HomeMy WebLinkAbout2024-04-09; City Council; ; Update on Management Plan for Affirmed Housing’s Windsor Pointe Affordable Housing ProjectCA Review CKM
Meeting Date: April 9, 2024
To: Mayor and City Council
From: Scott Chadwick, City Manager
Staff Contact: Mandy Mills, Housing & Homeless Services Director
mandy.mills@carlsbadca.gov, 442-339-2907
Mickey Williams, Chief of Police
mickey.williams@carlsbadca.gov, 442-339-2130
Subject: Update on Management Plan for Affirmed Housing’s Windsor Pointe
Affordable Housing Project
District: 1
Recommended Action
Receive an update on the amended Windsor Pointe Management Plan to reflect enhanced
security measures and provide direction on the amended Windsor Pointe Management Plan to
city staff as appropriate.
Executive Summary
Windsor Pointe is a 50-unit affordable housing project with half of the units offering a priority
for lower-income military veterans and their families, including homeless veterans, and the
other half serving people with serious mental illness who are experiencing homelessness. It has
been in operation almost two years.
Concerns have been raised about the project, principally regarding safety in the neighborhood.
The City Council approved a number of actions on March 12, 2024, to address these concerns.
One such action directed staff to return with an amended management plan to demonstrate
the changes that have been implemented to address security at Windsor Pointe.
Explanation & Analysis
Background
The City Council approved two actions, one in 2017 and one in 2020, for a financing package to
acquire the land and build the Windsor Pointe affordable housing project. City staff have been
working with Affirmed Housing and the County of San Diego to address community concerns
about the project.
Affirmed Housing operates the project and contracts with the property manager and service
provider. The County of San Diego granted funding to develop and operate the project through
the No Place Like Home program. The county also contracts with the service provider that
assists residents who were placed through the No Place Like Home program.
April 9, 2024 Item #8 Page 1 of 48
Exhibit 1 details the project’s background and history.
The project contains 50 units, including two manager units, located on two non-contiguous
sites in the Barrio neighborhood, at 965 Oak Ave. and 3606 Harding St. Twenty-four of the units
provide affordable housing for low-income households with a veteran and/or local affiliation
preference. Another 24 units provide permanent supportive housing for homeless individuals
with a serious mental illness diagnosis.
On March 12, 2024, the Carlsbad City Council received an update on the Windsor Pointe
affordable housing project and directed city staff to pursue a number of actions to address
specific community member concerns about the Windsor Pointe project.
Several actions the City Council directed staff to pursue focused on strengthening onsite
security at Windsor Pointe, including having:
• Onsite security personnel from 6 p.m. to 6 a.m. at both locations
• 24-hour remote video surveillance monitoring
• A guest check in/out policy
Updated management plan
The City Council directed staff to bring back an amended Management Plan on April 9, 2024, to
demonstrate that changes in security and the guest policy have been incorporated into the
management plan between the project owner, Affirmed Housing, and its property management
company, ConAm Management Corporation, or ConAM. The updated Management Plan,
attached as Exhibit 2, reflects the following changes:
• A security guard will be onsite at each location from 6 p.m. to 6 a.m. During these hours,
onsite security will be able to monitor issues on the property, such as noise complaints,
guest entry and suspicious activity. The security guard can contact the Carlsbad Police
Department for issues that require public safety personnel, assist residents in contacting
the Mobile Crisis Response Team for after-hours behavioral health support and receive
calls from residents to address any after-hours low-level concerns. The onsite security
will convey any pertinent information from the evening hours to the onsite staff each
day.
• Remote video surveillance monitoring will be conducted 24-hours a day, seven days a
week to identify criminal activity, suspicious activity or entry by unauthorized people.
The property’s management has established a protocol that specifies who the
remote monitoring service should call in the daytime and who it should contact at
night. If the monitoring service contacts the Carlsbad Police Department, they will also
convey pertinent information about that call to onsite staff at that time or the following
day, if the incident occurs outside normal business hours.
• The management plan was amended to implement a procedure to require residents to
check their visitors in and out. City staff from the Housing & Homeless Services and
Police departments met with Affirmed Housing and ConAm at both properties to discuss
options for visitor registration. The permanent system of visitor registration is still being
identified, but a temporary procedure for mandatory visitor registration will be
implemented — with notice given to residents — once the management plan is
April 9, 2024 Item #8 Page 2 of 48
approved. The property manager will monitor and strictly enforce the revised guest
registration procedure.
The efforts to make operational changes at Windsor Pointe are not yet complete, but city staff
anticipate these changes will make a difference in addressing security concerns at Windsor
Pointe. Staff are prepared to accept the changes to the management plan once we receive
direction from the City Council.
Action items and status
The City Council also directed city staff to pursue a number of other actions to address concerns
with the Windsor Pointe project. City staff, Affirmed Housing, ConAm, the property’s manager,
and the county’s Behavioral Health and Housing & Community Development departments have
been actively working to execute the action items that will help address concerns. The County
of San Diego Board of Supervisors will be considering multiple recommendations to address
concerns with the Windsor Pointe project at its April 9, 2024, meeting. Those agenda reports
are included as Exhibit 3.
These action items, and their current status are:
1. Further strengthen onsite security
A. Working with the City Council’s Legislative Subcommittee, develop and implement a
strategy to effectively advocate for the County of San Diego to release operating subsidy
reserve funding for this project to cover the cost of additional onsite security at both
locations.
o Status: Staff have confirmed the county has authorized using the project’s
operating reserves for onsite security.
To help the project in coming years, the city will advocate to the California
Department of Housing and Community Development for permanent supportive
housing projects to be able to use a higher percentage of operating reserves
during their first five years than is currently allowed.
o On April 9, 2024, the County of San Diego Board of Supervisors will be
considering the recommendation to develop a plan for using No Place Like Home
operating reserve funds to add supplemental security personnel at Windsor
Pointe and to advocate to the California Department of Housing and Community
Development to maximize the funding flexibility of capital operating reserve
funds for the Windsor Pointe project.
B. Present an amended management plan to the City Council on April 9, 2024, reflecting
security enhancements, including:
• An amended guest policy requiring visitors to sign in and out
• One security guard for each site when staff is not available, from 6 p.m. to 6 a.m.
• 24-hour remote video surveillance monitoring
o Status: Complete
C. Collaborate with the property manager to strengthen the protocol to divert low-level
issues to onsite personnel.
o Status: A new protocol is in development.
April 9, 2024 Item #8 Page 3 of 48
o On April 9, 2024, the County of San Diego Board of Supervisors will be
considering the recommendation to develop a plan to support and address the
unique needs and challenges of residents with serious mental illness and to
support the health and safety of residents and the surrounding community.
2. Ensure adequate client-based services are provided
A. Develop and implement a plan within 45 days to urge the County of San Diego to allow
new Windsor Pointe residents housed under the No Place Like Home funding to start
with a higher level of service with the option to move to a lower level if appropriate,
rather than starting with minimal services and adding as needed.
o Status: County Behavioral Health Services has confirmed a part-time behavioral
health clinician will be on site at Windsor Pointe for 20 hours per week.
o On April 9, 2024, the County of San Diego Board of Supervisors will be
considering recommendations to:
Analyze all options and opportunities to maximize the level of services
and hours of on-site case management services and referrals to
behavioral health services for Windsor Pointe.
Implement a pilot program to increase services for residents with serious
mental illness living in No Place Like Home units to include enhanced
clinical support seven days per week.
Ensure on-site personnel receive mental health first aid training and be
trained on how to refer people to 24/7 behavioral health crisis response
resources.
B. Working with the city’s Director of Intergovernmental Affairs and the city’s contracted
lobbyists, develop and implement a legislative advocacy strategy within 60 days to
effectively lobby for supportive housing to be fully funded at the state and federal levels
to provide adequate levels of service.
o Status: Discussion scheduled for April 9, 2024, City Council Legislative
Subcommittee meeting.
3. Pursue veteran and Carlsbad priority
A. Examine participating in a regional fair housing legal analysis to determine if
implementation of a local, or subregional (i.e., North County), priority would be
consistent with federal and state fair housing laws and other applicable laws.
o Status: Not started
B. Working with the city’s Director of Intergovernmental Affairs and Legislative
Subcommittee, advocate to the Regional Task Force on Homelessness and the region’s
Continuum of Care Board of Directors to make policy changes that could provide a
subregional priority in the Coordinated Entry System referral process in certain
situations, such as when cities provide a significant financial investment for a housing
development.
o Status: Discussion scheduled for April 9, 2024, City Council Legislative
Subcommittee meeting.
April 9, 2024 Item #8 Page 4 of 48
C. Working with the city’s Director of Intergovernmental Affairs and Legislative
Subcommittee, develop and implement a strategy for the state and federal
governments to allow veteran benefits to exceed maximum income limits for
permanent supportive housing units to remove barriers to ending veteran
homelessness.
o Status: Discussion scheduled for April 9, 2024, City Council Legislative
Subcommittee meeting.
Fiscal Analysis
There is no fiscal impact from receiving this report and no funding is being requested.
Next Steps
City staff will continue to work closely with Windsor Pointe on implementation of the action
items approved by the City Council on March 12, 2024. City staff will return to the City Council
in four months from the April City Council meeting to report on additional progress and
continue to identify solutions to address any continuing issues.
Environmental Evaluation
This action does not require environmental review because it does not constitute a project
within the meaning of the California Environmental Quality Act under Public Resources Code
Section 21065 in that it has no potential to cause either a direct physical change in the
environment or a reasonably foreseeable indirect physical change in the environment.
Exhibits
1. Windsor Pointe background
2. Windsor Pointe Management Plan
3. County of San Diego April 9, 2024, Windsor Pointe agenda reports
April 9, 2024 Item #8 Page 5 of 48
Exhibit 1
Windsor Pointe
Project Information
Project History
In 2016 Affirmed Housing processed applications for the construction of a 100 percent
affordable housing project on two noncontiguous sites: 24 units at 965 Oak Avenue and 26
units at 3606 Harding Street. The proposed units in both project sites were intended for very
low and extremely low-income veterans and their families, but the project was not conditioned
to require veterans only.
In February 2017, the Carlsbad City Council approved a commitment of $4.25 million from the
Housing Trust Fund to Affirmed Housing to assist with project financing to construct 50
affordable apartment homes for homeless and/or lower income military veterans and their
families. The estimated total cost of the project at the time was $21.4 million, with Affirmed to
seek additional funding from other sources. Throughout 2017 and 2018, Affirmed Housing
applied for various other funding sources, but was not successful due to the competitive nature
of funding for affordable housing.
In August 2019, Affirmed Housing received conditional commitment from the County Health
and Human Services Agency of $10.14 million from the No Place Like Home (NPLH) program.
This funding required that 24 of the project's units be set aside for residents experiencing
serious mental illness. The program provides for mental health services to the NPLH residents
through a County of San Diego Behavioral Health Services contract.
On Jan. 28, 2020, the Carlsbad City Council approved an additional $4.043 million request, for a
combined total financial assistance package of $8,293,392, in the form of a combination of land
purchase/lease back and residual receipts loan, for the construction of 50 affordable apartment
units. Half of the units would offer a priority for lower income military veterans and their
families, including homeless veterans, and the other half would serve people experiencing
homelessness with serious mental illness.
Why these locations
The sites were selected and purchased by Affirmed Housing based on land availability and
zoning. The City of Carlsbad did not select the sites. Under California state law and the City of
Carlsbad zoning ordinance, supportive housing that assists groups like veterans and disabled
persons is a residential use and not a business or commercial use. Such housing must be
treated the same way as any housing under the city's land-use and zoning rules. Moreover,
state and federal fair housing laws prohibit discrimination based on disability.
Who the project serves and how residents are selected
To the extent consistent with applicable law, Affirmed Housing gives preference to veterans
and Carlsbad residents and workers for the apartment units. The selection of tenants for 24 of
the 48 units at Windsor Pointe prioritize eligible veterans and/or local affiliation. Carlsbad
residents and veterans do receive priority order on the waiting list for these 24 units. This is a
preference, and gives priority order for tenant selection, but there is no specific requirement
that each occupant is a veteran and/or from Carlsbad.
April 9, 2024 Item #8 Page 6 of 48
The priority order for these units is:
1. Carlsbad veterans
2. Other veterans
3. Carlsbad residents
4. Other qualified households
Of these 24 units, half (12) are comprised of veterans. There were 11 additional veterans who
applied to the waitlist, but either canceled their application or were denied for various reasons.
Here is a summary of the tenant demographics:
• Veterans: 12 (3 Carlsbad veterans and 9 other veterans)
• Carlsbad Residents: 6 (the 3 Carlsbad veterans noted above plus 3 other Carlsbad
residents)
The other half of the apartments are designated for No Place Like Home-eligible applicants.
These are adults with serious mental illness, children with severe emotional disorders and their
families and people who require or are at risk of requiring acute psychiatric inpatient care,
residential treatment, or outpatient crisis intervention because of a mental disorder with
symptoms of psychosis, suicidality or violence and who are homeless, chronically homeless, or
at risk of chronic homelessness. The county identifies applicants with a serious mental illness
diagnosis and who are awaiting permanent housing.
The city had expressed its desire to provide preference to local residents, to the extent
consistent with applicable law. The State of California, however, specified that such a local
preference would not be permitted without further assurance the preference would not violate
fair housing laws. Because of this, the units covered by the No Place Like Home guidelines are
not currently able to be set aside for local community members. There is, however, a
preference offered for veterans.
How are residents screened
A criminal background check is conducted for each applicant. To ensure compliance with
housing laws, the property management company uses a third-party vendor to perform tenant
background screening. Applicants with past convictions may still be eligible depending on the
timing and severity of their conviction and will be offered an individualized assessment of their
background.
• No registered sex offenders. Sex-related felony convictions would trigger a denial in a
criminal background finding. In compliance with fair housing laws, individuals with sex-related
felony convictions within fifteen years would be allowed to file an appeal and receive an
individualized assessment of their background to be considered. Lifetime registered sex
offenders are not eligible for residency and will not receive an assessment.
• No one with a conviction of manufacturing or producing methamphetamines.
• Residents will be screened for any convictions of violent criminal history or drug-related
crimes within the previous five years.
April 9, 2024 Item #8 Page 7 of 48
What level of security is provided
Affirmed Housing contracts for a private security guard onsite generally after business hours (6
pm to 6am). The properties have security camera systems with off-site monitoring 24 hours a
day/7 days a week. During the weekdays, Affirmed Housing has onsite staff including trained
health professionals and a property manager who work together to prevent loitering around
the building, ensure the safety of residents, and respond to community concerns. A property
management representative lives onsite at each property.
What services are provided
Residents of Windsor Pointe are supported through a variety of supportive services. Ongoing
care coordination is monitored in regularly scheduled “crosswalk” meetings that bring together
developers, property management, service providers, and BHS staff to address problems as
they arise with the aim to increase housing retention.
Onsite supportive services are provided for all Windsor Pointe residents by Interfaith
Community Services. The property contracts with Interfaith Community Services to provide
case management services to all residents. Interfaith is onsite Monday to Friday from 8:00 am
to 4:30 pm. to provide case management support for basic needs, physical and mental health,
socialization needs, and employment. There is also a peer support specialist that works to
engage residents in community activities to encourage clients to get to know one another and
interact positively and meaningfully.
Additionally, the County of San Diego Behavioral Health Services contracts with Alpha Project to
administer Tenant Peer Support Services, or TPSS, which serves No Place Like Home tenants
and is onsite Monday to Friday from 11:00 am to 3:00 pm. To support housing stability, TPSS
provides case management, peer support activities, and care coordination to supportive
services that may include mental health care, peer support groups, substance use services, and
physical health care, including access to routine and preventive health and dental care,
medication management, and wellness services. TPSS also supports benefits counseling and
advocacy, including assistance in accessing SSI/SSP and enrolling in Medi-Cal, and actively
teaches and reinforces basic housing retention skills, such as unit maintenance and upkeep,
cooking, laundry, and money management. The County of San Diego has recently added onsite
clinical support 20 hours per week. The clinician can provide behavioral health support onsite.
