Due to limited space and the need to keep the space we have safe; guests are required to limit the
volume of personal belongings they bring inside B2 (both the resource center and shelter). RCS is not
responsible for any lost, stolen, or damaged personal items that guests leave at B2, whether they are
left in lockers or elsewhere in the community space. At no time will the resource center or emergency
shelter permit the storage of firearms, perishables, alcohol, or illicit substances. B2 will also not take
responsibility for the storage of guest money or valuables. All knives must be turned in to staff and
will be kept in a locked cabinet while guests are on property.
1. Public Guests
Guests who are not staying at the shelter must take their belongings with them when they leave,
except for those items they make arrangements to keep in lockers or available storage. Limited
storage space inside a locked storage container may be available to guests and will be prioritized
to those people who are not staying at the shelter. Personal belongings left on the facility grounds
will be considered abandoned after seven days and disposed of.
2. Inland Emergency Shelter Guests
Storage space is available inside the shelter on a limited basis. Each bed has a cabinet assigned
to it for the storage of personal belongings. Shelter guests are expected to keep their belongings
contained within this cabinet and, if available to them, the space underneath their assigned bed.
A small quantity of belongings may be kept on top of the assigned cabinet. No totes or boxes may
be kept by the bed on the floor.
Guests may not hang blankets, sheets, towels, or curtains around their bed area or hang clothes
off the side of the bed if they are on a bunk bed. Food items may not be stored in the shelter
dorms. Guests may store non-perishable food in the locked food cabinets. Bicycles and carts (not
grocery carts; this could mean strollers or other kinds of carts) may be kept outside. These should
be locked to the bicycle rack. Carts kept outside must be empty of belongings.
Guests may not pile belongings on their beds. Beds are for resting on, not storing their belongings
on. Guests are required to keep their bed areas clean and free from trash. If they are not able to
accomplish this by themselves staff will assist them. No extension cords may be used in the
dorms. Guests must not overload the electrical outlets.
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Guests must keep sheets on their beds, covering the mattress, and keep a pillow case on the
pillow they are using. When exiting the shelter, guests must leave behind the bedding that
belongs to B2.
Staff conduct a dorm check on the same day every week (i.e., every Tuesday or every Thursday).
During these checks, they are seeing if guests are following the facility guidelines and ensuring
the facility remains safe and clean. Guests who have excessive belongings or whose bed area is
not clean will be given a specific time and date (likely later the same day or the following morning)
to comply with expectations. Staff will complete a shelter dorm cleaning at that time and
anything that is not inside of the designated cabinets or under the guests’ beds will be cleared
from the space. Guests are designating these out of place items as garbage by leaving them out
of the approved storage areas (cabinet or under bed area). These things that are cleared from
the space could be disposed of by the facility. Guests are informed of this policy as part of their
orientation to the shelter and at least weekly if they are struggling with following the
requirement.
Guests who exit the shelter or who are discharged from the shelter must take their belongings
with them. Personal belongings of people who are no longer guests of the shelter will be
considered abandoned after seven days and disposed of.
3. Guest Vehicles
Guest vehicles may be parked in the parking lot in appropriate places. Guests from the public are
not permitted to keep their vehicles parked at the facility overnight. Shelter guests may keep
their vehicles inside the fenced parking lot while they are staying at the shelter. Guests may store
their belongings in their vehicles. There must not be items on the ground around vehicles or piled
on top of vehicles. Guests should not conduct vehicle repairs at the facility. Vehicles must be in
working order and able to be driven off the property. Any vehicle that is left unmoved for over a
month for any reason could be towed. Guests will receive a warning letter if their vehicle is at
risk of being towed. If a vehicle is left at B2 after a guest leaves the shelter, it will be considered
abandoned after one month and will be towed. B2 works with a local towing company to have
vehicles removed and this has a cost. Guests could be required to compensate the facility for the
cost of towing their vehicle.
s. Pets
Pets will be permitted on a case by case basis. Some limited kennel and crate spaces are available.
Kennels and crates are available on a first-come, first-serve basis, though priority will be given to
guests with service animals. Additional reasonable accommodations will be made as needed for
guests with service animals. Animals must have the ability to remain quiet throughout the night. B2
will have information available for guests regarding resources for pet vaccinations, spay and
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neutering services, and other pet care needs. B2 will work with guests and County Animal Control to
ensure pets are properly vaccinated and licensed with the county. The following conditions apply to
pets being permitted on the facility grounds:
• The premises shall be kept in a clean and sanitary manner by the daily removal of waste and using
disinfectants to prevent the accumulation of flies, spread of disease, and offensive odor.
• Animal odors shall not be detectable beyond the lot lines of the property.
• The enclosure and/or run for dogs shall have a fence of a minimum six feet in height.
• Pets are not to be left unattended at any time. B2 staff are not responsible for the care or
monitoring of any pet.
• Pets spending the night will be kept indoors.
• All dogs must be licensed in Mendocino County.
• All animals must be properly vaccinated.
• Excessive noise from animals is prohibited. Chapter 1 Article 6 of the City of Ukiah City Code shall
apply to all animal nuisance complaints related to noise generated on site.
• Pets who are left without being under the care and responsibility of a specific consenting adult
could be surrendered to Animal Control.
• B2 will report witnessed abuse or neglect of any pet to Animal Control and law enforcement.
t. Progressive Engagement & Diversion
Progressive engagement recognizes that there is no way to accurately predict how much help
someone may need to end their homelessness and avoid a return to the streets or shelter. While
many people can successfully exit homelessness and avoid immediately returning with a small
amount of assistance, there are no dependable predictors to guide the amount of assistance needed.
In this approach, participants are initially offered "light-touch" assistance, including help creating a
reasonable housing placement and stabilization plan, housing information and search assistance,
and, as available, limited financial assistance for arrears, first month's rent, or security deposit. B2
staff will regularly re-assess housing barriers and seek to close cases as soon as housing retention
barriers are resolved. Assistance is provided on an "as-needed basis" to keep a participant housed
and, within funding constraints, RCS offers more intensive support, additional rental assistance, or
step-up referrals and help to access community-based assistance.
Diversion is a strategy that prevents homelessness for people seeking shelter by helping them
identify immediate alternative housing arrangements and, if necessary, connecting them with
services and financial assistance to help them return to permanent housing. The main difference
between diversion and other permanent housing-focused interventions centers on the point at
which intervention occurs. Prevention targets people at risk of imminent homelessness; diversion
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targets people as they are applying for entry into shelter; and rapid re-housing targets people who
are already homeless.
u. Reporting to City of Ukiah
B2 provides regular reports to the City of Ukiah on community complaints, data and utilization,
incidents, and other relevant information.
v. Security & Safety
There will always be staff on site at B2 during hours of operation. Staff are trained in first aid and CPR,
conflict management and de-escalation techniques, and on effective security protocols. There will
be an identified staff at all times who will be the point person for security and safety issues. Issues
relating to security and safety will be first addressed by the staff on site. There will be additional
support available to address incidents as needed, which staff can access through the emergency on-
call system. Incidents that present a threat to immediate safety and well-being and/or include law
violations could require reporting to the police department. Staff will be trained in the agency
policies and process for cooperating and collaborating with law enforcement, to best promote
effective response to incidents.
Additional security measures include nighttime lighting and cameras overlooking the parking lot and
side yard. Staff will perform perimeter checks regularly throughout the night. The immediate
neighbors of B2 will be provided with the number for B2‘s direct line so they can report concerns,
complaints, or problems as they arise. Overnight shelter guests will be asked to declare if they have
a weapon prior to entering the shelter. No firearms will be allowed on the premises. Knives must be
locked in the secured locker accessible only to staff. Signs will be posted specifying that camping and
loitering outside of the facility is not permitted at any time.
w. Shelter Check-in Time
Shelter guests are required to check-in at the facility by 8pm and should remain on property after
8pm. Guests who do not check in by 8pm or who leave during the night could be exited from the
shelter for not using the bed assigned to them. Staff may give guests permission to leave the property
after 8pm or to come back later than 8pm, especially to accommodate employment, medical needs,
and special events. It is the guest’s responsibility to communicate with staff about their needs to be
late or to leave the property after 8pm. Guests who want to be away from the shelter for the entire
night must speak with the Lead Peer Support Counselor, Program Supervisor, or Program Manager
in advance. The bed assigned to that guest may be given to someone else for the night(s) they are
out.
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x. Shelter Guest Orientation
• Each guest will be assigned a bed, linens, blanket, and pillow.
• Guests should be shown their bed, the bathroom facilities, smoking area, activities area, etc.
• Guests are given the B2 Guest Agreement/Code of Conduct to read or staff will read it to them
and answer any questions.
• Facility rules and other policies will be reviewed and places where they are posted should be
pointed out.
• Fire exits will be pointed out.
• Returning guests should be re-oriented each time they have been absent for 30 days or more.
y. Shelter Screening & Intake
The purpose of the shelter is to assist those in our community who are at the greatest risk of negative
effects from exposure to the elements. Eligibility for this shelter will NOT be based on a first-come,
first-serve basis, but will instead be based on the highest level of need. When there is an open bed
and more than one person waiting to fill an open spot at the shelter, entry will be determined by the
highest level of need as determined by a standardized screening tool. This screening tool is designed
to align with the MCHSCoC CE process. During this screening process guests who need additional
supports for health and safety will be identified and assisted with accessing services or resources
appropriate to their needs.
Guests wanting to enter the shelter must be screened by B2 staff. Screenings are conducted during
specified hours, depending on staff availability. Guests are required to sign the B2 Guest Code of
Conduct & Agreement.
People required to register as sex offenders will not be permitted in the shelter. In addition,
individuals known to have open warrants will not be permitted for entry until they have resolved the
issue with law enforcement.
z. Shelter Sleeping Area
• At a minimum, the shelter provides guests with a cot.
• Each guest is supplied with sheets, a pillow and pillowcase, and at least one blanket. Linens are
changed with each change of guest and, if occupied continuously by one-person, clean linens are
provided at least once a week. Guests must keep appropriate bedding on their beds.
• Each bed has a cabinet assigned to it for guests to keep their belongings.
• The shelter implements routine procedures for disinfecting the bed and assigned cabinet with
each change of guest.
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aa. Showers & Restrooms
B2 provides access to functional, clean, and reasonably private toilets, wash basins, and showers,
with units accessible to guests with disabilities. Guests are expected to keep their showers to a
reasonably short period, to not use an excessive amount of water or prevent others from accessing
the showers. Persons with infants and young children will be provided adequate space for the
bathing and changing of infants and young children. The shelter will attempt to accommodate guests'
special needs in the provision of facilities.
• Shower and toilet facilities are maintained in working order, with hot and cold running water.
Hot water used for washing and bathing will not exceed 104 degrees Fahrenheit.
• Showers have non-skid strips and other safety measures in place.
• Showers are available on a first-come, first-serve basis.
• B2 provides toilet tissue, soap, and a means for washing and drying hands.
• Towels and soap will be provided for showers, with availability of towels based on donations.
• Trash receptacles will be in each toilet staff for the disposal of personal hygiene products, such
as tampons and pads.
• The bathroom will include a baby changing station.
• To the extent practical, B2 will provide for guests’ special needs. If accommodation cannot be
made, alternative arrangements will be made with other agencies when possible.
bb. Substance Use
While drugs and alcohol are not allowed on the premises, B2 does not require sobriety as a condition
for entry. B2 utilizes a non-judgmental approach that attempts to meet people “where they are at”
with their substance use. Instead of denying services to people who are using, B2 tries to give
opportunities for them to minimize the harms associated with substance abuse. Staff will not ask
guests to be abstinent, emphasizing that they cannot use, sell, or distribute substances in B2. Staff
should help guests recognize that some ways of using substances are clearly safer than others. Staff
should recognize the realities of poverty, class, racism, social isolation, past trauma, gender-based
and sexuality-based discrimination, and other social factors that affect a person’s vulnerability to and
capacity for effectively dealing with substance use.
1. Practicing Harm Reduction
• Staff should support guests with harm reduction relating to substance use. Examples of this
includes, but are not limited to:
o Encouraging a guest who has decided to reduce the amount of substance they consume
in a day;
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o Listening and honoring a guest’s story about how they became dependent on a substance
(or multiple);
o Talking with them about ways they can use in a safer way and reduce the impacts or risks
it places on themselves or others;
o Helping a guest get past the shame of being addicted so that they can make conscious
choices about what they want to do about it; and
o Giving guests information on how to use more safely to keep them disease free, which
will lead to more options in the future.