April 9, 2024 Item #8 Page 8 of 48
1
PROPERTY MANAGEMENT PLAN
WINDSOR POINTE
APARTMENTS
1.PROJECT OVERVIEW
A.Introduction
Windsor Pointe Apartments consists of 50 apartment home units in Carlsbad, CA. The project is
located on two sites: 965 Oak and 3606 Harding. The project will consist of 48 tax-credit
restricted units at 60% and below AMI designations along with two manager units (two-bedroom
units). Of the restricted units, the unit mix consists of 24-Studios, 16-1 bedrooms, 8-2 bedrooms
and 2-3 bedrooms units. One unit at each site will be reserved for a Community Manager and
Maintenance Technician.
50% of the apartment units are designated for No Place Like Home (NPLH) eligible applicants,
defined as adults with serious mental illness, or children with severe emotional disorders and
their families and persons who require or are at risk of requiring acute psychiatric inpatient care,
residential treatment, or outpatient crisis intervention because of a mental disorder with
symptoms of psychosis, suicidality or violence and who are homeless, chronically homeless, or at
risk of chronic homelessness.
All apartment units at Windsor Pointe will have a Veteran Preference. Veterans will be
prioritized in the application process but will still need to meet all of the requirements of
Windsor Pointe to be eligible for and approved to live at Windsor Pointe. The non-NPLH units
will have a City of Carlsbad Live and/or work preference but as mentioned above will still need to
meet all of the requirements of Windsor Pointe to be eligible for and approved to live at Windsor
Pointe.
The following plan summarizes policies, systems and procedures for the operation and management
of Windsor Pointe Apartments. This Management Plan is revised and updated as required, and at
least one copy is maintained at the community manager’s office. This plan is designed to define
the duties and responsibilities of the Owner and managing agent, and to outline a management
program that will assure the physical, financial, and social well-being of the project.
The term "Agent" refers to CONAM Management, as the property management agent. The term
"Project” refers to Windsor Pointe Apartments. The term "Owner" refers to Affirmed Housing
Group. The term “Service Provider(s)” refers to the service provider(s) providing case
management and other services to the NPLH residents.
Exhibit 2
April 9, 2024 Item #8 Page 9 of 48
2
Project Information
Project Name: Windsor Pointe Apartments - Carlsbad Veteran Housing, LP.
Project Street Address: 3606 Harding Street, and 965 Oak Avenue, Carlsbad,
CA 90002
Units: 50 units
Owner/Sponsor Name: Affirmed Housing Group
Contact: Jonathan Taylor
Street Address: 13520 Evening Creek Dr. N Suite #160 San Diego, CA
92128
Email: jonathan@affirmedhousing.com
Property Management: CONAM Management
Corporation Contact: Michelle Sites, Vice President
Street address: 3990 Ruffin Rd. #100 San Diego, CA 92123
Work Phone: 858-614-7376
Email: msites@conam.com
2. TEAM MEMBER ROLES AND RESPONSIBILITIES
Permanent Supportive Housing is a partnership requiring intensive collaboration between the team
of property management and service providers. Each of their Project roles is outlined here.
A. Agent Roles and Responsibilities
The Owner and Agent have agreed on the delegation of the authority for management of the project
to the Managing Agent through the execution of the Management Contract as the instrument of
authority. Generally, property management services include:
- Annual budgeting
- Financial management
- Compliance with government and tax credit related requirements
- Enforcing the terms of the lease
- Collecting rent
April 9, 2024 Item #8 Page 10 of 48
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- Maintenance and capital improvement of property
- Hiring, directing, and dismissing independent contractors
- Securing sufficient property insurance
- Ensuring security
- Fiscal recordkeeping
The Agent consults with the Owner in cases of expenditures of above $ 2,000 when bids are being
considered, in situations where policy decisions are required and in certain emergency situations.
Additionally, by means of periodic budgets, financial reports, financial statements and management
reports, the Agent advises the Owner at regular meetings on the operations of the project and
recommends operating policies, major expenditures and major repairs.
In case of emergency, the Agent will act promptly to safeguard the health and welfare of the
residents and to safeguard the assets of the complex or to prevent additional damage to the assets.
The Agent will inform the Owner as quickly as possible of the emergency situation.
The Agent is paid a management fee, as outlined in the Management Contract, for expertise in
proper selection, certification and recertification of residents, properly collecting and computing
rents, establishing a control system for operating the project on a sound fiscal and physical basis,
the training and supervising of project personnel, monthly reporting and to cover its off-site office
expenses and overhead.
B. Community Manager Roles and Responsibilities
The Community Manager of this community is responsible for handling day-to-day business and
activities at the property level and is in charge of the supervision of all management personnel
assigned to this project. The Manager reports to the Regional Portfolio Manager, who is supervised
by the Vice-President.
C. Communication Between Property Manager and Services Coordinator/Case Manager
The Property Manager will meet weekly with lead service provider, Interfaith Community
Services to discuss property and resident issues with goals of promoting housing stability for all
residents. The County of San Diego Behavioral Health Services contracts with TPSS (Alpha
Project) to provide a higher level of care for residents in need, these agencies will be a part of
the communication process and involved in related meetings as needed.
3. HOUSING FIRST PRINCIPLES
This Property Management Plan is consistent with the core components of Housing First for the
Permanent Supportive Housing resident selection and property management, as codified in CA
Welfare and Institutions Code 8255(b):
- Resident screening and selection practices that promote accepting applicants regardless of their
sobriety or use of substances, completion of treatment, or participation in services.
- Applicants are not rejected on the basis of poor credit or financial history, poor or lack of rental
April 9, 2024 Item #8 Page 11 of 48
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4
history, criminal convictions unrelated to tenancy, or behaviors that indicate a lack of “housing
readiness.”
- Residents have a lease and all the rights and responsibilities of tenancy, as outlined in California’s
Civil, Health and Safety, and Government codes. Leases will not have any provisions that would
not be found in leases held by someone who does not have special needs.
- The use of alcohol or drugs in and of itself, without other lease violations, is not a reason for
eviction, however, consuming alcohol or drugs in common areas is a violation of the lease
agreement.
4. LEASE UP AND MARKETING
A. Eligibility/Outreach/Coordinated Entry System
The following are the plans and procedures for publicizing and achieving early and continued
occupancy at the Project.
CONAM recognizes that 50% of the occupants will be formerly homeless and will have health or
behavioral health challenges or functional impairments which require close coordination with
the service provider and a significant level of support in order to maintain permanent housing;
Units shall be marketed in accordance with the Affirmative Fair Housing marketing guidelines
and laws.
- Resident selection for the Permanent Supportive Housing Units will be based on programmatic
requirements defined by the California state No Place Like Home (NPLH) guidelines,
administered by the County of San Diego.
- Resident selection for Non-Permanent Supportive Housing Units will include a preference for
Veterans and those applicants that Live and/or Work in the City of Carlsbad.
- The eligibility process includes application, background screening, income/asset verifications as
required by Regulatory Agreements and/or programs.
- NPLH applicants will be screened utilizing a low-barrier credit and background investigation
process conducted by CONAM during the applicants’ interview. Ownership and CONAM
both understand that individuals facing homelessness may have low-credit scores and/or
past delinquent accounts on their credit history. CONAM’s low-barrier credit screening has
been adapted to meet supportive housing and housing first program requirements to
ensure an applicant’s low credit score or delinquent debts will not affect an applicant’s
eligibility to qualify. The low-barrier screening for background investigation will also limit
the time frame reviewed during the investigation, as well as the severity of an applicant’s
past convictions, allowing applicants with past convictions to be eligible depending on the
time and severity of their convictions. CONAM’s screening criteria adheres to Housing First
requirements.
- The project's property manager will not discriminate or give preferential treatment to any
applicant or resident.
- The marketing strategy will be designed to ensure equal access to all appropriate-sized housing
April 9, 2024 Item #8 Page 12 of 48
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units at the Windsor Pointe for all persons that qualify for the apartment unit they are
eligible for.
- With respect to the treatment of applicants, the Agent will not discriminate against any
individual, family or household because of race, color, national origin or ancestry, religion, sex
(including gender, gender identity or gender expression), sexual orientation, age,
handicap/disability, medical condition, genetic information, source of income, marital status
or familial status, or any other arbitrary basis. No criteria will be applied, or information
considered pertaining to an attribute of behavior that may be imputed by some to be a
particular group or category. All criteria shall be applied equitably, and all information
considered on an applicant or household shall be related solely to the household’s ability to
adhere to the terms of the lease.
- Attention will be given to removing barriers to housing for all applicants applying for permanent
supportive housing units.
- 100% of the units will have a Veterans Preference.
- 50% of the units will be set aside for households with special needs as defined by NPLH
guidelines and who are homeless or chronically homeless as defined by NPLH guidelines
and the Tax Credit Allocation Committee (TCAC).
- The remaining 50% of units not subject to NPLH guidelines will have a Live and/or Work in
the City of Carlsbad Preference as outlined in the project’s City of Carlsbad Community
Development Department Regulatory Agreement. Persons who are defined as a qualified
military veteran will be given preference during the application process. These units will be
identified on an interest list and sorted in order of Veterans Status, then City of Carlsbad
(live/work) and then all others in the order in which pre-applications are received.
- Resident referrals for the Permanent Supportive Housing initial and ongoing vacancies at
Windsor Pointe Apartments will be referred through the San Diego County Coordinated
Entry System (CES).
- All applicants must meet TCAC program eligibility requirements and undergo residency and
criminal history screening.
- CONAM will work in conjunction with the appropriate service provider for annual re-
certifications for income and household size for the permanent supportive housing units.
Resident Selection
Prospective resident eligibility/ineligibility process is as follows. A consistent and rigorous process
will ensure that any potential issues related to a prospective resident are identified so that they
can be proactively addressed.
- A brief conversation with the applicant to determine if the applicant household meets minimum
eligibility criteria.
- A personal interview with all members of the prospective household.
- Eligibility will be determined as follows: April 9, 2024 Item #8 Page 13 of 48
6
o Each prospective resident shall complete an application form and return it to the
Community Manager. The County Service Provider will assist with the application
process, as required.
o The County Service Provider may provide information to CONAM of applicants for CONAM
to use during the application processing system.
o The application will include signed permission for third-party verification of income.
o CONAM will work with the appropriate County Service Provider to verify income, if
required.
- Based on verifiable third-party information and the application/interview process, CONAM will
compute eligibility for an initial determination. A preliminary letter will be generated for the
applicant and County Service Provider at this stage that includes the eligibility determination.
o A criminal/credit background check will be conducted for each prospective resident.
This process can take up to seven days. The criminal search will be run for all
addresses and/or jurisdictions where the applicant(s) has resided over the previous
24 months. Applicants with past convictions may still be eligible depending on the
time and severity of their conviction.
o Low credit score or delinquent debts will not affect an applicant’s eligibility to qualify
for NPLH units. All screening processes for NPLH units will be conducted in
accordance with Housing First practices.
CONAM will work with the applicant and County Service Provider in order to remove barriers
to housing prior to final determination, including using the Reasonable Accommodation
Process to appeal rejections due to credit history or criminal background checks.
Written notice will be issued to the applicant and service provider with the applicant’s final
eligibility status. Prospective residents who have been determined to be ineligible will be
notified so that they will have an opportunity to provide further information if they feel an
error has been made in assessing their eligibility.
All applicants will be notified in writing of the receipt and processing of their application. The
management company will work with prospective residents and the appropriate County
Service Provider to resolve incomplete or ineligible applications. The notification of eligible and
ineligible notification process is as follows:
- The initial rent-up shall be conducted by Agent-supervised personnel well-trained in
eligibility requirements, household composition criteria, unit size, selection process, Owner-
approved selection criteria and in accordance with Windsor Pointe Apartments program
regulations and requirements. The Agent will work in conjunction with the applicable
program’s Service Provider.
- The Agent shall apply all city, state and federal requirements in determining resident
eligibility at initial rent- up and during subsequent recertification of resident income.
April 9, 2024 Item #8 Page 14 of 48
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- All written outreach notifications will display the Equal Opportunity Housing logo.
- Each applicant and their County Service Provider/Housing Navigator will be informed in
writing as to the status of their application. The notification will advise them to safeguard
this notice until they have been called for an interview. The notification will advise the
prospective resident if they appear to be eligible for any preference based on the
information provided in the application and how to apply for a preference. The notification
will advise the prospective resident that it is their obligation to keep the management
company advised of their contact information and the means to report changes to their
contact information,
- Written notice will be sent to applicants and their County Service Providers advising them of
their final eligibility status.
- Each approved applicant will be informed in writing when the unit will be available for
occupancy.
- Prior to move-in, the approved applicant will be responsible for reviewing, signing and
agreeing to abide by the residential lease agreement to include Windsor Pointe House Rules
and related Addenda.
5. RECERTIFICATION
A. Residents’ incomes are to be verified and certified annually to meet the requirements of the
Low-Income Housing Tax Credit program. This process will start 120 days prior to a
residents’ annual certification date. The community manager will request income and
asset information from residents regarding their assets and anticipated income for that
calendar year. They will also sign income and asset verification forms for third-party
written verifications. If the household exceeds the maximum allowable household size
requirements, then the household will be required to transfer into another unit when
one becomes available. Once all verifications are received, residents are required to sign
a certification form that they have provided true and complete information about all
sources and all amounts of their incomes.
B. A “Tickler File” will be kept on the move-in dates of all Residents. All residents will be
recertified on an annual basis within twelve months of their initial move in date.
C. Ninety (90) days prior to their recertification date, Resident will receive a letter advising them
of their impending recertification date and asking them to sign the release portion of the
third-party verification forms and complete an application for recertification. These will
be forwarded to the appropriate third parties.
D. Sixty (60) days prior to the recertification date, the Community Manager will review the
income information and determine the continued eligibility and income status of each
Resident due to be recertified, and schedule appointments with those Residents.
E. Thirty (30) days prior to the recertification date the Community Manager will interview the
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Residents due to be recertified in the following month. At this interview the Residents
will be advised of any changes in their eligibility and income status and/or rental
obligation.
6. CHANGES IN ELIGIBILITY DURING OCCUPANCY
For any period during which the TCAC Regulatory Agreement encumbers the Property,
Management Agent shall comply with such agreements with respect to current residents.
When a resident occupies a unit subject to a TCAC Regulatory Agreement such resident shall
not be evicted as a result of being over income, except as and when allowed by Federal law,
including, without limitation 26 U.S.C. section 42. Upon expiration of the TCAC Regulatory
Agreement, the requirements as set forth in this Section shall apply.
7. RENT COLLECTION
A. Rent Payment
The rules on payment of monthly rent will apply equally to all residents. Full payment of rent is
due on the 1st day of each month. Rent may be paid until the 10th day of the month without any
penalty; rent collected on the 11th day of the month or thereafter will be consider late. On the
rare occasion that it may be necessary, on or after the 11th day of the month, a minimum of a
thirty-day notice to pay rent or quit will be given.
Prompt follow-up on past due rent will be a priority responsibility of the Community Manager.
The following are key elements of our rent collection policy:
- Rent is paid only by check or money order (cash is not accepted) at the project site. While
partial payments are generally not accepted (except under a written work-out agreement
for medical emergency), prepayments are welcomed. A late charge of $25.00 is made for
delinquencies.
- Rent payments are deposited daily to a bank account dedicated exclusively to the project.
- A master rent roll will be maintained containing details of residents' obligation and their
account status.
B. Late Rent
- Residents who are having financial problems that affect rent payment, or payment problems
caused by deteriorating memory, will be referred to an appropriate social agency for
assistance.
- A fee of $25.00 will be charged in connection with any rent payment not received by the
eleventh (11th) day of the month. These late fees will be collected without exception.
- A service fee of $25.00 will be charged for any returned checks, unless the reason is clearly
not the fault of the resident. Should a resident's check bounce repeatedly, the assistance of
a social service agency may be requested, and payment by money order may be required.
- Legal costs incurred in pursuing collections of rents and/or eviction procedures shall be
April 9, 2024 Item #8 Page 16 of 48
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borne by the Project and shall be paid for out of the Windsor Pointe’s General Operating
Account and then billed to the resident as described in the Lease.
C. Rent Increases
The need for an increase in rent will be determined at the time the annual budget is prepared.
However, ongoing review of financial reports may indicate an increase is needed earlier.
Residents will be given a 60-day written notice prior to the effective date of any rent increase.
As required in the City’s regulatory agreement, City approval will be received prior to rent
increase notices being issued.
Agent’s procedure for collecting for damages beyond the security deposits will be to:
- Send a written notice to vacating resident:
- Should there be no response, the Agent may turn debt over to a collection agency or pursue
other legal remedies.
8. PROCEDURES FOR APPEAL AND GRIEVANCE
Each resident will be given a copy of the Grievance and Appeal Procedure, which is attached. The
procedure will be explained to each resident household during the initial orientation.
9. EVICTION POLICIES AND EVICTION PREVENTION PROCEDURES
A. Eviction Causes
The project may initiate lease termination and eviction in the following situations:
i. Resident has become ineligible and fails to move on effective date of termination
ii. Resident is in material violation of the lease, for example:
- Nonpayment of rent
- Actions adversely affecting the health, safety or quiet enjoyment of residents and
guests
- Other documented violations of the lease or house rules of serious nature
- Failure to certify income when requested, or intentionally providing false income
information
Residents will not be evicted for refusing to participate in services.
B. Eviction Procedure
Any notice of termination or eviction shall contain a statement of the facts constituting the cause
for the termination or eviction and a statement of resident rights under the grievance and appeal
procedure. Eviction action for non-payment of rent will begin with a 30-day notice to pay or quit
April 9, 2024 Item #8 Page 17 of 48
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on the 11th day of the month. All other eviction actions will be preceded by a 30-day notice, as
required by state law. The time frames for evictions are unpredictable, but generally 90-days is an
average time frame. Once an eviction for nonpayment has been placed in the hands of the
project's attorney, only payment in full, by money order or cashier's check, can stop the process.
No eviction proceeding shall be started without prior approval of Owner.
C. Eviction Prevention Procedures
The Owner seeks to minimize evictions at the Project, striving to promote housing stability for all
residents. A key to eviction prevention is strong collaboration between all members of the Project
team, including ownership, property management, and service providers. To this end, Ownership
attends weekly team meetings between all key parties to discuss the property and residents.
During the meeting, property management and service providers work together to agree on a
course of action for residents who may be receiving a lease violation.
Prevention Plan
- Getting the resident into a Payee Agreement to ensure future rent is paid in a timely manner.
- Having the resident meet jointly with Property Management and Services to ensure they
understand the lease violation and to work with the resident on a Collaborative Agreement
addressing their plan to resolve the issue.
1. SUBSTANCE ABUSE POLICY
The use of alcohol or drugs in and of itself, without other lease violations, is not a reason for
eviction. However, consuming alcohol or drugs in common areas is a violation of the lease
agreement.
2. ASSISTING RESIDENTS TO APPLY FOR UTILITY RATE ASSISTANCE PROGRAMS
The Community Manager will have information readily available to residents on utility rate
assistance programs that can help offset ongoing utility expenses, such as the City of San
Diego Department of Water and Home Energy Bill Assistance Program. This information will
also be provided to the Service Provider who will assist the resident in completing all
necessary applications to participate in the programs.
3. ASSISTANCE WITH REASONABLE ACCOMMODATION REQUESTS
The Federal Fair Housing Act (FHA) is a federal law that prohibits discrimination in housing.
One of the many protections of the FHA is the right of individuals with disabilities to request
a reasonable accommodation in the rules, policies, practices, or services of a housing
provider. Whenever a person submits a request that a rule, policy, practice, or service be
changed or modified in some way in order to afford a person with a disability an equal
opportunity to use and enjoy a dwelling, such a request is a reasonable accommodation
request. Correct handling of reasonable accommodation requests can be key to ensuring that
persons with disabilities have access to and can maintain housing.
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The Project will have the following procedures to assist applicants and residents with
reasonable accommodation requests:
- Management associates inform applicants of the reasonable accommodation procedures
before lease-up to ensure that potential residents have access to a reasonable
accommodation as needed. Throughout tenancy manager associates continue to inform and
educate residents about the reasonable accommodation procedures.
- Requests may be made either orally or in writing.
- The words “reasonable accommodation” do not need to be used by the individual submitting
the request, nor will the individual submitting the request be required to use specific forms or
to follow formal procedures in submitting the request.
- Each reasonable accommodation request will be considered on a case-by-case basis to
determine whether the granting of the request is necessary to afford the person with a
disability who submitted the request equal opportunity to use and enjoy their dwelling.
- Service providers will be notified about the request if the resident is a Permanent Supportive
Housing resident, or if the request is made to the service provider it will then be shared with
the Agent.
- The Agent will provide a prompt response to the request.
- In the event that the Agent determines that the request may be denied, the Agent will
engage in an interactive dialogue with the person who requested the accommodation to
explore how an accommodation can be granted.
- Property Management will receive ongoing training on Fair Housing and Reasonable
Accommodations to ensure they are treating residents fairly and according to all applicable
local, state, and federal laws.
10. CONSUMER RIGHTS SPECIFIC TO ADAPTABILITY FEATURES AVAILABLE IN EACH UNIT
The Project will meet the Fair Housing Act requirement that all new multifamily housing with
four or more units be designed and built to allow access for persons with disabilities. This
includes accessible common use areas, doors that are wide enough for wheelchairs, kitchens
and bathrooms that allow a person using wheelchair to maneuver, and other adaptable
features within the units.
Residents who need additional adaptability features will be addressed through the reasonable
accommodation process.
11. PROMOTING RESIDENT PARTICIPATION IN COMMUNITY ACTIVITIES
A. The Project will provide opportunities for residents to participate in life enrichment and
social activities. The manager shall coordinate and work with resident services to allow
and encourage residents to fully participate in educational and community activities.
B. Safety and emergency preparedness are given high priority at all of the Agent's properties.
During their initial move-in orientation, residents will be shown the use of fire
equipment, smoke detectors, emergency staircases and other features of the project.
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They will be given information regarding 911 emergency services and referred to the
information pages of emergency preparedness in the telephone book, and given
additional resources such as contact information for MCRT, TPSS, County of San Diego
BHS, etc. Other materials may be distributed when received from various agencies.
12. REASONABLE RULE POLICY
The project will not impose restrictions on residents that are not otherwise required by other
project funding sources or would not be common in other unsubsidized rental housing in the
community.
13. RESIDENT FILE MANAGEMENT
The Agent will maintain organized and secure filing and storage systems in order to quickly
locate information and maintain resident confidentiality. All information contained within
Agent software systems will be stored in a password-protected, secure environment. The
following are the procedures pertaining to resident file management for Windsor Pointe:
- All resident, associates and vendor files are to be appropriately stored in a secure
environment at all times.
- The property file cabinet will be a fire-proof cabinet that is locked when not in use.
- If it is determined that document storage requirements have been met and a document is
eligible to be thrown away or permanently purged from the file, documents must be
destroyed using document shredding and cannot be thrown out in the trash without being
shredded.
- Resident and applicant files must not be left unattended or accessible to the public.
- When not working with files, they must be secured in the locked file cabinet.
- When accessing personal information on the computer, open computer window screens
should not be visible to others and the computer window should be closed immediately once
the Community Manager has obtained the needed information.
- Saving documents with personal information onto the computer outside of the Management
Software is prohibited.
- Discussing personal and confidential information should only be done in a manner in which it
does not violate the confidentiality of Project residents.
14. CHANGES IN MANAGEMENT
If for any reason or at any time before or after occupancy, the management contract is canceled,
records will be transferred in accordance with the contract. Efforts will be made by the Agent
to effect a smooth transfer to a new agent selected by the Owners, as follows:
- The Agent will transfer all files and records relating to the project to the Owner, including all
management documents, books of account and resident records.
- The Agent will promptly close the books and transfer to the Owner all project monies under
its control, together with any outstanding bills and invoices.
- The Owner will compensate the Agent for any outstanding fees, salaries, etc.
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- The Agent will cooperate with the Owner's auditor in complying with the Agency's
requirements with respect to review or audit of the records.
15. PERSONNEL POLICY AND STAFFING ARRANGEMENTS
A. Hiring and Personnel Policies
All hiring of employees of the Project shall conform to equal opportunity and affirmative action
requirements. The Project shall not discriminate against any applicant for employment
because of race, color, religion, ancestry, national origin, age, sex, pregnancy, marital status,
disability, sexual orientation, or AIDS.
B. Staff Positions at the Property
Agent will engage management associates for the project as follows:
Community Manager 40 hrs. per week
Maintenance Tech 40 hrs. per week
The Community Manager and Maintenance Tech will be provided with a unit on site. There will
be a small allowance, as stipulated by state labor law, taken from salary to offset the unit cost.
Interim staffing in response to cyclical overload, extended absence, or special skill
requirements may be accomplished at project expense by temporary assignment from other
projects or the management associates. Not only will this assure continuity by those trained
in Agent's policies and procedures, but it will provide opportunity for cross-training and
career development within the organization. Free and effective inter-staff communication is
encouraged.
16. Training and Monitoring
Regular and documented performance evaluations for all management associates are
prepared by the immediate supervisor with the assistance, when indicated, of his or her
superior. Intended to expose strengths and weaknesses, the evaluation is then reviewed
with the employee with a goal toward open communication and mutual benefit.
A system of due process is followed in any disciplinary action, including termination. Except
in the case of malfeasance, any non-probationary employee is given an opportunity to
correct the problem. Every attempt is made to resolve grievance at each supervisory level,
progressing only as necessary to the Vice-President.
Demotion, layoff or termination will be handled in a nondiscriminatory manner. When an
employee's performance is below standard, he/she will receive written notification. Every
effort will be made to assist the employee in improving his/her performance. If the problem
continues, the employee will be placed on probation, and may be terminated.
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17. Hiring of Residents
The Management Agent is willing to hire residents when openings occur. However,
residents will be evaluated along with all other applicants for any particular position.
18. PLAN FOR MAINTAINING ADEQUATE ACCOUNTING RECORDS AND HANDLING
NECESSARY FORMS AND VOUCHERS.
A. Accounting Basis
Project accounts are maintained on the accrual basis, in accordance with generally
accepted accounting practices.
All project financial records for the Project maybe audited annually by an independent
certified public accounting firm.
B. Collections and Disbursements
The Agent collects all rent charges, miscellaneous charges and other amounts receivable for
the Project's account in connection with the management and operation of the property.
Receipts are deposited in an account, separate from all other accounts and funds, with a
bank whose deposits are insured by the Federal Deposit Insurance Corporation. This
account will be placed in the name of the Agent and the Owner and designated as the
Project's Operating Account.
From the funds collected and deposited to the Operating Account, the Agent will make the
following disbursements promptly when payable:
• Reimbursements to Management Agent for payroll of the employees of the
project and for Workers' Compensation insurance premiums, Social
Security payments, other payroll taxes and assessments payable to local,
state and federal governments in connection with employment of such
personnel;
• All charges incurred in the operation of the project in connection with
utilities, real estate taxes and assessments, and liability, fire and other
hazard insurance;
• All sums due and payable under the terms of the management contract as
Agent's compensation;
• Payments of required interest, principal, impounds, fees and charges, if
any, on loans and mortgages, except those to be made from net cash flow;
• All their expenses incurred to cover operating costs in accordance with the
approved annual operating budget of the Development or as otherwise
approved in advance by the Agent and Owner;
• Deposits to the required reserve accounts;
• Distributions, if any, in accordance with the Regulatory Agreement;
• Any additional loan payments required to be made from Net Cash Flow;
• Distributions to or at the direction of Owner;
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• Other disbursements required by the Owner and Agent in writing.
The Owner may depart from the foregoing priorities of payment only upon the express
written approval to Agent. In no event will the Management Company be required to
use its own funds to pay such disbursements. Management will advise the Owner
immediately of any deficiency in funds.
A Monthly Financial Report will be provided to the Owner which includes deposits to
date, unpaid bills, bank account balances, amount of rent outstanding during the balance
of the month, disbursements expected during the balance of the month, vacancies and
rent losses. In addition, a monthly cash receipts and disbursements comparison (budget
comparison) will be provided. Cash flow can therefore be closely monitored. These
monthly accounting reports will normally be provided by the 15th of the following
month on an ongoing basis.
In addition to the monthly financial report, a written management report shall be
prepared and submitted which includes comments on occupancy, delinquencies,
personnel, repairs, maintenance, inspections, etc.
C. Contracting, Purchasing, Cost Controls
For routine or emergency repairs beyond the capability of management associates,
management will establish accounts with designated contractors, e.g., plumbers,
electricians. In addition, a list of approved vendors for office supplies and repair
materials will be prepared. Invoices will be sent directly to management, will be
reviewed by the Accounting Department, and will be paid from the Operating Account
subject to the approval of Vice-President. If outside contract services are required, bids
will be solicited from at least three contractors for any amount over $1,000 and a
minimum of three bids must be received for work costing $5,000 or more.
When possible, major repairs or other items will be budgeted. In emergencies, where
items are not budgeted but are essential to the physical and long-term financial viability
of the project, management will present proposals for purchase of those items to the
Owner and options such as loans and grants will be considered. Consideration will be
given to deferring some items which were to be accomplished within the budget to a
future considered. If such sources are not available, consideration will be given to
deferring some items which were to be accomplished within the budget to a future point
in time. In the event of dire emergencies, the Vice-President will make a reasonable
decision to effect repairs or provide the services necessary. In the case of such
emergencies, the Owner will be notified of the circumstances as soon as possible.
In the event the balance in the Operating Account is projected to be insufficient to meet
accounts payable, a review of options will be made, including cutting costs, raising rents,
or other measures which will alleviate the cash flow shortage. The Owner and Agent will
be advised of the potential shortfall. Any insufficiency will usually be forecast in advance.
However, should an immediate insufficiency occur, the supervisor will determine, in
consultation with the Sponsor, which accounts must be paid and which might be
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The Vice-President, Regional Portfolio Manager and Community Manager will ensure
that residents meet income eligibility requirements. Resident eligibility will be verified by
management associates. The Agent will be responsible for ensuring the coordination of
all reporting and accounting requirements and any other financial reporting
requirements of the Project.
D. Compliance and Reporting
The Owner and Agent will comply with all reporting requirements for the Project, including:
a. The preparation of a recommended operating budget for each fiscal year
beginning during the term of the Management Contract;
b. Submission of budgets to the Owner at least 60 days before the beginning of
the Fiscal year. The Owner will promptly inform the Agent of changes to be
incorporated in the approved budget and he will incorporate such changes
and forward the budget to Owner for approval;
c. An annual financial report will be prepared by a Certified Public Accountant
acceptable to the Agent and the Owner. This report will be based upon the
preparer's examination of the Project's books and records. The report will be
prepared in accordance with the directives of the Owner and Agent will be
certified by the preparer and will be submitted to the Owner and Agent within
90 days of the end of the fiscal year. Compensation for the preparer's services
will be paid out of the Operating Account as a Project expense.
d. Periodic reports will be provided as directed by the Owner.