• When a guest has been found drinking, using, selling/distributing, and/or in possession of alcohol
and/or illicit substances while they are on B2 grounds, staff will instruct them to leave the
property with their substances. Guests who refuse to leave could be discharged from the shelter
or denied services from the facility for a period, in accordance with the protocols for Addressing
Difficult Behavior.
• When guests of B2 have been found to have paraphernalia associated with illicit substances, staff
will ask them to discard of it or remove the item from the property. Guests who refuse to comply
with the request from staff are at risk of being denied services.
• When guests are intoxicated while at B2, they are expected to maintain a reasonable level of safe
behavior. Staff will provide supportive services as appropriate and, as staff are available, will
intervene to address behavior that interferes with the safety and wellbeing of other guests,
visitors, and staff. Guests are subject to the B2 Code of Conduct and policies, regardless of their
sobriety status.
cc. Telephones
B2 has a phone available for guests to make and receive calls and contact the fire department,
paramedics, police, and site supervisor personnel. B2 takes incoming emergency phone messages for
guests during business hours and has a process for making these messages available to them. To
protect guest confidentiality, messages are taken without confirming whether the individual is a
guest of B2.
dd. Violations of the Rules
B2 uses a low barrier framework, which means that policies that make it difficult for guests to enter
shelter, stay in shelter, or access housing and income opportunities have been adjusted to minimize
barriers to shelter, housing, and services. When guests violate the code of conduct or are engaging
in behaviors that are challenging, staff will speak with those guests with a goal of maintaining the
guest’s use of B2 or stay at the shelter. Communication, collaborative problem solving, conflict
management, and resolution are central to addressing problematic behavior and rule violations. Staff
will work with guests to create agreements about behavior and what is expected. There are not a
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certain number of rule violations that will automatically lead to discharge from the shelter. Staff will
document those incidents that are creating conflicts, challenges, and barriers for guests and staff.
These incidents will be reviewed by the Program Manager, Shelter Supervisor, staff team, and
Community Council, as appropriate. Non-violent violations will be subject to verbal and written
notices with action steps for the guest to come into compliance. Guests who are not able to come
into compliance and have repeated violations could be subject to termination and removal from the
facility. Guests whose violation of the rules is a threat to the immediate safety of others, such as
violent assault or abuse, could be subject to immediate dismissal from B2 and denial of services.
Please see the Discharge Section of the Program Policies for more information.
ee. Violent Behavior
A guest will be told to leave B2 when staff has witnessed them, they have admitted to, or there is
sufficient evidence to substantiate violent or physically intrusive incident(s) against others on B2
grounds or they have repeatedly targeted another individual. This includes, but is not limited to:
• Hitting, kicking, slapping, pushing
• Throwing objects at someone
• Any unwanted physical contact
• Being verbally abusive repeatedly to the same person
Staff will intervene in conflicts, if they can do so safely, and encourage those involved to work things
out respectfully, offer to mediate, and name abusive behavior. When tension is high, staff will
prioritize being in common areas with clients. If a guest is an immediate threat to the safety of others,
they will be required to leave B2. Whenever possible, the decision to tell a guest to leave should be
discussed with the Program Manager and/or Supervisor. However, for threats to immediate safety
staff is empowered to make that decision to protect others and themselves, notifying the Program
Manager as soon as it is safe. Please see the Discharge Section for more information.
ff. Visitors at the Shelter
The shelter does not permit guests to have visitors unless it is during hours the facility is open to the
public or by special arrangement.
• Exceptions to the “no visitors” policy includes Case Managers, Probation/Parole Officers, Clergy,
designated members of open 12-step meetings, and other individuals providing services to B2
guests who have been approved by B2 management.
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gg. Volunteers
B2 currently has limited capacity to provide community service and volunteer opportunities.
Individuals who need to complete community service will need to be self-driven and able to complete
janitorial tasks without much oversight. B2 asks B2 guests to volunteer and participate in cleaning the
facility, the property, and neighboring properties. B2 staff and guests do regular neighborhood
cleanup (nearly daily). A larger scale trash collection effort is organized monthly to clean the
neighborhood and volunteers are invited to participate. There is an unofficial volunteer role for
people soliciting for donations of supplies. There are a handful of amazing people who do this for B2.
hh. Weapons
Firearms, including BB guns and explosive devices, and illegal weapons are not allowed on B2
grounds. Other weapons must be checked in with B2 staff immediately upon entering the facility.
Staff will make the determination as to what constitutes a weapon and whether B2 will accept the
item into the locked check-in cabinet. Knives, spears, swords, clubs, and Tasers are considered
weapons, but work tools, sports equipment, scissors, and other items could also be required to be
checked in. Items which require check-in must be tagged with the guest’s name and date of check-
in. All checked items must be immediately stored in a locked box or cabinet. Guests may retrieve
their item(s) when they are ready to leave the facility. All checked items will be recorded on a log,
with the date they were checked in and then the date they are retrieved will be recorded.
XI. PROGRAM EVALUATION
a. Project Goal
B2’s goal is for individuals and households experiencing homelessness in Mendocino County to
experience decreased barriers to community integration and housing.
b. Performance Measurement
B2 will regularly report on goals, progress, and outcomes to the RCS Board of Directors, funders, and
the community.
Performance Measurement Framework
Goal Activity Output Targets Outcome Targets
Prevention & Diversion
• People will
maintain their
housing.
• Prevention
resources
• 90% of guests will be screened for
housing options
• At least 25% of households
presenting with a housing crisis will
• At least 5% of households
presenting with a housing crisis
will have their homelessness
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Performance Measurement Framework
Goal Activity Output Targets Outcome Targets
• People will be
diverted from
requiring shelter
and system
resources.