E. Vacancies and Rent Losses
Vacancy and rent losses will be recorded monthly in the rent rolls as well as the monthly
financial report. Any amounts recovered will also be credited on the monthly rent rolls
and the monthly financial statement. It is a policy that all units, when they become
vacant, should be rent ready within 5 days from move out. Owner shall be notified with
the reasons for any unit not being rent ready within 5 days. Move-ins' can be made when
units are habitable.
F. Security Deposits
Security Deposits will be held in a separate interest-bearing account which is FDIC
insured. The interest on security deposits will be used for purposes or activities which
benefit the residents. At the time a resident vacates the unit, a move-out inspection will
be conducted with the resident, where possible. All items needing cleaning or repair,
plus the charges or estimated charges for each, will be determined at the time of
inspection. The inspection form will be signed by both the manager and the vacating
resident. A final closing statement will be prepared for each vacating resident itemizing
any charges to be made against the security deposits. This final closing statement will be
forwarded to each vacating resident within 21 days of their vacating and will include a
April 9, 2024 Item #8 Page 24 of 48
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refund if there are no damage charges, or if no rent charges are being charged against
the deposits. If damages are charged, then the remaining security deposits and/or the
final closing statement will be sent within 21 days of the time of the resident's
departure.
G. Guest Policy and Procedures
The resident lease agreement Guest Policy states “Any adult or minor that is not
included on your lease who has been in the apartment more than two (2) consecutive
days, or a total of fourteen (14) in a twelve (12)-month period, is no longer considered a
guest, but an unauthorized occupant”. Tenants may submit a written request of special
consideration for extended overnight guests to management. Failure for residents to
comply with the guest policy and procedures will result in a lease violation and if not
addressed in a timely manner may result in a notice to vacate the premises. Residents
are responsible for the actions of their guests/invitees at all times and must accompany
guests/invitees at all times while their guest/invitees are visiting the property to include
accompanying the guest/invitees while walking through the property, greeting them at
the time of their visit and escorting them off the property at the end of the
visit. Residents who give access to keys or fobs to non-residents of Windsor Pointe is
strictly prohibited. Property Management will enforce the guest policy using various
security strategies to reduce noncompliance and promote community safety.
Management reserves the right to ban non-compliant guests and visitors who present a
risk to the safety and well-being of residents and staff from entering the building at any
time.
20. EMERGENCY PLAN
The Agent trains all on-site associates on proper emergency procedures through their
formal Emergency Policies and Procedures Manual. Effective communication is
important for an optimal emergency response, associates will be trained to
communicate and respond timely, appropriately and efficiently while communicating
directly with residents, the Owner, within the Agent’s organization and with the Support
Services team.
Emergency Protocol/Emergency Routes:
• Associates will understand the Evacuation Plan and the standards regarding
emergency situations.
• Associates will know Evacuation routes and exits.
• Associates will know the location of critical utilities.
• Associates will know the location of indoor and outdoor assembly areas.
• Associates will know who will perform designated post-evacuation tasks to include
managing critical shutdowns and be designated evacuation coordinator.
• Associates will follow the directives of supervisors and emergency personnel
related to evacuation and emergency procedures.
The Community Manager and associates will understand the Evacuation Plan and the
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standards regarding emergency situations. Associates will assist those individuals with
disabilities or special needs, if it is unsafe to assist those in need the associates will
coordinate directly with emergency personnel to ensure those with disabilities or special
needs are identified to emergency personnel for evacuation and assistance exiting the
building.
21. PROVISIONS FOR UPDATE OF MANAGEMENT PLAN
On at least an annual basis the Agent will review this management plan with the Owner
to determine whether any changes are required as a result of either procedural changes
or new laws or regulations affecting project management operations. Any proposed
changes will be inserted in a distinctive typeface and the update document will be
forwarded to the Agencies for review and approval.
22. INSURANCE
The Agent, with approval of the Owner, will arrange for the project to be insured for fire
and other hazards, general liability, and contingencies, workers' compensation, fidelity
bond and directors' and officers' liability, in such amounts and for such periods as are
required by the Owner. Cost savings may be effected by purchasing package coverage
for all the Agents properties.
The insurance coverage will be reviewed at least annually, and competitive bids will be
sought to ensure that the most reasonable price is obtained. All policies will name the
Agent and any government agency who has a loan on the property as an additional loss
payee, and liability policies will name the Agencies as an additional insured. The Agent
will investigate, and report all claims and maintain detailed records of all claims and
losses.
23. CONFIDENTIALITY
Confidentiality: At the time of document execution, the Community Manager should get
information regarding emergency contact persons, plus the resident's home phone
number, if applicable, which will be retained in the resident’s file in the management
office. The management agent should consider the information in the resident’s file to
be confidential and will keep the file in a locked file cabinet. However, if necessary,
information is to be provided for reports to funders and limited partners, and for entry
into resident databases. Property owner/asset managers, representing the managing
general partner, are also entitled to have access to resident files, when necessary. If the
Community Manager is asked by outsiders such as law enforcement agencies for access
to resident file information, they are not to provide it and should contact their
supervisor for further advice and instruction. Boston Post is the property management
software system database in which
electronic management of resident related information is stored and managed. All
information contained within Boston Post is treated as confidential. Property associates
must use an individualized login and password to access resident information, it is
against company policy to share these specific logins and passwords as access is only
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granted on a need-to- know basis. All CONAM properties are audited on a monthly and
bi-annual basis to ensure this and related policies and procedures are being followed.
24. MAINTENANCE AND SECURITY
A. Recycling and Solid Waste: The project shall meet all the recycling and solid waste
requirements of the City of Carlsbad.
B. Construction Follow-up
Subsequent to occupancy, management will record all reported defects that appear to
be construction defects. These will be referred to the Owner, who will contact the
Contractor to assure that all warranty items are corrected.
Management will maintain computer records of warranty expiration dates for building
components such as roofs and elevator, and for appliances, so timely action may be
taken under the warranty if premature failure occurs.
C. Maintenance Program
1) Maintenance Duties
Most maintenance work will be done by site employees, except as detailed under (10)
below.
Maintenance employees are expected to comply with local, state and federal laws and
regulations pertaining to the health and safety of residents. They are required to:
- Meet emergency needs.
- Perform routine inspections of property, units and equipment.
- Maintain attractive, sanitary, and secure housing units and grounds.
- Post all necessary safety and legal notices if required, as advised by the
Community Manager.
- Pay close attention to safety standards in the performance of their work.
2) Maintenance Supervision and Performance
- The Community Manager is responsible for supervising and scheduling
maintenance personnel.
- Specific assignments of duties shall be developed and issued each week.
- A performance record is maintained for each maintenance employee and, at least
annually, is discussed with employee.
- The Community Manager, by coordinating with, and receiving approval from, the
Vice President, decides when outside services are needed.
3) Corrective Maintenance
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Corrective maintenance is performed in response to requests from residents,
management or as a result of property system or equipment malfunction. Requests must
originate or be approved by the Community Manager through the issuance of work
orders.
Resident-initiated work orders are prioritized according to the categories that follow, and
handled, in general, in the order received:
Priority One: Items affecting the health and safety of the residents or affecting damage
to property or interruption of the following services: hot or cold running water,
electricity or gas, adequate heat, plumbing, garbage removal. Inability of the following
appliances to function: refrigerator and stove. Glass breakage wherein the resident is
deprived of security and/or loss of heat. Repairs of a nature which, if left unrepaired,
would expose people to personal injury. All repairs involving hazardous materials must
conform to the hazardous materials management policy and should not commence
without approval from Central Office.
Priority Two: Important maintenance requests, which are of an inconvenient nature to
the residents, and affect the suitability of living conditions and comfort of the residents.
Minor but necessary repairs, adjustments, and replacements such as broken toilet seats,
missing towel bars, missing floor tile, inoperative kitchen or bathroom exhaust fans.
Priority Three: The cleaning, decorating and repairing of apartments for occupancy,
including, but not limited to, interior building and fixture repairs, drapery and carpet
cleaning, painting of unit. Extra attention will be given to minor repairs and final cleanup.
Priority Four: Cleanliness of the grounds and public areas, such as lawns, laundry rooms,
restrooms, recreation areas, sidewalks and stairs.
Priority Five: Normal maintenance items of a cosmetic nature such as replacement of
chipped tile, bent towel bars, etc., that are of a routine, minor, nonhazardous nature.
Priority Six: Preventive maintenance, i.e., maintenance acts which lengthen the life of
major operating equipment, including but not limited to, cleaning out boilers or
water heaters, oiling motors, changing filters, cleaning rain gutters (see attached
preventive maintenance plan).
5. Resident Neglect and Abuse
Maintenance services requested by residents due to their neglect or abuse may be
approved after the resident has signed an agreement stating that he/she agrees to pay
for any repairs, replacements, or labor charges required.
6. Reconditioning for New Residents Upon vacancy, each unit shall be reconditioned for
a new resident in accordance with the issued check list.
April 9, 2024 Item #8 Page 28 of 48
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7. Preventive Maintenance
Most Preventive maintenance tasks will be performed by site employees.
• All mechanical and electric equipment and systems shall be checked and serviced, and the
results recorded on the required form.
• Regular interior and exterior inspection of buildings required, and inspection report forms are
completed. The control record is maintained by the Community Manager.
• An annual inspection of all units will be conducted, and site associates will follow up to assure
that all needed repairs are made.
• Major preventive maintenance items will be followed closely with expected expenses and
workload projected annually and reserves developed accordingly. Following are some
examples of typical life expectancy:
- Interior Painting: units will typically be painted every five to seven years
- Carpet: will typically be replaced every five years, on average.
- Exterior Painting: will be done every six to seven years depending on needs. Roofs: will be
inspected twice a year, maintained as needed, and monitored closely when they near their
life expectancy to see if replacement or repairs are needed.
- Paving: asphalt should be sealed to reduce deterioration and lessen the effects of moisture
damage. Three years after the first seal, the asphalt should be resealed and then may go 5
to 6 years before needing an additional seal coat.
8. Emergency Maintenance
A 24-hour emergency service shall be established by the Regional Portfolio Manager
through an on-call schedule reviewed with the maintenance personnel.
In case of disaster, management has the responsibility of implementing the disaster plan
and protecting the remaining property.
• Management is not required to pay for the loss of resident's possessions or provide or pay
for interim housing but will assist residents with their emergency housing needs to the
extent possible.
• In cases where apartments are uninhabitable, the rent charge is stopped, and credit is
given for any unused portion of rent or deposits.
9. Gardening and Landscape
The maintenance person will also handle gardening duties and is responsible for the
maintenance of presentable grounds and landscaping, keeping in mind that the project's
marketability will be enhanced through proper landscaping care. A plant or landscaping
service will be utilized in the event maintenance is not able to properly upkeep the
landscaping décor inside or externally.
April 9, 2024 Item #8 Page 29 of 48
22
10. Contract Maintenance
The Community Manager is responsible for determining whether it is cost- effective to
contract for specialist services rather than doing them in-house. Contracts will be let to
qualified specialists, particularly when dealing with potentially hazardous materials, such
as pest control, or skilled tasks, such as elevator maintenance.
If services are to be contracted, bid specifications will be developed and submitted to
selected contractors.
Upon receipt of bids, they will be evaluated for compliance with bid specifications and
the reliability of the bidder as to work performance and financial status.
Recommendations will be made in writing to the Vice- President, who is responsible for
approval of work and selection of contractor. Bids will be compared against the cost of
performing the task in- house. Conflict of interest situations, such as hiring relatives, will
be subject to disclosure.
The contracted work will be monitored by the Maintenance Technician or, in the case of
a major contract, such as a roof replacement, a consultant may be hired to check the
quality of workmanship and materials.
11. Maintenance Stock Control
The Agent will implement a well-organized system of stock control, involving regular
inventories to ensure that maintenance parts and supplies are always on hand.
D. Security
The Community Manager, with assistance and supervision from the Regional Portfolio
Manager, will develop and coordinate security programming for the property by
combining resources with involvement from the police, residents, service providers,
owner, and third-party security vendors.
Windsor Pointe will enact, maintain, and adjust as needed the security procedures for
the property.
• Maintain adequate and functioning lighting in parking and other common areas.
• Collaborate with the City’s Police Department to implement and operate an
effective neighborhood watch program, and foster communication within the
apartment community to promote crime prevention strategies.
• Provide security measures to prevent unlawful entry into the premises including
dead-bolt locks on every unit entry door and controlled access at building
entrances.
• Promptly respond to resident notification of problems regarding building security.
• Engage remote video surveillance monitoring conducted 24-hours/day, 7
days/week to identify criminal activity, suspicious activity or unauthorized person
entry.
April 9, 2024 Item #8 Page 30 of 48
23
• Station a security guard at each project site from 6 p.m. to 6 a.m. Onsite security
shall monitor guest access and respond to issues at the property, such as noise
complaints and suspicious activity.
o A written plan of action shall be maintained to outline processes
pertaining to the coordination and communication of the security guard,
virtual monitoring, police department, and property management.
o Property management will share the security guard phone number with
residents.
• Agent shall enforce the Project guest policy by enacting proactive safety measures
which include:
o Implementing a system for guests to check in upon arrival and check out
upon departure. Systems may use virtual or in-person means to monitor
visits.
o Requiring residents to accompany their guests at all times in common
areas.
• Such other commercially reasonable efforts to maintain the Development as a
secure environment (including, but not limited to prohibiting loitering at or within
any portion of the Development).
The Community Manager will promptly notify CONAM’s Vice President of Property
Management of any unusual circumstances affecting residential security. Agent may
from time to time upon approval from the Owner enact emergency security protocols
that go beyond standard procedures to combat particular safety or security concerns at
the property.
April 9, 2024 Item #8 Page 31 of 48
24
GRIEVANCE AND APPEAL PROCEDURE
1. DEFINITIONS
a. Windsor Pointe Apartments is referred to as "the Development" in this
procedure.
b. CONAM Management is referred to as "Management" or "we" / us" in this
procedure.
c. "Complainant" is defined as any Resident or prospective Resident in the
project whose rights, duties, welfare, or status are or may be adversely
affected by management with respect to such action or failure to act.
Complainant is referred to in this procedure as "complainant", "you", or
"Resident."
d. Grievance is defined as any dispute with respect to management action or
failure to act in accordance with lease requirements, or any management
action or failure at act involving the interpretation or application of
management regulations, policies, or procedures which adversely affects
the rights, duties, welfare, or status of the complainant.
2. APPLICABILITY
a. This procedure shall apply to all individual grievances between you and us.
b. This procedure shall not apply to:
1) the validity or propriety of the terms and conditions of the
residential lease,
2) eviction or termination of residency based upon your creation or
maintenance of a threat to the health or safety of other residents
or our employees,
3) class grievance, and
4) disputes between you and other residents not involving us.
3. RIGHT TO A HEARING
When you file a written request as described in this procedure, you are entitled to a
hearing, relative to any grievance as defined in Section 1 of this procedure. You are not
entitled to a hearing if we serve you with an eviction notice pursuant to Section 1161(4)
of the Code of Civil Procedure. Section 1161(4) states that subletting, waste,
April 9, 2024 Item #8 Page 32 of 48
25
nonpayment of rent, nuisance, or unlawful use are grounds for service of a 3-Day Notice
to Quit upon the person(s) in possession of the dwelling unit.
4. TYPE OF HEARING
There are two types of hearings with respect to this procedure:
a. Informal hearing. This is an informal meeting between you and us to
discuss your grievance. The goal of the informal hearing is to settle the
problem without the need for a formal hearing. In the event the problem
is not settled, you are entitled to request a formal hearing as provided in
this procedure.
b. Formal hearing. This is a formal hearing with you, us, and a hearing officer
or hearing panel. Decisions from this hearing are binding on you and us,
subject to Section 11 below.
5. INFORMAL HEARING
a. Presentation of grievance. You must personally present your grievance in
writing to us at our office so that you and we may discuss your grievance
informally. You must present your grievance within a reasonable time, not
to exceed five days from our action or failure to act which is the basis for
your grievance. The grievance may be simply stated, but you should
specify the particular ground(s) f or the grievance and the action or relief
you seek. We will schedule a meeting with you within five working days
after we receive you request.
b. Summary and answer. We will prepare a written, dated, and signed
summary of our discussion and answer to your grievance within a
reasonable time, not to exceed fourteen days. We will mail or deliver one
copy to you and keep one in your file. Our answer shall specify:
1) the names of the hearing participants
2) the date of the hearing
3) the nature of the grievance
4) the proposed disposition of the grievance and the specific reasons
thereof
5) your right to a formal hearing
6) the procedure by which you may request a formal hearing if you are
not satisfied with the proposed disposition
c. Request for a formal hearing. If you are dissatisfied with the proposed
disposition of the grievance as stated in the answer, you may submit a
April 9, 2024 Item #8 Page 33 of 48
26
written request to us for a formal hearing. You should make your written request within
a reasonable time after you receive the answer to the grievance, not in excess of five
days, and you must date and sign the request. We will place a copy of your request in
your file along with the grievance and the answer.
d. Failure to request a hearing. If you do not request a formal hearing within
the time allowed in (c.) above, you waive your right to a formal hearing
and the proposed disposition of the grievance becomes final. This shall
not, however, constitute a waiver of your right thereafter to contest the
disposition of the grievance in an appropriate judicial proceeding.
6. FORMAL HEARING
a. Selection of the hearing officer or hearing panel. When we receive your
request for a formal hearing, we will contact you in person or by telephone
to discuss the selection of a hearing officer. The hearing officer must be an
impartial disinterested person selected jointly by us and you. If we and you
cannot agree on a hearing officer, we and you shall each appoint a
representative and the two members so appointed shall select a third
member. If the members you and we appoint cannot agree on a third
member, such members shall be appointed by an independent
organization contracted by us, such as a local mediation board or chapter
of the American Arbitration Association. The chairperson of a hearing
panel shall be elected by the members of the panel.
The following guidelines govern the selection of hearing officers and panel members.
1) No relatives of yours may serve as a hearing officer or panel
member.
2) None of our officers or employees who directly proposed a
disposition to the grievance or whose duties and responsibilities
directly involve him/her in any way with the grievance at issue may
serve as a hearing officer or panel member for the formal hearing.
3) The third member of a panel may not be one of our officers or
employees, nor a Resident of any property under our jurisdiction
hearing.
b. Time limits. Both you and we must act to avoid unnecessary delays in
resolving grievances. The hearing officer or panel shall be selected and the
hearing scheduled by us as promptly as possible, no more than five days
after the receipt of your request for a hearing. We will make all reasonable
effort
April 9, 2024 Item #8 Page 34 of 48
27
so that the date, time, and location of the hearing are convenient to you. We will inform
you of the schedule for the hearing and the procedures governing the hearing by way of
written notification delivered or mailed to you no less than five days in advance.
c. Fair hearing. You are entitled to a fair hearing providing the basic
safeguards of due process before the hearing officer or panel and you may
be represented by counsel or another person chosen as your
representative. You must be personally present at the hearing.
d. Private hearing. The hearing will be private unless you request a public
hearing. The attendance of persons with a valid interest in the proceedings
shall not be limited.
e. Discovery. You or your authorized representative may examine before the
hearing and, at your expense, request copies of all of our documents,
records, and regulations that are relevant to the hearing. Any documents
not made available after you request it may not be relied on by us at the
hearing. You or we may request, in advance, and at your or our expense, a
transcript of the hearing.
f. Disputed carrying charges or other charges. If the grievance involves the
amount of charges that we claim as due, we may require you to pay to us
up to 100% of any disputed charges, and we will deposit the funds in a
trust account until resolution of the dispute. If you fail to make the
required payment, the hearing officer or hearing panel may determine
that you have waived your right to a hearing. Your failure to make
payments shall not constitute a waiver of your right to thereafter contest
our disposition of the grievance in an appropriate judicial proceeding. on
resolution of the dispute, or the decision of the hearing officer or hearing
panel, the money shall be refunded to you or directed to us as is
appropriate based upon the decision of the hearing officer or hearing
panel.
g. Proof. At the hearing, you must clearly state the facts, and then be
prepared to present evidence to support those facts. The burden of proof
is then on us to justify the action or inaction we proposed in the answer to
the grievance. You may present evidence and arguments in support of
Your grievance, raise arguments against evidence relied upon by us, and
confront and cross-examine all witnesses on whose testimony or
information we rely.
Hearings conducted by the hearing officer or hearing panel shall be informal, and any
oral or documentary evidence, as limited, however, to the facts and issues raised by the
grievance and answer, may be received by the hearing
April 9, 2024 Item #8 Page 35 of 48
28
officer or hearing panel without regards to whether that evidence would be admissible
under the rules of evidence employed in judicial proceedings.
h. Failure to appear at hearing. If either you or we fail to appear at a hearing,
the hearing officer or hearing panel may postpone the hearing for up to
five days, or make a determination that the absent party has waived its
right to a hearing.
7. DECISIONS OF THE HEARING OFFICER OR HEARING PANEL
a. Binding effect. The decision of the hearing officer shall be based solely and
exclusively upon facts presented at the hearing and upon applicable law
and our, the City of Carlsbad and No Place Like Home regulations and
policies. To the extent that the decision is not inconsistent with applicable
law, and to the extent provided in Section 11. below, the decision of the
hearing officer or hearing panel shall be binding.
b. Proposed decision. Both you and we may agree to prepare a proposed
decision to the hearing officer or hearing panel. If both agree to do so,
each of us shall submit same to the officer or panel for consideration.
c. Written decision. The hearing officer or hearing panel shall prepare a
written decision, including a statement of findings and conclusions, as well
as the reasons or basis of them, upon all material issues raised by you or
us. This shall be done within a reasonable time after the date of the
hearing, not to exceed five days. Copies thereof shall be mailed or
delivered to parties and/or their representatives. Also, we will place a copy
of the written decision of the hearing officer or hearing panel, together
with all documents related to the grievance, in your file.
d. Costs. If the hearing officer or hearing panel renders a decision in our favor
and further specifically finds that the grievance was totally without basis
and filed for the purpose of harassment or based on the same or similar
facts as a grievance previously filed by you or a member of your household
or on your or their behalf, the hearing officer or hearing panel may, at its
discretion, assess the cost and expenses of the hearing to you.
8. ENFORCEMENT OF HEARING OFFICER'S OR HEARING PANEL'S DECISION
a. Compliance with decision. If the decision is in your favor, we shall
promptly take all actions necessary to carry out such decision or refrain
from any action prohibited by such decision unless we determine and
notify you in writing within thirty days that the hearing officer or hearing
panel has acted contrary to law, or exceeded its authority, or the decision
is contrary to applicable
April 9, 2024 Item #8 Page 36 of 48
29
federal, state, City of Carlsbad regulations or requirements. In such event, the hearing
officer's or hearing panel's decision may be judicially reviewed.
b. Failure to comply with decision. Should any of the parties to a decision fail
to voluntarily comply with the provisions of a decision of the hearing
officer of hearing panel, the aggrieved party may take appropriate legal
action to enforce compliance.
c. Enforcement of an eviction action. If you request a hearing on a proposed
eviction and the hearing officer or hearing panel in its decision upholds our
proposal to evict, we cannot start our action to regain possession until the
expiration of the time period that was contained in our original notice to
you.
9. RIGHT TO GO TO COURT
This grievance and appeal procedure have been established to provide all parties with a
non-judicial means of resolving problems and disputes. Neither use of or participation in
any of the procedures included herein, nor a decision by the hearing officer or hearing
panel which is in favor of us and/or denies you your requested relief in whole or in part,
shall constitute a waiver of, nor affect in any manner, whatever rights you or we may
have to any judicial proceedings, we shall, by stipulation or other appropriate means, be
limited to invoking against you the grounds we originally relied on in our proposed
disposition of the grievance.
April 9, 2024 Item #8 Page 37 of 48
30
PROPERTY MANAGEMENT PLAN CERTIFICATION
I certify that the information and documentation submitted herein is true and complete to the
best of my knowledge
Owner
Name:
Title:
Date:
Agent
Name:
Title:
Signature: Date:
April 9, 2024 Item #8 Page 38 of 48
JIM DESMOND
SUPERVISOR, FIFTH DISTRICT
SAN DIEGO COUNTY BOARD OF SUPERVISORS
AGENDA ITEM
Legistar v1.0 1
DATE: April 9, 2024 05
TO: Board of Supervisors
SUBJECT: IMPLEMENTING A PILOT PROGRAM TO ENHANCE SUPPORT TO
PEOPLE WITH SERIOUS MENTAL ILLNESS AT AFFORDABLE HOUSING
DEVELOPMENTS (DISTRICTS: ALL)
..Title ..Body OVERVIEW
It is estimated that 21% of the homeless population suffers from a Serious Mental Illness (SMI).
We have made great strides at the County to move forward on projects to provide housing for this
population. As we continue to work to reduce homelessness in our region, we must ensure that we
are providing quality services to our most vulnerable populations.
SMI is a mental, behavioral, or emotional disorder resulting in serious functional impairment,
which substantially interferes with or limits major life activities. Placing individuals with SMI in
environments ill-equipped to meet their needs not only undermines their potential for success but
also poses risks to both their well-being and the broader community. Individuals with SMI require
a high level of care and support and we strive to ensure people receive the support they need. When
we make a commitment to stakeholders that we will offer “wrap-around services” we must ensure
that they are truly wrap-around- 24 hours a day, 7 days a week.
No Place Like Home (NPLH) is a State program that funds the development of permanent
supportive housing for persons who are in need of mental health services and are experiencing
homelessness, chronic homelessness, or are at risk of chronic homelessness. There are 19
affordable housing developments throughout the County, either currently operating or in
development, that include NPLH units.
To ensure the success and sustainability of these developments, it is imperative that we institute a
policy requiring all affordable housing developments with NPLH units to have personnel on-site,
24/7, who are trained in Mental Health First Aid, and have knowledge and the ability to directly
contact the County’s 24/7 behavioral health crisis services. Additionally, we should ensure that
new residents moving into affordable housing developments with NPLH units have access to
enhanced clinical support at the onset of their residency and on an ongoing basis, as appropriate.
Exhibit 3
April 9, 2024 Item #8 Page 39 of 48
SUBJECT: IMPLEMENTING A PILOT PROGRAM TO ENHANCE SUPPORT TO
PEOPLE WITH SERIOUS MENTAL ILLNESS AT AFFORDABLE
HOUSING DEVELOPMENTS (DISTRICTS: ALL)
Legistar v1.0 2
Currently, not all residents with SMI receive clinical support. This action will support connection
to services, counseling, crisis intervention, and medication management, which will assist in
stabilizing individuals with SMI, working to lessen the severity of their symptoms and enhancing
their overall well-being. These adjustments will decrease the likelihood of mental health crises and
interactions with law enforcement, thereby promoting public safety and community cohesion.
Today’s action would implement a pilot program within four affordable housing developments in
North County San Diego that have NPLH units to increase clinical support services for residents
with SMI to seven days per week. Today’s action would also require on-site personnel within the
four North County affordable housing developments, to be trained in Mental Health First Aid and
receive training on how to refer people to 24/7 behavioral health crisis response resources. Today’s
action would also initiate a requirement for the four affordable housing developments in North
County to develop a plan to support and address the unique needs and challenges of residents with
SMI. This plan would include a strategy to ensure that on-site personnel are able to monitor who
is entering the building through a check-in and check-out process.
RECOMMENDATIONS
SUPERVISOR JIM DESMOND
1. Direct the interim Chief Administration Officer to work with County departments,
including Behavioral Health Services and Housing and Community Development Services,
to implement a pilot program to increase services for residents with serious mental illness
living in the four affordable housing developments with No Place Like Home units in North
County to include enhanced clinical support seven days per week.
2. Direct the interim Chief Administration Officer to work with Behavioral Health Services
and Housing and Community Development Services, to ensure all personnel on-site at the
four affordable housing developments in North County receive Mental Health First Aid
training and be trained on how to refer people to 24/7 behavioral health crisis response
resources.
3. Direct the interim Chief Administrative Officer to work with County departments,
including Behavioral Health Services, Housing and Community Development Services,
and affordable housing developers and property management companies for the four
developments that include NPLH units in North County to develop a plan to support and
address the unique needs and challenges of residents with SMI and to support the health
and safety of residents and the surrounding community. These plans should include:
a. A strategy to ensure that visitors to the property are checked in and out. It is
imperative that on-site personnel are aware of who is on the property to support
the health and safety of its residents.
April 9, 2024 Item #8 Page 40 of 48
SUBJECT: IMPLEMENTING A PILOT PROGRAM TO ENHANCE SUPPORT TO
PEOPLE WITH SERIOUS MENTAL ILLNESS AT AFFORDABLE
HOUSING DEVELOPMENTS (DISTRICTS: ALL)
Legistar v1.0 3
b. An assessment of current staffing needs, and what is needed to ensure there is at
least 1 Mental Health First Aid trained staff on-site 24/7, which can include:
security guards, property management, and service providers. This assessment
should identify any gaps in personnel being on-site, and suggestions for how to
fill those gaps.
4. Report back to the Board within 90 days with an update on the plans for the four
developments in North County that have NPLH units.
5. Report back to the Board within six months with an update on the progress, outcomes,
and a plan to implement these changes countywide.
EQUITY IMPACT STATEMENT
By enhancing behavioral health services for those with serious mental illness, the County of San
Diego would be expanding services to a currently underserved population. The County of San
Diego is committed to providing equal access to services and housing to people with SMI who are
homeless or at risk of homelessness. There is a severe lack of living opportunities in the County
of San Diego.
SUSTAINABILITY IMPACT STATEMENT
This proposed action contributes to the County of San Diego’s Sustainability Goal of protecting
the health and well-being of all San Diegan residents. Enhancing behavioral health services for
those with serious mental illness will help facilitate self-sufficiency and rehabilitation of some of
the County’s more vulnerable residents.
FISCAL IMPACT
Recommendation #1:
Funds for this request are not included in the Fiscal Year (FY) 2023-24 Operational Plan and FY
2024-26 CAO Recommended Operational Plan for the Health and Human Services Agency. If
approved, this request will result in estimated costs and revenues of approximately $200,000 in
FY 2023-24 and $600,000 in FY 2024-25. This funding would support implementation of a pilot
program to enhance clinical support for residents with serious mental illness living in the four
affordable housing developments with No Place Like Home units in North County. The
department will need to identify funding prior to proceeding with the recommended action, as none
is currently available. Once funding is identified, the department will return to the Board with a
mid-year action to adjust the budget if necessary. There will be no change in net General Fund
cost and no additional staff years.
Recommendation #2:
April 9, 2024 Item #8 Page 41 of 48
SUBJECT: IMPLEMENTING A PILOT PROGRAM TO ENHANCE SUPPORT TO
PEOPLE WITH SERIOUS MENTAL ILLNESS AT AFFORDABLE
HOUSING DEVELOPMENTS (DISTRICTS: ALL)
Legistar v1.0 4
Funds for this request are included in the Fiscal Year (FY) 2023-25 Operational Plan for the Health
and Human Services Agency. If approved, this request will result in estimated costs and revenues
of approximately $35,000 in FY 2023-24 and no costs and revenues in FY 2024-25. The funding
source will be Mental Health Services Act Prevention and Early Intervention funds. This would
fund training to ensure all personnel on-site at the four affordable housing developments with No
Place Like Home units in North County, estimated at approximately 255 individuals, receive
Mental Health First Aid training. There will be no change in net General Fund cost and no
additional staff years.