• Housing
Navigation
services
• Legal services
• Mediation
• Family finding
services
receive in depth support services to
advocate for and/or provide
connections to housing resources
prevented or will be diverted
from accessing system resources
Resource Access & Equity
• People can
resolve their
housing crisis
quickly
• Access to
resources is
equitable, with
consideration
given to the
disproportionate
impact
homelessness has
on people from
underrepresented
backgrounds
• Emergency
shelter
• Drop-in center
• Supportive
services
• Housing
Navigation
services
• Redwood Equity,
Diversity, &
Inclusion
Committee
• Standardized
screenings for
resources with
attention paid to
increasing
equitable access
• Provide shelter, if
diversion/prevention not possible
• Provide housing services to 100%
of those in shelter
• The demographic breakdown of
those accessing resources will
reflect the breakdown found in the
general homeless population and
work to reflect the overall
Mendocino County population
demographics
• 15% of shelter guests connected
with permanent housing within
60 days of shelter entry
• 35% connected with permanent
housing within 90 days of shelter
entry
• <5% of those who obtain housing
will return to shelter within a year
of obtaining housing
Housing Stability
• People receive
the assistance
they need to
sustain housing
and develop their
own resources
• Housing
Navigation
services
• Rapid Re-Housing
(RRH) program
• Permanent
Supportive
Housing
• Other housing
resources
• Provide short-term RRH assistance
to households
• Assist households with developing
their own resources to sustain their
housing
• Connect households with
Permanent Supportive Housing
resources
• Provide supportive services to
households receiving RRH/PSH
assistance
• Participants remain stably housed
after placement:
o 95% for > 6 months
o 85% for > 12 months
o 80% for > 24 months
c. Program Documentation & Evaluation
Program evaluation for the project will include addressing questions designed to assist with
determining whether the program’s processes are effective and whether the program is resulting in
desired outcomes. Questions to be reviewed regularly and the types of data to be collected, include,
but are not limited to:
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1. Are outreach and recruitment efforts effective for engaging the target population?
• The data will include documentation of outreach contacts and presentations; CE system by-
name list information; the number of guests enrolled in the Shelter and their ranking on the
by-name list; the timeframes from entry into the CE system to entry into supportive services
and housing; demographic characteristics (age, gender, race/ethnicity, sexual orientation,
religion, primary language, etc.); history of homelessness; disability information; veteran
status; guest strengths and challenges; and relevant history.
2. Are program services and supports effective for engaging the target population and aiding them
with addressing their housing crisis and barriers to housing?
• The data will include numbers and types of services accessed, length of Shelter stay, exits and
re-entries to the Shelter, guest progress on Individualized Housing Plans, history of
homelessness, guests exiting to housing, guests sustaining housing after exit, and guests
reports on their experiences through surveys and interviews.
3. Are the participants satisfied with the services they receive at B2?
• The data will include results from guest satisfaction surveys; self-reported changes in quality
of life, satisfaction with the program, and severity of symptoms related to physical and
behavioral health and other aspects of life; and any formal complaints and grievances filed,
including the outcomes of those complaints.
4. Do Center guests experience improvement in their stability, quality of life, and their satisfaction
with life?
• The data will include participant satisfaction surveys results; wellness survey results; reports
on emergency room utilization and hospitalization; relevant life changes, for instance:
securing employment, completion of a HS diploma or college degree, a new diagnosis; as well
as documentation of changes over time in symptoms of chronic conditions.
5. Are guests experiencing improved community inclusion?
• Are there less complaints about people who are homeless since the Center/Shelter opened?
What is the general public attitude regarding homelessness since the Center opened?
Qualitative data relating to guest interactions with the housed residents in the community
and vice versa could be collected. For example, housed and unhoused community members
could be interviewed to gauge perceived acceptance of Center guests into the community.
Changes in community collaboration through involvement in social events and community
organizations could be monitored to determine the level of community integration between
unhoused and housed community members. Data could be collected to assess the number
of complaints to local law enforcement and other policy-driven agencies, regarding the
homeless community members since opening the Center.
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6. Are staffing levels sufficient to meet the needs of the participants, the project, and the staff?
• The data will include the following related to staff productivity: time sheets or other
documentation of time worked, for both paid staff and volunteers; documentation of the
nature of the work and the services provided; feedback from participants and staff on the
sufficiency of staff availability; and suggestions for improvement in processes.
7. Are there resources available sufficient to support the project?
• The data will include monitoring staff productivity and progress toward completion of project
goals and objectives, income and expenditures to address any gaps in resources in a timely
manner, and information from partnering agencies supporting the project.
d. Data Collection Methods
Table 1
Description of Data Sources and Methods.
Data Source Data Collected Collection Method Timeframe
Screening & intake
interview
• Demographics
• Risk factors
• Homelessness history
• Functioning
• Wellness & health
• Resources
• Stability
• Local prioritization factors
Interview administered
to guest by staff to enter
into CE system and
facility services
• When first engaging in B2
services; when seeking
enrollment in CE; at least
every 6 months until housed
Housing Stability &
Barrier Assessment
• Strengths
• Areas for engagement
(challenges)
• Personal goals
• Resources
• Needs
• Team of supports
• Health/wellness
Interview
Assessment form
• After acceptance into Rapid
Re-Housing/Housing
Navigation services
Individualized
Housing Plan
• Housing goal
• Action steps to achieve goal
• Timeline for achieving steps
Collaborative meeting of
the guest and staff
• For Shelter guests: within 4
days of entrance
• For Center guests: for those
identified as eligible for
additional supportive
services
Guest satisfaction
survey
• Satisfaction with services,
facility, etc.
Anonymous survey • Quarterly
Exit interviews • Exit reason
• Timeframes
• Aftercare plan
• Exit destination
• Resources
Interview
Exit form
• Upon exit from B2 services
and programs
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Data Source Data Collected Collection Method Timeframe
• Wellness
• Stability
Guest records (case
notes, assessments,
complaints, etc.)
• Timeframes of guest entry/exit
• Services
• Referrals
• Progress on goals
• Strengths
• Challenges
Audit of guest file • Bi-annual
Partnering
organization
reports
• Emergency room utilization
• Police interactions
• Calls to police relating to
transient activity
• Hospitalization
• Resource utilization
Provided by community
partners
• Bi-annual or annual
e. Using the Data
An individual’s response to the specific questions on the B2 screening provide a great deal of
information for screening, triage, and partnering with guests in developing individualized care plans.
It includes questions on the individual’s history of housing and homelessness, including the
frequency and duration. Additional items on the screening tool include, but are not limited to, the
following topics: 1) health needs (physical, mental, substance use, medications); 3) use of emergency
services (emergency room, ambulance, hospitalization, other crisis services); 4) risk of harm from
others (attack, robbery, exploitation); 5) risk of harming self or others; 6) interactions with law
enforcement; 7) social relationships; 8) money management; 9) meaningful daily activities; and 10)
abuse and trauma.