Recommendations #3-5:
There is no fiscal impact for these items. There will be no change in net General Fund cost and no
additional staff years.
BUSINESS IMPACT STATEMENT
N/A
..Details ADVISORY BOARD STATEMENT
N/A
BACKGROUND
It is estimated that 21% of the homeless population suffers from a serious mental illness (SMI).
We have made great strides at the County to move forward on projects to provide housing for this
population. As we continue to work to reduce homelessness in our region, we must ensure that we
are providing quality services to our most vulnerable populations.
SMI is a mental, behavioral, or emotional disorder resulting in serious functional impairment,
which substantially interferes with or limits major life activities. Placing individuals with SMI in
environments ill-equipped to meet their needs not only undermines their potential for success but
also poses risks to both their well-being and the broader community. Individuals with SMI of
require a high level of care and support and we strive to ensure people receive the support they
need. When we make a commitment to stakeholders that we will offer “wrap-around services” we
must ensure that they are truly wrap-around- 24 hours a day, 7 days a week.
No Place Like Home (NPLH) is a State program that funds the development of permanent
supportive housing for persons who are in need of mental health services and are experiencing
homelessness, chronic homelessness, or are at risk of chronic homelessness. There are 19
affordable housing developments throughout the County, either operating or in development, that
include NPLH units.
To ensure the success and sustainability of these developments, it is imperative that we institute a
policy requiring all affordable housing developments with NPLH units to have personnel on-site,
April 9, 2024 Item #8 Page 42 of 48
SUBJECT: IMPLEMENTING A PILOT PROGRAM TO ENHANCE SUPPORT TO
PEOPLE WITH SERIOUS MENTAL ILLNESS AT AFFORDABLE
HOUSING DEVELOPMENTS (DISTRICTS: ALL)
Legistar v1.0 5
24/7, who are trained in Mental Health First Aid, and have knowledge and the ability to directly
contact the County’s 24/7 behavioral health crisis services. Additionally, we should ensure that
new residents moving into NPLH units have access to clinical support at the onset of their
residency and on an ongoing basis, as appropriate. Currently, not all NPLH clients receive clinical
support. This will support connection to services, counseling, crisis intervention, and medication
management, which will assist in stabilizing individuals with SMI, working to lessen the severity
of their symptoms, and enhancing their overall well-being. These adjustments are anticipated to
decrease the likelihood of mental health crises and interactions with law enforcement, thereby
promoting public safety and community cohesion.
Today’s action would implement a pilot program in North County San Diego, which includes four
affordable housing developments NPLH units, to increase clinical support services for residents
with SMI to seven days per week, for eight hours per day. The four NPLH developments include:
Windsor Pointe- Carlsbad, District 3
Valley Senior Village- Escondido, District 5
Greenbrier Village- Oceanside, District 5
Santa Fe Senior Village- Vista, District 5
Today’s action would also require on-site personnel within the four North County affordable
housing developments, estimated at 255 total individuals, to be trained in Mental Health First Aid
and to receive training on how to refer people to 24/7 behavioral health crisis response resources.
Today’s action would also initiate a requirement for the four affordable housing developments in
North County to develop a plan to support and address the unique needs and challenges of residents
with SMI. This plan would include a strategy to ensure that on-site personnel are able to monitor
who is entering the building through a check-in and check-out process.
LINKAGE TO THE COUNTY OF SAN DIEGO STRATEGIC PLAN
Today's proposed action supports the Equity Initiative of the County of San Diego’s 2024-2029
Strategic Plan by making health and housing a focus by reducing disparities and disproportionality
and ensuring access for all through a fully optimized health and social service delivery system and
upstream strategies while utilizing policies, facilities, infrastructure, and finance to provide
housing opportunities that meet the needs of the community.
Respectfully submitted,
April 9, 2024 Item #8 Page 43 of 48
SUBJECT: IMPLEMENTING A PILOT PROGRAM TO ENHANCE SUPPORT TO
PEOPLE WITH SERIOUS MENTAL ILLNESS AT AFFORDABLE
HOUSING DEVELOPMENTS (DISTRICTS: ALL)
Legistar v1.0 6
JIM DESMOND
Supervisor, Fifth District
ATTACHMENTS
N/A
April 9, 2024 Item #8 Page 44 of 48
TERRA LAWSON-REMER
VICE-CHAIR
SUPERVISOR, THIRD DISTRICT SAN DIEGO COUNTY BOARD OF SUPERVISORS
AGENDA ITEM
Legistar v1.0 1
DATE: April 9, 2024 26
TO: Board of Supervisors
SUBJECT
.Title SUPPORTING SAFETY AND SECURITY AT WINDSOR POINTE & FUTURE PROJECTS SUPPORTED BY NO PLACE LIKE HOME FUNDING (DISTRICTS: ALL)
..Body OVERVIEW
As a County of San Diego Supervisor, I want to ensure the County is doing everything in our
power to support the safety of all residents living in permanent supportive housing developments
especially those that are financially supported with No Place Like Home Funding, or similar
funding sources that require the County to provide on-site support services. We also want to make
sure these developments provide a healthy and safe place for residents and that they act as good
neighbors, by not reduce the quality of life for anyone living on the property, or the surrounding
neighborhood.
In one of the cities I represent, Carlsbad, is Windsor Pointe, a 50-unit affordable housing apartment
development located on two non-contiguous sites, at 965 Oak Avenue, and 3606 Harding Street,
in the Barrio neighborhood in the City of Carlsbad. This is a vital affordable housing development
for our region providing veterans and formerly homeless individuals with a home. The City of
Carlsbad provided the land through a ground lease agreement as well as $8.3 million in City
funding, while the County awarded $13 million in No Place Like Home funds to the project and
contracts with Alpha Project to provide on-site case management to the 24 No Place Like Home
residents. Since opening in the Spring of 2022, community members and residents have
consistently raised concerns about the project and its impact on safety and security in the
neighborhood. Working with the City of Carlsbad, the affordable housing developer, our County
staff and the community, progress toward resolving the concerns of Carlsbad residents is being
made.
April 9, 2024 Item #8 Page 45 of 48
SUBJECT: SUPPORTING SAFETY AND SECURITY AT WINDSOR POINTE & FUTURE PROJECTS SUPPORTED BY NO PLACE LIKE HOME FUNDING (DISTRICTS: ALL)
Legistar v1.0 2
We need cities across our region to continue stepping-up to build more affordable housing in their
neighborhoods, and we will continue to support their development, but there are valuable lessons
to be learned from the Windsor Pointe project. This item requests County staff to take additional
actions to support the addition of more security personnel on-site and assess all options for
increasing the level of case management and support services at Windsor Pointe and future
supportive housing development projects that leverage No Place Like Home Funding, or similar
funding sources. This primary emphasis on higher levels of service is especially important in the
initial lease-up period when new residents are stabilizing and adjusting to their new environment.
Taking this action ensures that residents are provided with an appropriate level of service, and all
residents and neighbors are afforded a safe and secure living environment.
Taking these actions will further demonstrate the County’s commitment to continuing to work
together with our 18 cities along with community members to help maintain safety in and around
supportive housing developments.
RECOMMENDATION(S) VICE-CHAIR TERRA LAWSON-REMER 1. Direct the Interim Chief Administrative Officer to analyze all options and opportunities to maximize the level of services and hours of on-site case management services and referrals
to behavioral health services, for Windsor Pointe, and future permanent supportive housing
projects funded by No Place Like Home dollars, especially during the initial lease-up phase, when residents are more likely to need extra help connecting to services and adjusting to a new environment. 2. Direct the Interim Chief Administrative Officer to coordinate with the Windsor Pointe
development team to develop a plan for utilizing No Place Like Home operating reserve
funds to add supplemental security personnel. Advocate to the California Department of Housing and Community Development, requesting the State to maximize funding flexibility of Capital Operating Reserve funds for the Windsor Pointe project.
EQUITY IMPACT STATEMENT
Permanent supportive housing is a key resource that addresses homelessness for some of the most
vulnerable members of our communities. The No Place Like Home Program leverages state
resources to provide permanent supportive housing for individuals with serious mental illness,
pairing affordable housing with case management and referrals to additional supportive services.
SUSTAINABILITY IMPACT STATEMENT
Today’s action supports the County of San Diego’s Sustainability Goal #1 to engage the
community, Sustainability Goal #2 to provide just and equitable access, and Sustainability Goal
#4 to protect health and well-being.
FISCAL IMPACT
April 9, 2024 Item #8 Page 46 of 48
SUBJECT: SUPPORTING SAFETY AND SECURITY AT WINDSOR POINTE & FUTURE PROJECTS SUPPORTED BY NO PLACE LIKE HOME FUNDING (DISTRICTS: ALL)
Legistar v1.0 3
There is no fiscal impact associated with this recommendation. There will be no change in net General Fund cost and no additional staff years. BUSINESS IMPACT STATEMENT
N/A
..Details ADVISORY BOARD STATEMENT N/A BACKGROUND
Windsor Pointe is a 50-unit affordable housing apartment development located on two non-
contiguous sites, at 965 Oak Avenue, and 3606 Harding Street, in the Barrio neighborhood in the
City of Carlsbad. Half the units offer a priority for lower-income military veterans and their
families, and the other half serves people with mental illness who are experiencing homelessness.
The project has been a partnership between the City of Carlsbad, the County of San Diego,
Affirmed Housing, and includes onsite services provided by Alpha Project and Interfaith
Community Services. The City of Carlsbad provided the land through a ground lease agreement
as well as $8.3 million in City funding, while the County awarded $13 million in No Place Like
Home funds to the project and contracts with Alpha Project to provide on-site case management
to the 24 No Place Like Home residents. Since opening in the Spring of 2022, community members
and residents have consistently raised concerns about the project and its impact on safety and
security in the neighborhood.
On March 12, 2024, the Carlsbad City Council received an update on Windsor Pointe and adopted
several actions to work with partnering entities to address community concerns. Carlsbad Police
Chief Mickey Williams testified that while crime data shows a slight decrease in neighborhood
crime since the project opened, there has been a high volume of calls for service at Windsor Pointe.
A total of 762 calls for service were placed since 2022 with over 44% being mental health related.
Seven residents account for over half of the calls (53% or 401 calls), showing that a handful of
residents are having a disproportionate impact on local resources.
Public safety, especially regarding the well-being of children and vulnerable members of our
community is a top concern. The County is also strongly committed to ensuring people
experiencing homelessness can find pathways off our streets and get connected to the services and
help they need.
My team and I have met with concerned residents, the development and property management
team, and maintain regular communication with the City of Carlsbad, and the Carlsbad Police
Department. In response to community concerns, earlier this year the County increased case
management services at Windsor Pointe to five days a week and added a clinician to the support
team. County staff have also been highly engaged participating in regular monthly security and
April 9, 2024 Item #8 Page 47 of 48
SUBJECT: SUPPORTING SAFETY AND SECURITY AT WINDSOR POINTE & FUTURE PROJECTS SUPPORTED BY NO PLACE LIKE HOME FUNDING (DISTRICTS: ALL)
Legistar v1.0 4
service coordination meetings with the property manager, service providers, Carlsbad Police
Department, and the security staff.
I want to ensure the County is doing everything in our power to respond to local concerns and
ensure our efforts are successful. Today’s item calls on the County staff to take additional actions
to increase the flexibility of No Place Like Home funds to support the additional of supplemental
security personnel and assess all options for increasing the level of case management and support
services to ensure residents are provided with an appropriate level of service and all residents are
afforded a safe and secure living environment. These actions demonstrate the County’s
commitment to continuing to work together with all 18 cities and community members and help
maintain safety in and around supportive housing developments.
LINKAGE TO THE COUNTY OF SAN DIEGO STRATEGIC PLAN Today’s actions support the County of San Diego’s 2023-2028 Strategic Plan initiatives of
Sustainability, Equity, and Community, by supporting the implementation of permanent supportive housing; and by improving the quality of life for individuals experiencing homelessness across San Diego County. Respectfully submitted,
TERRA LAWSON-REMER
Supervisor, Third District ATTACHMENT(S) N/A
April 9, 2024 Item #8 Page 48 of 48
Tammy Cloud-McMinn
All Receive -Agenda Item # R.,
For the Information of the:
.. ',_11:'f_ C<;JUNCIL
Date~J:::::_CC~
CM V"" ACM .,-DCM (3) ..J:C
From:
Sent:
McDonald, Courtney A <CourtneyA.McDonald@sdcounty.ca.gov>
Friday, April 5, 2024 4:46 PM
To: Manager Internet Email; Council Internet Email; Keith Blackburn; Priya Bhat-Patel;
Melanie Burkholder; Carolyn Luna; Teresa Acosta; City Clerk
Cc: Smith, Caroline; McDonald, Eric; Aghassi, Sarah
Subject: Windsor Pointe Communication -County of San Diego, Health and Human Services
Agency
Attachments: County of San Diego HHSA Letter re Windsor Pointe 04.05.2024.pdf
Good afternoon,
Please find attached communication from the County of San Diego, Health and Human Services Agency regarding
Windsor Pointe. The letter includes 1) a summary of the County role in supporting the Windsor Pointe development and
tenants, 2) an update on ongoing partnership and recent modifications to County support, and 3) considerations for the
recent recommendations by the City Council.
Respectfully,
Courtney McDonald, Chief of Staff
County of San Diego Health & Human Services Agency
Agency Executive Office
0: 619-952-8993
(she, her, hers)
COUNTY OF SAN DIEGO
HEAL™ ANO HUMAN SBMa:S AGENCY
From: McDonald, Courtney A
Sent: Friday, March 8, 2024 6:13 PM
LIVE WELL
SAN DIEGO
To: manager@carlsbadca.gov; council@carlsbadca.gov; keith.blackburn@carlsbadca.gov; priya.bhat-
patel@carlsbadca.gov; melanie.burkholder@carlsbadca.gov; carolyn.luna@carlsbadca.gov;
teresa.acosta@carlsbadca.gov; clerk@carlsbadca.gov •
Cc: Smith, Caroline <Caroline.Smith@sdcounty.ca.gov>; McDonald, Eric <Eric.McDonald@sdcounty.ca .gov>
Subject: Item 9 Windsor Pointe Communication -County of San Diego, Health and Human Services Agency
Good evening,
Please find attached communication from the County of San Diego, Health and Human Services Agency in response to
Item #9 -UPDATE ON AFFIRMED HOUSING'S WINDSOR POINTE AFFORDABLE HOUSING PROJECT AND POTENTIAL
ACTIONS TO ADDRESS CONCERNS.
Respectfully,
Courtney McDonald, Chief of Staff
County of San Diego Health & Human Services Agency
Agency Executive Office
(she, her, hers)
1
ERIC C. MCDONALD, MD, MPH, FACEP
INTERIM AGENCY DIRECTOR
HEAL TH AND HUMAN SERVICES AGENCY
1600 PACIFIC HIGHWAY, ROOM 206, MAIL STOP P-501
SAN DIEGO, CA 92101-2417
(619) 515-6555 • FAX (619) 515-6556
April 5, 2024
TO:: Mayor Keith Blackburn
FROM:
Mayor Pro Tern Priya Bhat-Patel
Council Member Melanie Burkholder
Council Member Carolyn Luna
Council Member Teresa Acosta
City Manager Scott Chadwick
Eric C. McDonald, MD, Interim Agency Director
Health and Human Services Agency
WINDSOR POINTE NO PLACE LIKE HOME
PATTY KAY DANON
CHIEF OPERATIONS OFFICER
The County of San Diego (County) is one of many partners for the Windsor Pointe affordable
housing development. We share the City of Carlsbad's commitment to ensure the safety of tenants
and the community. Since the development opened in 2022, County-funded No Place Like Home
assisted units have provided 38 tenants with the oppo1tunity to achieve better health and stability.