Data from the screening tool will be useful for program evaluation at both the program and individual
client level. Respondents are asked to consider the last six months when answering many of the
questions. The screening can be re-administered every six months and aggregate data can be used
to compare changes over time in the guest population. The same data examined at the individual
guest level can provide information for the guest and service provider on changes and patterns over
time in the guest’s risk factors, functioning, and wellness levels. Data from the individualized service
plans, wellness surveys, and case notes will also be utilized to gauge progress over time. That kind of
feedback can be motivating for guests who are able to witness their wellness indicators improve over
time. For those not showing improvement, the information can help point the guest and service
providers in the right direction to alter the service plan to better assist the guest. This data will also
be useful for evaluating the need for programmatic revisions.
In addition to the screening occurring at intake and then every six months thereafter, guests will
participate in quarterly satisfaction evaluations. These, along with any filed grievances and
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information from the B2 community meetings, will provide stakeholder input on the functioning of
the program and inform policy development and revisions. In addition, stakeholder surveys will be
distributed to community partners, neighbors, and other residents. These will be utilized to gauge
how well the project is helping reduce impacts on the community and if there is a reduction in stigma
associated with homelessness.
B2’s goal is for each guest to stabilize in a safe, ideally housed, environment and work to achieve the
highest level of independence possible. This could mean long-term residency in the on-site housing
units once they are built, or it could mean working towards acquiring other stable, independent,
permanent housing in the community. It could mean the guest leaves Mendocino County for a
community that can better support them. It could mean short-term assistance is needed or long-
term. Success is individualized and will vary between each guest.
The evaluation team will consist of B2 guests and staff, agency leaders, community stakeholders, and
community partners. The data will be gathered from residents and stakeholders. The purpose of the
evaluation plan is to determine if the project is successful as defined by:
• Guests are securing permanent housing;
• Guests are gaining employment and/or education;
• Hospital and emergency responses are being decreased;
• Impact on the community is being decreased; and
• Guests’ overall well-being is improving.
The evaluation plan of the program utilizes several data sources due to the program being in its
formative stage. The various data collection methods are intentional to assist with the validity of
evaluation. Utilizing different data gathering techniques will provide credibility to evidence used to
determine if the project is achieving its goals. If the data demonstrate that the program is successful,
it can create opportunities to work with additional community partners and build on what is working
to increase successful guest outcomes. If the data reveals that areas of the program are unsuccessful,
that indicates opportunities to improve the program and adjust. Both options are positive
opportunities for growth and community engagement.
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XII. Appendices
a. Principles of Harm Reduction
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b. Five Keys to Effective Emergency Shelter
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c. Fact Sheet: Housing First
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d. Comparing Low Barrier & High Barrier Shelter
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e. Trauma-Informed Approach & Trauma-Specific Interventions
SAMHSA's six key principles of a trauma-informed approach and trauma-specific interventions
address trauma’s consequences and facilitate healing.
• Trauma-Informed Approach
According to SAMHSA’s concept of a trauma-informed approach, “A program, organization, or
system that is trauma-informed:
o Realizes the widespread impact of trauma and understands potential paths for recovery;
o Recognizes the signs and symptoms of trauma in clients, families, staff, and others involved
with the system;
o Responds by fully integrating knowledge about trauma into policies, procedures, and
practices; and
o Seeks to actively resist re-traumatization."
A trauma-informed approach can be implemented in any type of service setting or organization
and is distinct from trauma-specific interventions or treatments that are designed specifically to
address the consequences of trauma and to facilitate healing.
• SAMHSA’s Six Key Principles of a Trauma-Informed Approach
A trauma-informed approach reflects adherence to six key principles rather than a prescribed set
of practices or procedures. These principles may be generalizable across multiple types of
settings, although terminology and application may be setting- or sector-specific:
1. Safety
2. Trustworthiness and Transparency
3. Peer support
4. Collaboration and mutuality
5. Empowerment, voice and choice
6. Cultural, Historical, and Gender Issues
From SAMHSA’s perspective, it is critical to promote the linkage to recovery and resilience for
those individuals and families impacted by trauma. Consistent with SAMHSA’s definition of
recovery, services and supports that are trauma-informed build on the best evidence available
and consumer and family engagement, empowerment, and collaboration.
• Trauma-Specific Interventions
Trauma-specific intervention programs generally recognize the following:
• The survivor's need to be respected, informed, connected, and hopeful regarding their own
recovery
• The interrelation between trauma and symptoms of trauma such as substance abuse, eating
disorders, depression, and anxiety
• The need to work in a collaborative way with survivors, family and friends of the survivor,
and other human services agencies in a manner that will empower survivors and
consumers.
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Foster Family Agency | Behavioral Health Services | Family Social Services | Skill Building & Empowerment Services
Crisis Response Services | Transitional Services | Residential Services | Homeless Services |Substance Use Services
Mailing Address: PO Box 2077, Ukiah Ca 95482 | Administrative Office: 707-467-2010 | Administrative Fax: 707-462-6994
f. Details on Services Offered
This Building Bridges (B2) program manual attachment further describes the services that could be
offered through the project and how each of them are accessed and, if relevant, funded.
The B2 project services have been funded through MCHSCoC (CESH), Mendocino County Health & Human
Services Agency (HHSA – General Assistance, CalWORKs, Behavioral Health & Recovery Services, Whole
Person Care), State of California Emergency Solutions Grant (ESG), and other sources. The project
depends largely on one time funding streams that are not guaranteed to renew year to year. Building
the sustainability of the project has proven challenging, as funding for homeless services is not consistent
or mandated. There are some elements of the project that may only be implemented for a short time
(for example, if there is a funding stream is supporting a specific project) or may only be implemented
when there is funding sufficient to support the activity (for example, Housing Navigator services may
only be offered to the public if there is sufficient funding to support multiple Navigators; otherwise,
these services are limited to guests of the shelter or the population specified by the funding source). B2
adjusts what kind of services are available and the size of the target population depending on what
funding and staffing resources are available. The primary expense associated with operating the project
is the personnel costs associated with the B2 Peer Support Counselors (PSC). The project prioritizes
providing shelter and resources to people staying at the shelter. If the project can bring on additional
PSCs, services and resources will expand to support people from the public (people living on the street
or experiencing a housing crisis who are not staying at the shelter). The hours the facility is open to the
public may vary. Changes to funding streams and the resources available at B2 and hours of operation
are communicated to partners through the B2 Stakeholder Council.
Services Offered Out of Building Bridges
1. Showers: the facility has 5 private shower stalls with dressing space and one ADA
shower/bathroom combo. When B2 is open to the public, these showers are made available to
guests who live on the street or otherwise do not have access to a shower due to their housing
crisis. These showers are available to guests staying at the shelter during specified hours (vary
depending on staff availability). If B2 is closed to the public, community partner organizations such
as Manzanita may work with us to host an open shower and laundry day. For example, Manzanita
staff could schedule a time to come to B2 to support their clients with accessing the facility showers
and laundry.
2. Bathrooms: the facility has 4 small private bathrooms (toilet and sink) and 4 private ADA
bathrooms (toilet and sink in room). B2 aims to make bathrooms available to guests from the public
whenever possible if safety can be maintained.
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3. Laundry: the facility has four washers and five dryers (1 ADA). These are utilized to wash “house
laundry” (facility towels and bedding). Shelter guests can also access them depending on staff
availability. When B2 is open to the public, laundry can be done by people staying at the shelter and
those living on the street or experiencing a housing crisis. Each person is limited to one load per
day. If there are machines out of order, laundry access is prioritized in the following way: House
laundry first, shelter guest laundry second, public guests last.
4. Community Service & Volunteer Opportunities: B2 currently has limited capacity to provide
community service and volunteer opportunities. Individuals who need to complete community
service will need to be self-driven and able to complete janitorial tasks without much oversight. B2
asks B2 guests to volunteer and participate in cleaning the facility, the property, and neighboring
properties. B2 staff and guests do regular neighborhood cleanup (nearly daily). A larger scale trash
collection effort is organized monthly to clean the neighborhood and volunteers are invited to
participate. There is an unofficial volunteer role for people soliciting for donations of supplies.
There are a handful of amazing people who do this for B2.
• This is a service area that could be developed and expanded, potentially needing a volunteer
coordinator to help flesh it out.
5. Resource Navigation (case management): B2 employs Housing Navigators who provide housing
focused case management services to guests assigned to them and a Licensed Vocational Nurse
(LVN) Case Manager who focuses on medical needs. The B2 PSCs also provide resource navigation
services, helping guests get connected to resources available in the community. All B2 employees
will take opportunities to aid guests with navigating the sometimes complicated services and
resources in the community. These services have been funded through MCHSCoC (CESH),
Mendocino County Health & Human Services Agency (HHSA – General Assistance, CalWORKs,
Behavioral Health & Recovery Services, Whole Person Care), State of California Emergency
Solutions Grant (ESG), and other sources.
6. Donation Closet: the facility has a donation room with basic clothing (think comfort clothes and
things you would need to live on the street), pet supplies, hygiene supplies, and items useful when
you are experiencing homelessness. Community members donate generously and B2 distributes the
items. B2 also receives a large annual shipment of socks through Bombass Socks (big love to them).
Community members wanting to donate gently used and new items can bring things to the facility
any day of the week between 9am—6pm. Donations items consistently needed:
a. THESE ARE THE ONLY CLOTHING ITEMS WE KEEP AT B2 – Socks, underwear (new),
tshirts, jeans, leggings, sweaters, jackets (rain jackets, heavy coats), shoes (comfy
shoes), sweatpants, scarves, gloves, warm hats
b. Blankets, single-sized sheets, pillow cases
c. Towels, washcloths, hand towels, cleaning towels/rags
d. Tarps, sleeping bags, tents
e. Luggage, backpacks
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f. Deodorant, razors, shaving cream, toothbrushes and toothpaste, dental floss, lotion,
shampoo/conditioner, body wash, liquid handsoap
g. Toilet paper and paper towels
h. Simple Green cleaning spray
i. Bleach
j. Garbage bags (all sizes and types…we love big, heavy duty bags and tall kitchen bags)
7. Connections to Housing: Guests of the B2 shelter are expected to create and work on an
Individualized Housing Plan, supported by B2 PSCs. B2 Housing Navigators assist guests who are
assigned to them with applying to all the housing opportunities they may qualify for and are
interested in. This could include low income housing, senior housing, subsidized housing,
Mendocino County housing resources, transitional housing, and other housing resources. The
Housing Navigators work with families enrolled in the Mendocino County CalWORKs Housing
Support Program and aid them with acquiring housing. They also work with guests who have been
referred to MCHSCoC Permanent Supportive Housing (PSH) resources, aiding them with acquiring
and stabilizing in housing while working to connect them with ongoing supportive services. Drop-in
Housing Navigation hours are also offered when staff are available. Housing Navigator services
have been funded through the MCHSCoC (CESH), CalWORKs, and State of California Emergency
Solutions Grant resources. Housing Navigation services are prioritized first to shelter guests,
families enrolled in CalWORKs, and participants in B2’s Rapid Re-Housing (RRH) program. If the
Housing Navigators can take on additional cases, people seeking assistance will be prioritized based
on the MCHSCoC Coordinated Entry System (CES).
8. Coordinated Entry: B2 is a front door for the MCHSCoC CES, screening people and enrolling them in
Coordinated Entry (CE). This service is provided by B2 PSCs in both English and Spanish. Use of a
language line assists with screening people who use other languages. Follow up support may be
provided by the B2 Housing Navigators. If B2 is not able to support someone they have screened for
CE, that person will be referred to a partner agency who provides supportive services related to CE.
9. Counseling: B2 PSCs provide basic counseling (not therapy or clinical counseling) services to guests.
This can include one on one and group work, mediation, motivational interviewing, collaborative
problem-solving, and a whole lot of active listening.
10. Educational Services: this service is listed in the B2 Manual, however, B2 staff do not offer this
service directly. B2 staff will refer people to other educational support services in the community.
The B2 PSCs may help people apply for schools (including the Ukiah Adult School), financial aid,
search for tutoring, and find other resources that could help them with their education. This is a
resource that B2 would love to develop further, in collaboration with a community provider that is
more experienced in this area.
11. Emergency Shelter: this is one of the primary reasons that B2 came to be. Our overnight shelter has
been open year-round since November 2019. The shelter has two parts: an on-site congregate
shelter for individual adults and hotel vouchers for families with children. Both resources are
operated under a low-barrier, housing focused model.