We understand that the City of Carlsbad and community members have questions and concerns about
No Place Like Home (NPLH). We are providing this communication to: 1) summarize the County
role in supporting the Windsor Pointe development and tenants, 2) provide an update on ongoing
partnership and recent modifications to County suppott, and 3) address recent recommendations by
the Carlsbad City Council related to operating subsidy reserves and levels of service.
Backg1·ound and County Role
In addition to an upfront capital investment, the County has an agreement with Affirmed Housing to
provide a 20-year-long Capital Operating Subsidy Reserve (COSR) for the 24 dedicated NPLH units
at Windsor Pointe. In total, Windsor Pointe contains 50 units including two manager units. Per the
California Department of Housing and Community Development (HCD) requirements, NPLH COSR
funding is only to be spent on costs related to the NPLH units at Windsor Pointe.
Additionally, the County committed to offer an a1Tay of services to tenants in NPLH assisted units as
required by Section 203 of the NPLH Program Guidelines. These services are provided through the
County Behavioral Health Services (BHS) depattment.
Windsor Pointe No Place Like Home
April 2024
Page 2 of 4
BHS contracts with the Alpha Project Tenant Peer Support Services (TPSS) to actively engage
NPLH tenants, coordinate care, and provide supportive services at a level of care that matches each
tenant's unique needs. This approach empowers individuals to manage their mental health conditions
while remaining engaged in their communities. TPSS supports an outpatient level of care by offering:
Case management;
Peer supp01t activities;
Mental health care, such as assessment, crisis counseling, individual and group therapy, and
peer support groups;
Substance use services, such as treatment, relapse prevention, and peer suppo1t groups;
Support in linking to physical health care, including access to routine and preventive health
and dental care, medication management, and wellness services;
Benefits counseling and advocacy, including assistance in accessing SSI/SSP, emolling in
Medi-Cal; and
Basic housing retention skills (such as unit maintenance and upkeep, cooking, laundry, _and
money management).
Key components of TPSS outpatient care also · include psychoeducation, crisis intervention, and
regular monitoring and follow-up. As a condition of funding, the County conducts an annual review
of the supportive services plan to ensure suppo1iive services are being offered to NPLH tenants and
their families in accordance with NPLH Program Guidelines. •
TPSS has onsite office hours Monday to Friday from 11 a.m. to 3 p.m. To be most responsive to
tenant needs, interactions with TPSS are not restricted to these times. Depending on the individual
plan for each tenant, TPSS may be onsite or otherwise engaging with tenants outside of office hours
with same-day services. In addition to those onsite services, consistent with best practice, TPSS
diligently connects those asking for additional services to the approprfate level of care in a timely
manner. Refenals to resources include, but are not limited to:
Assertive Community Treatment (ACT) services
Strength Based Case Management (SBCM) services
Outpatient clinic services and tenancy support services
In-Home Outreach Team (IHOT)
Mobile Crisis Response Team (MCRT)
Depending on the type of service requested, residents can be connected same day or shortly
thereafter. These County-funded services complement the tenant stabilization services provided by
Affirmed Housing's contracted case management provider. They also complement the continuum of
behavioral health services in the community that NPLH tenants can access.
Consistent with state requirements for NPLH funding, the use of services by residents may not be
imposed on a mandatory basis and must be available in a manner that is voluntary, flexible, and
individualized. Tenants in NPLH assisted units must sign a residential lease just like tenants in non
NPLH assisted units and have the same rights and responsibilities of tenancy.
Ongoing Partnership and Recent Modifications
Since the pre-development phase of Windsor Pointe, the County has remained actively engaged with
development, government, and service partners to ensure the success of the NPLH program. In recent
months, the County has:
Windsor Pointe No Place Like Home
April 2024
Page 3 of 4
Approved the maximum allowable Capital Operating Subsidy Reserve (COSR) which may
be used to suppo1t added security measures by Affamed Housing;
Pa1ticipated in additional regular meetings with City of Carlsbad staff, Carlsbad Police
Department, and the developer;
Increased Tenant Peer Support Services (TPSS) dedicated on-site office hours from 1.5 hours
per week to 4 hours per day, 5 days a week (20 hours per week);
Added a Clinician to provide clinical-level support to on-site TPSS staff 8 hours per week;
and
Engaged in weekly case consultation meetings with TPSS, ACT, and MCRT to proactively
mitigate concerns for tenants with high-acuity needs.
As stated by the Carlsbad Police Chief at the March 12, 2024, Carlsbad City Council meeting, crime
has decreased slightly in the surrounding neighborhood since the Windsor Pointe development
opened. In recent months, County staff have met with the Police Chief regularly to understand and
mitigate specific concerns. To best address concerns and evaluate the effectiveness of modifications
to tenant support, we have requested detailed information-to differentiate between calls related to
NPLH tenants and those reflective of non-NPLH tenants and/or the surrounding urban environment.
In addition, we have requested data by month as opposed to aggregated data over annual timelines to
better establish tl'ends. We appreciate the collaboration and recent call data from the Carlsbad Police
Department. However, we have not received the requested detailed information and welcome the
oppo1tunity to continue those conversations. __
Since 2022, BHS has had a Memorandum of Understanding (MOU) with. the Carlsbad Police
Depa1tment to facilitate referrals from law enforcement to MCRT when appropriate.-Upon evaluating
MCRT data in Carlsbad, the County has identified significant opportunity to optimize referrals for
individuals within the City and will coptinue to engage with the Police Departm_ent on diversion
strategies. •
City Council Recommendations
Since the City Council's last discussion on Windsor Pointe, the County has continued to pa1ticipate
in regular meetings with City staff to proactively address the recommendations related to the County.
Below is a summary of the City Council recommendations related to the County and some points for
consideration as the City pursues next steps:
I. City Council Recommendation: Working with the City Council's Legislative Subcommittee,
develop and implement a strategy to effectively advocate for the County of San Diego to
release operating subsidy reserve funding for this project to cover the cost of additional onsite
security at both locations.
The County has already re-evaluated options to maximize COSR distribution and
approved maximum allowable COSR for Affirmed Housing. This increased
distribution may be used for costs associated with added security.
It should be noted that COSR can only be used for costs related to NPLH Assisted
Units and there are funding limitations for specific operating expenses as defined in
NPLH Program Guidelines Section 209.
2. City Council Recommendation: Develop and implement a plan within 45 days to urge the
County of San Diego to allow new Windsor Pointe residents housed under the No Place Like
Windsor Pointe No Place Like Home
April 2024
Page 4 of 4
Home funding to start with a higher level of service with the option to move to a lower level if
appropriate, rather than starting with minimal services and adding as needed.
Recognizing that tenants often need a higher initial level of support upon move-in, due to
factors such as a lack of pre-established connections to services, TPSS practice is to focus on
increased services at time of move-in. This model is referred to as Critical Time Intervention
(CTI), an evidence-based practice in permanent suppo1tive housing. CTI involves engaging
tenants based on their individual needs at different intervals. TPSS currently offers
comprehensive support to tenants during the move-in process. Afterward, the frequency of
visits changes to weekly or more, depending on each tenant's specific needs. Tenant suppmt and
weekly on-site office hours are provided consistently as needed.
It is impo1tant to note that as a condition · of funding per NPLH Program Guidelines, ''The
property management staff and service providers mus-t make participation in supportive services
by NPLH tenants voluntary. Access to or continued occupancy in housing cannot ·be
conditioned on pa1ticipation in services or on sobriety. The SUJ)p01tive services plan must
describe the services to be made available to NPLH tenants in a manner that is voluntary,
flexible and individualized, so NPLH tenants may continue to engage with supportive services
providers, even as the intensity of services needed may change. Adaptability in the level of
services should support tenant engagement and housing retention." -
With the recent expansion of TPSS on-site·office hours to 20 hours a week, Clinician support,
and case conferencing, the County and its contractor will continue to assess !he individual
needs of each tenant and provide the appropriate level of care. ••
-•
Thank you for your ongoing commitment to pe1manent supportive housing for vulnerable members
of our community. We look forward to our continued collaboration to ensure the health and safety of
Windsor Pointe tenants and community residents.
For any questions, please contact me via phone at . (619) 515-6545 or email at
Eric.McDonald@sdcounty.ca .gov,·
Resp~ckW~
ERIC C. MCDONALD, MD, MPH, FACEP
Interim Agency Director
Health and Human Services Agency
c: Sarah E. Aghassi, Interim Chief Administrative Officer
Tammy Cloud-McMinn
From: Council Internet Email
Sent:
To:
Monday, April 8, 2024 8:11 AM
City Clerk
Subject: FW: Windsor Pointe
From: M F <mforster21@gmail.com>
Sent: Friday, April 5, 2024 4:06 PM
To: Council Internet Email <council@carlsbadca.gov>
Subject: Windsor Pointe
Dear Mayor and Councilmembers,
I am a District 4 resident and a property owner in the Windsor Pointe neighborhood. ~· •
I have the following comments about the staff report to be presented.Tuesday, April 9. My opinion remains that it has
been a serious mistake to have located a facility for the mentally ill in a residential neighborhood.
Mandate on-going security reporting and public disclosure The frequency and seriousness of security issues must
continue to be measured and publicly reported. Private security reporting is not going be as comprehensive or
transparent due to the different levels of training between the City's police force and contracted private
security. Continuing security issues may be masked.
Staff states it will report on additional progress in four months. Staff should be directed to focus on a quant/tatively-
detailed report of security issues handled by on-site private security; issues observed and reported on by video
surveillance; issues handled by daytime staff; and responses by City of Carlsbad police during that four-month period.
lb Amend guest policy for sign in and sign out This does not go far enough. One issue has been residents allowing non-
residents to share their units, and some of the more serious security issues have been perpetrated by non-
residents. Affirmed Housing admitted it didn't have a handle on who actually was residing at the facility at any given
time. My understanding, and I need to be corrected if wrong, is that residents are allowed support personnel to live in
the units. If this is the case, what is Affirmed Housing and the property management company's procedure for qualifying
such personnel and the policy for lengths of stay.
3a Pursue veteran and Carlsbad priority Status is not started. Please focus on expediting this --not as a policy
aspiration but as actual in-place residency.
3c Allow veteran income levels to exceed maximum income limits Should continue to be pressed.
Thank you.
Mark Forster
CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content i
1
Tammy Cloud-McMinn
From: Council Internet Email
Sent:
To:
Monday, April 8, 2024 8:12 AM
City Clerk
Subject: FW: Windsor pointe
-----Original Message-----
From: rvbrenner@gmail.com <rvbrenner@gmail.com>
Sent: Friday, April 5, 2024 8:47 PM
To: Council Internet Email <council@carlsbadca.gov>
Subject: Windsor pointe
Please do something about windsor pointe -was supposed to be for veterans but not working out that way !
Turned into a dangerous situation affecting the neiborhood and community.
Thank you!
R. Brenner
Sent from my iPhone
CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe.
1
Tammy Cloud-McMinn
From: Council Internet Email
Sent:
To:
Monday, April 8, 2024 8:12 AM
City Clerk
Subject: FW: Windsor Pointe Menace to Community
From: Christine Smoczynski <CHRIS_ENHLS@yahoo.com>
Sent: Saturday, April 6, 2024 1:43 PM
To: Council Internet Email <council@carlsbadca.gov>
Subject: Windsor Pointe Menace to Community
Since it opened, Windsor Pointe has been an aggravation for neighboring residents. Windsor Pointe
has become a dumping ground for people with serious mental and behavioral problems, homeless
drug addicts, alcoholics, sexually violent predators, and recently-released convicted criminals.
Neighboring residents have amassed photos and other data to back up their point.
At a city council meeting in March, we learned that many "visitors" congregate or stay at Windsor
Pointe, and that none are tracked: onsite security is minimal. We also learned that Windsor Pointe
racked up close to 800 calls to police over the last year, and 19 arrests for serious offenses.
When the city's program director was asked to give a breakdown of how many residents were
veterans and how many were not, no answer cou.ld be given. To many, this is a critical data point that
should have been foremost in the director's mind and presentation, but it wasn't.
The city council got bus into this mess, now it has to get us out of it. This is a disgrace!
Concerned Carlsbad Resident
Chris Smoczynski
Sent from my iPhone
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1
Tammy Cloud-McMinn
From: Council Internet Email
Sent:
To:
Monday, April 8, 2024 8:12 AM
City Clerk
Subject: FW: Windsor Pointe #8
From: Tamara Dixon <tamara9497@yahoo.com>
Sent: Sunday, April 7, 2024 8:28 AM
To: Council Internet Email <council@carlsbadca.gov>
Subject: Windsor Pointe #8
Dear City Council
The Windsor Point housing facility requires your highest priority. City council needs to shut
down Windsor Pointe because it is a public safety threat and public health hazard.
Initially intended housing for our most honored citi~ens, our veterans the "No Place Like
Home" program was included accepting.anyone and everyone, even those who don't reside
in carlsbad. These include persons with serious criminal backgrounds and drug
problems; serious mental and behavioral problems, alcoholics, sexually violent predators, and
recently-released convicted criminals.
Many "visitors" congregate or stay at Windsor Pointe, and none are tracked: onsite security is
minimal. It is also known that Windsor Pointe racked up close to 800 calls to police over the
last year, and 19 arrests for serious offenses.
According to the City Attorney, a new state law prevents the city from declaring the facility a
public nuisance based on the number of police calls.
Residents have invested their hard earned money to purchase their house long before
Windsor Point was even planned.
Now with Windsor Pointe in the neighborhood, it has become unsafe and an eyesore.
Please close Windsor Pointe or give every unit to those it was intended for, our most
honorable men and woman, our veterans.
Thank you,
Tamara Dixon
1
Tamara Dixon
Sent from my mobile phone
619-787-7396
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2
Tammy Cloud-McMin n
From: Council Internet Email
Sent:
To:
Monday, April 8, 2024 9:38 AM
City Clerk
Subject: FW: Windsor Pointe
From: Joy N. <joynoonan@gmail.com>
Sent: Monday, April 8, 2024 8:59 AM
To: Council Internet Email <council@carlsbadca.gov>
Subject: Windsor Pointe
Dear Council,
I am a Carlsbad resident and I love this city. However, it has come to my attention that the "Village by the Sea," is on a
slow decline, on par with Oceanside. I frequent the Oak St and Harding St quite often to avoid heavy traffic on Carlsbad
Village Drive. I have seen vagrants and drug addicts loitering that area for the last few years, even before I heard of
Windsor Pointe. Now I know why it is a hazardous area to avoid. That housing was built to be fo r Veterans to get help,
not drug addicted, mentally deranged homeless. I am appalled that you all pulled a bait and switch on the taxpayers of
Carlsbad.
Who decides what type of people stay at Windsor Pointe? I want names, please. What can be done to return some good
old decency in our quiet, low crime city? Let's stop this decline!
Respectfully,
Joy A. Noonan
Joynoonan@gmail.com
CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content i
1
Tammy Cloud-McMinn
From: Council Internet Email
Sent: Monday, April 8, 2024 9:39 AM
City Clerk To:
Cc: Manager Internet Email
Subject: FW: City Council Meeting April 9, 2024: Questions for Item 8
From: Denis Jensen <denis.jensen@gmail.com>
Sent: Monday, April 8, 2024 9:30 AM
To: Council Int ernet Email <council@carlsbadca.gov>; Keith Blackburn <keith.blackburn@carlsbadca.gov>; Priya Bhat-
Patel <priya.bhat-patel@carlsbadca.gov>; Melanie Burkholder <Melanie.Burkholder@carlsbadca.gov>; City Attorney
<attorney@carlsbadca.gov>; Scott Chadwick <Scott.Chadwick@carlsbadca.gov>; Teresa Acosta
<teresa.acosta@carlsbadca.gov>; Carolyn Luna <carolyn.luna@carlsbadca.gov>; Council Archive
<councilarchive@carlsbadca.gov>
Cc: Denis Jensen <denisjensen@gmail.com>
Subject: City Council Meeting April 9, 2024: Questions for Item 8
City Council Members, City Manager, City Attorney and Staff:
My name is Denis Jensen. My family lives near the Windsor Pointe (WP) homeless facility. In last few weeks, social media posts and
media reports have uncovered internal emaTls and other documentation from the City which reveal many, many disturbing issues
involving Windsor Pointe.