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• People seeking shelter can come to the facility or call every day between 1:30pm and 2:30pm. The
B2 PSCs will screen people for the shelter and give them an orientation to the process of getting a
bed. If a bed is available, staff will review who has checked in that day between 1:30-2:30 and select
the person with the highest vulnerability score according to our standardized screening AND is
appropriate for the bed available. If the open bed is a top bunk it will go to the person who can get
on a top bunk and has the highest score. If it is a bottom bunk, it will go to the person who has the
highest score. Once our dorms are divided by gender again gender will be taken into consideration
when filling beds.
• The hotel vouchers for families with children are currently limited and there is only capacity to help
each family for a short time only during the cold winter months. Families can be referred to B2 and
will be screened. These hotel vouchers are part of B2’s General Assistance contract with HHSA. RCS
continues to seek funding to expand this effort. All families are referred to the CalWORKs Housing
Support Program and HHSA emergency assistance.
• RCS works hard every year to secure the funding needed to operate the overnight shelter. Over the
years it has proved easiest to secure funding for the winter months. However, people still need
shelter in the summer and RCS continues to work with the B2 Community Council, MCHSCoC, and
Mendocino County every year to identify funding streams that will help the overnight shelter operate
year-round.
• When funding is available to support the additional staffing required to safely do so, B2 offers day
shelter services to people not staying at the shelter. When this is offered, people from the public can
come to B2 during specified hours to access showers, bathrooms, laundry, and a place to rest during
the day.
12. Food: B2 offers coffee to guests through donations from Black Oak Coffee (we love them!) and
community members. People from the community can also donate non-perishable food. B2 does
not have a full kitchen but does have a microwave and toaster for guests to use. Occasionally
generous community members will provide meals to the guests.
13. Internet Access: Wi-Fi is offered to the guests staying at the shelter. When B2 is open to the public,
Wi-Fi is available for use.
14. Job Listings & Employment Support Services: this service is still being developed and has not been
fully implemented. The B2 PSCs will search for job openings and print them to put on the bulletin
board. B2 staff refer people seeing employment support services to the Mendocino County
CalWORKs program. We would love to develop a partnership and have this resource more fully
offered out of the B2 facility.
15. Linkage to Medical Services: this service is provided in a number of ways and has been a successful
part of B2’s collaborative efforts with community partners. In “house”, the B2 LVN Case Manager
works with guests (prioritizing shelter guests and working with people from the public as time
allows) to help them connect with medical services, ideally a primary care provider. The LVN also
aids them with medication issues, appointments, and will provide first aid when needed. They work
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closely with Adventist Health, Hillside Health Clinic, Redwood Quality Management Company, and
other healthcare providers.
• Adventist Health’s Street Medicine program conducts a weekly clinic at B2, where a doctor comes to
the facility to see patients. This resource has been invaluable for helping our guests get healthcare
and reduce trips to the emergency room. Adventist Health case managers and the B2 LVN will
coordinate on follow up appointments.
• Prior to COVID, nurses from Hillside Health Center were coming to B2 weekly to check in with patients
and assist guests with navigating medical services. This service has been paused, but we anticipate it
starting back up as soon as Hillside can support it.
• Guests see B2 as a place to get help, coming here when walking to the emergency room is too much
for them. When someone comes to B2 who appears to be in medical need, B2 staff will quickly assess
and if it is not a life-threatening emergency, they will consult with the B2 LVN and Street Medicine
doctors (if they are available) on the best way to proceed. If the guest in need has an immediate
need for medical care, they will be supported with getting to the emergency room via taxi (first
choice) or ambulance (for emergencies). Otherwise, the staff will help the guest get connected to
the B2 LVN, Street Medicine, and/or their primary care provider.
• The B2 LVN Case Manager is a recent addition to the project, brought on at the onset of COVID. The
position is currently funded through ESG-Cares funds. B2 is working to identify funding streams to
sustain this significant resource.
• Other medical support services that happen periodically at B2 include HEP C testing conducted by
MCAVHN and Whole Person Care Wellness Coach services.
16. Lockers & Storage: B2 has a limited number of lockers where guests can check in valuables for safe
keeping. This resource is prioritized for guests staying at the shelter, where they do not have a
secure location at their bed to keep their belongings. For people not staying at the shelter B2 has a
shipping container with storage spots people can apply for. Each person who is assigned a storage
spot has a storage bin where they can put their belongings they wish to store. The shipping
container is locked and can only be accessed by a couple of B2 employees to minimize risk of things
going missing. People can access their belongings under supervision at specified times.
17. Mailing Address: People experiencing a housing crisis can have their mail sent to B2. They can check
their mail Monday through Friday between 10am—4pm. Mail is delivered to a locked mailbox that
is checked once a day (in the morning) and only a few B2 staff have the key to minimize risk of mail
loss. Packages that do not fit in the locked box are kept at the post office for specified B2 staff to
pick up. B2 is not able to do things like forwarding mail to a new address but will take mail to the
post office for USPS to forward to any address the person may register with them. B2 will not store
mail indefinitely. If someone does not come to pick up their mail within 60 days, it is taken to the
post office to return to sender.
18. Medication Support: B2 has a locked storage compartment in the locked shelter office, accessible
only to staff, where guests can request to store their medication. Guests are not required to store
their medication, but many choose to. B2 does not dispense medication. When the guest wants to
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check out their medication, they can ask staff to open the compartment and get them their bag of
medication. Guests are responsible for managing their medications, though B2 staff will provide
support by giving them reminders. The B2 LVN Case Manager will help guests get their medications
refilled.
19. Mental Health Services: this is a service that is provided through community providers, either by
referring guests to mental health organizations or through those agencies coming to B2 to provide
mental health services. The original plan was for mental health providers to come to B2 to meet
with clients for clinical services. However, this model has not been implemented by the partners
and guests are referred to the mental health offices to receive services. B2 does care coordination
with mental health providers. The RCS Crisis department works closely with B2 and providers come
to the facility to meet with clients, especially when diversion from mental health hospitalization is
needed. Since COVID, guests of the B2 shelter and people living on the street have struggled to
access mental health services, as they have primarily gone virtual. The B2 Community Council is
working on solutions to improve access to mental health services. This is an area that needs
development. RCS is interested in having a clinician and mental health rehab specialist stationed at
the facility, able to work with the population. At least 65% of the guests have MediCal and could
qualify for mental health services if they were able to complete the required steps to get those
services started. An in house clinician would be able to complete assessments and develop client
plans to initiate services.
20. Peer Support: B2 strives to hire people with lived experience with homelessness, substance use,
mental illness, and other experiences the guests may face. This peer support element is a huge part
of the program model. The project also encourages and supports peer support and peer leadership
between the guests utilizing the program. Building on the community support system people on
the street have developed is an important part of keeping this facility functioning and guests
cooperative with behavior expectations. To put it crudely, the guests vastly outnumber the support
staff on shift and their buy-in is required. The guests are invested in B2 existing and want to support
the project’s success. Peer support comes through the PSCs and the guests alike.
21. Phone & Messages Center, including phone charging stations: guests can access a phone to make
and receive phone calls (local and long distance). If someone calls for a guest who is not present at
the facility (or who does not want to take the call), B2 staff will take a message and post it on a
message board. Outlets are available inside and out for people to charge their devices. B2 also has a
charging station that is locked up where guests can check in their phone for charging and check it
back out. This has helped reduce incidents of phone theft.
22. Rapid Re-Housing Program: RCS has been operating an RRH program since 2017. Through
supportive services and short-term housing assistance (usually security deposit and rental subsidy),
participants who have been experiencing literal homelessness are assisted with acquiring and
sustaining permanent housing. Participants are primarily selected through the MCHSCoC
Coordinated Entry System. Households in the CES who would otherwise be prioritized for PSH
resources, but only need a security deposit and do not require the long-term support of PSH, can
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be referred to B2 for RRH. This program has been funded through State of California ESG, MCHSCoC
CESH, ESG-Cares, and other funding sources.
23. Support Groups: B2 staff regularly facilitate small groups to mediate challenges at the facility,
coaching guests on social skills, independent living skills, anger management, etc. These groups are
mostly held on an as needed basis. Other groups such as substance use support, independent living
skills, street smarts, and other groups may be scheduled and facilitated by community partners.
These groups at B2 have decreased since the onset of COVID, with providers going to a virtual
model of running groups.
24. Dog & Pet Support Services: B2 has a dog run and kennels for guests who come with their pets. B2
has collaborated with the Mendocino County Animal Shelter, Humane Society of Inland Mendocino
County, and Mendocino Shelter Pets Rescue on getting the animal guests at B2 needed veterinary
care, vaccinations, licensing, and supplies. B2 would love to host vet clinic events at the facility so
our furry friends on the street can get seen.
25. Other Services: other community partners have provided services in person at B2, though these
have decreased since the onset of COVID. These services have included legal consultations through
Legal Services of Northern California, domestic violence support through Project Sanctuary,
transition age youth support services through the Mendocino County Youth Project and RCS’ Arbor,
and groups and individual services through Manzanita and MCAVHN.
26. Aftercare & Stabilization Services: B2 strives to maintain connections with people after they have
moved into housing or stopped accessing B2 resources. Stabilization support is an important part of
addressing homelessness. The B2 Housing Navigators continue to provide supportive services to
clients who have been housed. When available, B2 may provide gift cards to incentivize past guests
to keep in touch and complete follow-up surveys.
27. Conflict Resolution, Mediation, & De-Escalation: these elements are not detailed in the B2 Manual
as services offered, but they are a vital part of what this project does. The B2 PSCs offer these
services to people coming to B2. Sometimes the conflicts start at B2 and sometimes they are
happening before the people or person shows up at the facility. B2 staff are constantly moving
around the facility and engaging with guests, assisting them with processing and navigating
challenges. They are trained in conflict resolution, mediation, and de-escalation strategies and
tactics. People living on the street are in a near constant trauma state and their responses to
interactions with others is informed by that trauma. People experiencing homelessness often
support each other and they also victimize each other. Theft, arguments, assault, abuse, property
damage, and interpersonal conflict is very present and mitigating the aftermath is part of what B2
assists with.
28. Homelessness Prevention: B2 Housing Navigators provide supportive services to people who are at
risk of losing their housing. Financial assistance may be available to assist with things like back-rent
(this depends on funding available). People are also referred to other projects in the community
that offer homelessness prevention assistance.
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29. Neighborhood Clean-Up: B2 staff and guests regularly (almost daily) pick up trash in the
neighborhood surrounding B2. There is a monthly neighborhood clean-up event organized by B2 as
well.
30. Diversion: B2 works with people to divert them from needing to access homeless services and
shelter. This could include helping people reconnect with family in other communities and
purchasing them a bus ticket to get back home. Or it could include assisting people with identifying
natural supports (family, friends, old teachers, coaches, church members, etc.) who may be willing
to let the person live with them. This is largely a service or an engagement strategy, not a program
or something that requires funding. If funding is needed to assist someone with being diverted
from accessing homeless services, B2 will coordinate with the B2 Council, Mendocino County HHSA,
and other partners to try to get the person what they need.
31. Landlord Engagement: B2 Housing Navigators work with landlords to support them with renting to
B2 guests. They work to build the pool of landlords willing to rent to folks experiencing
homelessness. They respond to calls from landlords and assist with mediating challenges.
Brief List of Ideas for Project Elements to Explore in the Future (as funding and resources may allow)
• Community garden
• Street outreach (either coordinated with another community partner who is conducting street
outreach or provided through B2 directly)
• Closer collaboration with Mendocino County eligibility workers to offer sign-ups to CalFresh,
MediCal, etc. on-site
• Social Security assistance support offered on-site
• Family reunification services (more targeted than what is currently offered as part of B2’s diversion
strategy)
• Expand the storage capacity for people living on the street and staying at the shelter
• Develop additional resources on this property (for example, construct additional office space for
mental health, substance use treatment, medical services [really develop this integrated one-stop,
multiple provider agencies all collaborating and “housed” on one site model]; construct a building
to be a café and thrift store where B2 guests can gain work experience AND income to support the
project can be generated; build housing here if possible)
• Expand the family shelter resource
• Secure housing (apartment complex) and operate Permanent Supportive Housing projects
connected to B2
• Develop pool of funds to assist with landlord engagement (incentives, damage mitigation fund,
etc.)
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