I would like answers to the following questions "on the record" at the upcoming City Council meeting on April 9, 2024 regarding Item 8:
Questions to the City Manager:
1. Was the City Manager aware that Affirmed Housing (Affirmed) wrote the 01/28/2020 staff report for WP and sent that staff
report to the Principal Planner, David DeCordova, just prior to the final approvals for WP?
o Is it a normal practice to have outside vendors writing staff reports?
o If the City Manager was aware this occurred, what steps were taken to ensure it didn't happen again? DID it happen
again?
o Is this why No Place Like Home funding obligations that are extremely harmful to the community were omitted in
presentation materials?
o Did you explain to the Council what the No Place Like Home program was? Was there any kind of information workshop
about it so that they could make informed decisions? Did you communicate that it would literally import homeless with
criminal histories from other parts of the County and drop them into a neighborhood surrounded by young children?
o Did YOU even know what the No Place Like Home program obligations were?
2. Over $4 million of taxpayer money was loaned to Affirmed for this project. What is the current status of that loan? How
much has been repaid? What is the interest rate on this loan?
3. Based on approximately 800 calls for service to WP since it opened less than 2 years ago, how much has been spent on
city services to that location?
o Please include all police, fire, ambulance service costs, as well as any psychiatric team costs.
4. Was the City Manager aware that Affirmed was making escalating threats to City staff regarding Affirmed desire NOT to
have WP discussed at a City Council meeting including "As Marie mentioned below we are not OK with it being moved to
regular Council. I thought we were on the same page on this?" (email from Jimmy Silverwood dated February 28, 2020) and
"Our president will now be involved in these meetings and also prefers the workshop environment." (email from Jimmy
Silverwood dated February 29, 2020).
o If the City Manager was aware of these escalating emails, what was done to address the issue?
o Were the members of the City Council made aware of this issue? If so, on what date?
1
5. Was the City Manager aware that after spending over $8 million in taxpayer money on WP, Affirmed told City staff that
Affirmed planned to have non-tenants living in WP as "for support", who would not be background checked or even known to
Affirmed or the program managers?
o If the City Manager was aware of this issue, what was done to ensure registered sex offenders were not living onsite?
o If the City Manager was not aware of this issue, did you become aware? If so, on what date? On what date was the
City Council informed of this issue?
o How were the City Staff and City Manager unaware of even a maximum occupancy at WP after the City contributed
over $8 million to the project?
o How is the City ensuring that Affirmed knows who is living at WP?
6. Was the City Manager aware that City staff did not have a basic understanding of how the security at WP would work, so
much so that Affirmed literally wrote the answers for staff on FAQ page for Windsor Pointe on the city's website?
o When WP became operational, much of the promised security never materialized. What did the City Manager do to
address this issue?
o Was the City Council informed that security agreed to in the ground lease never materialized? If so, what date did that
occur on?
7. Was the City Manager aware that Affirmed was asking to meet with residents without city staff present? If so, how did the
City Manager handle that issue?
8. Under section 6.5 of the ground lease (page 29), the City is allowed the right to inspection of the property with 24 hour
notice. Has the city ever inspected the property to ensure it is being kept in good repair, as required under the ground lease?
The City claims WP to be veteran housing but Mandy Mills said it does not track the number of veterans. Is there any
monitoring of WP lease obligations at all? If so, who does that and what is the process?
9. Are you aware there are now more security restrictions on people attending City sponsored Concerts in the Park than there are
on people entering WP? If a guest book is effective security at WP, why don't we use a guest book at the entrances to these
concerts instead of metal detector wands?
Questions to the City Attorney:
1. Did you draft the WP ground lease? If not, who did?
o Did you fully read and understand the ground lease with Affirmed and others prior to signing the lease?
o Why are the terms of the ground lease not enforced?
2. In this ground lease, which involved over $8 million in city taxpayer funds, did you do any research to ensure Affirmed,
Solari and others were in good standing with the Secretary of State's office at the time the ground lease was signed, as
required on pages 2 and 47 of the ground lease? Has this section of the lease been breached?
o On page 47 of the ground lease, Affirmed had to warrant they were in good standing at the time with the Secretary of
State's office. Not being in good standing would be material breach as entities not in good standing with the
Secretary of State's office cannot enter into a valid contract for anything.
3. On page 19 of the ground lease, the signatories are required to run a "quality operation." With a litany of onsite crimes so
extensive that the Chief of Police had to write a letter of complaint, do you believe Affirmed and the property management
company are in compliance with that requirement, is this a "quality operation"? Has this section of the lease been breached?
4. When the Police Chief requested Affirmed to obtain private security for WP, Affirmed stated they could not afford private
security. Instead, Affirmed spent more than $600,000 on political campaigns. Is this a breach of the requirements on page 20
of the ground lease for Affirmed to abate any material violation of the ground lease?
5. Do you believe Affirmed is in material violation of any section of the ground lease?
o If there are material breaches (and there are obvious breaches by Affirmed), why is the City not pursuing lease
termination, as provided for on pages 44 and 45 of the ground lease?
6. Do any of the property managers under Affirmed (Solari or ConAm) have any background in dealing with residents with
severe mental illness? If not, is that a violation of the requirements on pages 21 and 22 of the ground lease, which requires
the program managers to be reasonably qualified to deal with this kind of housing?
7. Knowing that a person has fallen out of a third story balcony onsite, there was a child molested onsite, one attempted
murder and several incidents of drug overdoses in less than two years of operation, do you believe requiring Affirmed to have
only $2 million in total insurance coverage for WP is enough to address the inherent issues at this facility? Would you and the
City Manager recommend increasing the insurance requirement as allowed under Exhibit D, page D-2 of the ground lease? If
so, what amount of insurance would you recommend?
8. Should the ground lease be terminated due to Affirmed and others not being in good standing with the Secretary of State's
office at the time of the lease signing and for multiple violations of the ground lease, which allows for termination in case of
material breach?
2
Sincerely,
Denis Jensen
Carlsbad Resident
en attachments or click on links unless ou reco nize the sender and know the content i
3
Tammy Cloud-McMinn
From:
Sent:
To:
Subject:
Manager Internet Email
Monday, April 8, 2024 9:44 AM
City Clerk
FW: City Council Agenda item #8
From: jeanwalkerl@roadrunner.com <jeanwa1ker1@roadrunner.com>
Sent: Monday, April 8, 2024 9:41 AM
All Receive -Agenda Item # 'f:?
For the Information of the:
Jl1Y souNCIL
DateLfJJf/J..!i CA ~ CC ✓
CM J:'.'.'._ACM .k'.'.'.:,_DCM (3)L
To: Keith Blackburn <keith.blackburn@carlsbadca.gov>; Priya Bhat-Patel <priya.bhat-patel@carlsbadca.gov>; Teresa
Acosta <teresa.acosta@carlsbadca.gov>; Melanie Burkholder <melanie.burkholder@carlsbadca.gov>; Carolyn Luna
<carolyn.luna@carlsbadca.gov>; Manager Internet Email <manager@carlsbadca.gov>
Subject: City Council Agenda item #8
Hi! My name is Jean Walker. I am a Carlsbad resident and very concerned about the Windsor Pointe issue, especially
the public safety issues involved. I don't understand why the City Council is wasting time revising a management
plan. Affirmed Housing already sent you a letter in August 2020 stating they couldn't deal with the seriously mentally ill
people housed under the No Place Like Home funding. They already gave up. Revising the management plan is like
shuffling chairs on the Titanic.
The city should immediately terminate the ground lease with Affirmed for multiple violations, including Affirmed not
being eligible to do business in California at the time that ground lease was signed. The property could then either be
sold or used for affordable housing for seniors.
Jean Walker
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Tammy Cloud-McMinn
From:
Sent:
To:
Subject:
Council Internet Email
Monday, April 8, 2024 3:31 PM
City Clerk
FW: Windsor Pointe
From: Maril Adrian <maril415@charter.net>
Sent: Monday, April 8, 2024 3:22 PM
All Receive -Agenda Item # ,B
For the Information of the:
. ~i~1COUNCIL
Date :::f.£1/J.'fA. ..JL CC L
CM _JL ACM v'DCM(3)L
To : Council Internet Email <council@carlsbadca.gov>; Terra Lawson-Remer <terra.lawson-remer@sdcounty.ca.gov>
Subject: Windsor Pointe
I have lived in Carlsbad for over 15 years and am appalled by the burgeoning criminal activity and the threat to public
safety stemming from the Windsor Pointe project. The people of Carlsbad supported the decision to provide housing for
local veterans and their families. However, the ubiquitous carrot of additional money somehow changed the parameters
to include people from out of the area suffering from serious mental illnesses. Subjecting a family neighborhood to the
problems involved with even one mentally ill person, not to mention 24 or more with serious problems, is just plain
insane, regardless of the good intentions of those making decisions they do not have to live with. The situation is unsfafe
to begin with and is exponentially so given the number of people with their individual disabilities and/or addictions living
in close quarters. And indeed, the lack of oversight by the management of these properties, as well as the failure of local
government to monitor the situation has exacerbated the problem.
My mom was mentally ill so I am very familiar with the difficulty of dealing with people who are mentally impaired. It is a
sad situation and these people definitely need help, but "warehousing" them in a family neighborhood with schools and
sports parks nearby is dangerous and detrimental to the well-being of our children, as well as to law-abiding citizens.
Mentally ill people need specialized, professional help on a regular basis, whether it's medications and/or therapy. The
managers and employees of Windsor Pointe are not equipped to provide that.
I also have a grandson, who is homeless in Alaska. He is provided with food and shelter from a faith-based organization,
which is supported by donations, not government giveaways of tax money. Unlawful, immoral or general misbehavior is
not allowed. In other words, there are consequences for his choices. Do I worry about him or wish it were different? Yes
I do. But he is responsible for his own decisions and unless he follows the rules, he pays the price. Call it tough love or
accountability, but permitting unacceptable behavior only incentivizes more unacceptable behavior, regardless of the
excuses for it.
Windsor Pointe has proven to be a disaster and is putting an enormous strain on local emergency services. The
taxpayers who live in the community, as well as those who have served their country do not deserve the financial strain
and psychological burdens that have resulted from this poor decision. It has gotten completely out of hand and
"promises" to remedy the situation do not address the basic problems of lack of oversight and warehousing the mentally
ill with our homeless veterans. And worse, no one should expect the neighboring community to put their families at risk
from the bad behavior and criminality that has and continues to occur.
It always amazes me that rather than look at effective solutions, every problem is met with good people trying to
reinvent the wheel, mostly by throwing money at it. And when it doesn't work, throw more money at it. The tax-paying
citizens of Carlsbad do not deserve to be treated as guinea pigs, nor do homeless veterans. There must be some success
stories out there somewhere. It would behoove you to look for them.
Consider Windsor Pointe an experiment gone bad and terminate it.
1
Respectfully,
Maril Adrian
Carlsbad, CA
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2
Tammy Cloud-McMinn
From:
Sent:
To:
Subject:
Council Internet Email
Tuesday, April 9, 2024 7:41 AM
City Clerk
FW: Windsor Pointe Management Plan, Item 8
From: kelly.leberthon12@gmail.com·<kelly.leberthon12@gmail.com>
Sent: Tuesday, April 9, 2024 7:04 AM
To: Council Internet Email <council@carlsbadca.gov>
Subject: Windsor Pointe Management Plan, Item 8
Dear Mayor and Council Members:
It is clear after the witness of so many community members on Windsor Pointe that it is a public safety
threat and public health hazard to our community. It is also abundantly clear that neither the
management company, nor the county, nor the city have any actual idea about who lives there
and who visits there. Safety should be a priority for our community. When pointedly asked by council
members, our city staff could not say how many veterans were currently housed, or how many
Carlsbad residents were currently housed. This information should not only be known by our housing
staff, but Veterans and local Carlsbad homeless should be the priority to receive housing assistance.
The "No Place Like Home" program offers services for housed individuals, yet these servi.ces are
overwhelmingly rejected by the housed individuals. What that translates to is the local government
tacitly approving and financially supporting harmful pathologies and aberrant sociopathic
behaviors. This is not compassion -to leave mentally ill and drug/alcohol abusing people living
within these prisons of mental illness and addiction. Compassion is not simply putting a roof over their
heads, but releasing them from these prisons of drug addiction and mental illness to live whole and
productive lives.
Going forward, it is clear that Windsor Pointe should prioritize safety for the residents of WP as well as
the neighborhood and community. Veterans should be given priority to be housed at WP. The
county and management company need to provide security -and should do so without charging
more money to the taxpayers.
Exactly how much money has already been spent on this social experiment? Near two schools and
baseball and soccer fields?
It is time to account for the dollars, the mistakes, the broken promises, and the toll on the families of
that neighborhood.
Very truly yours,
Kelly Le Berthon
Carlsbad resident
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1
Tammy Cloud-McMinn
From: Council Internet Email
Sent:
To:
Tuesday, April 9, 2024 7:42 AM
City Clerk
Subject: FW: Agenda Item 8 for 4/9 meeting
From: drdianeb@aol.com <drdianeb@aol.com>
Sent: Tuesday, April 9, 2024 1:49 AM
To: Council Internet Email <council@carlsbadca.gov>
Subject: Agenda Item 8 for 4/9 meeting
Honorable Mayor and Council:
It appears there continue to be ongoing issues with Windsor Pointe. I was disappointed that at the
last discussion, Affirmed was able to manipulate their way out of providing 24 hour on site security.
They had promised 24 hour security in their meetings with Council in 2020. Many thanks to Council
Member Carolyn Luna who did not vote Yes on the proposal which basically allowed Affirmed to do
next to nothing to improve the situation.
Affirmed has not provided what they had promised in multiple discussions with council. It also
appears that Affirmed tried to "pull a fast one" on staff who at that time, appeared to either not pay
attention or ignored what was being pushed through. The problems of not tracking visitors, Megan's
Law persons being allowed to be support staff at the property without being registered as living there,
and Affirmed/the city not knowing who is actually living at the property, have not been resolved.
Please also hold the county accountable to provide support services on site, for a decent number of
hours, as that has not been done. Basically It does not seem there are licensed staff at the facilities,
for any length of time.
Please look into and answer the questions that Denis Jensen has asked re: decisions made for this
project. The citizens of Carlsbad are very concerned that we just spent $8 million and there is no
oversight, along with many violations of the lease agreement.
Best regards,
Diane Bedrosian
District 2 resident
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Tammy Cloud-McMinn
From:
Sent:
To:
Subject:
Sidney <shank2@netzero.com >
Tuesday, April 9, 2024 10:43 AM
City Clerk
Agenda# 8 City Council Meeting 4/9/2024
Will the city and the county track the number of veterans served at Windsor Pointe? There is no accountability if there
is no data. Track how many veterans are receiving services and housing in Windsor Pointe.
How will the county and city ensure that money approved to provide increased security for No Place Like Home tenants
goes directly to and only for increased security for the No Place Like Home tenants?
The city attorney needs to look into the county contract with No Place Like Home in order to find a way to exit the
contract.
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1
Tammy Cloud-McMinn
From:
Sent:
To:
Subject:
Dear Mayor & Council,
michael ajdour <michaelajd@yahoo.com>
Tuesday, April 9, 2024 1 :22 PM
City Clerk
Item 8 Windsor Pointe April 9,2024
All Receive -Agenda Item # S.
For the Information of the:
' .<"l~SOUNCIL
Date'-.j./Jp/.J. CA ..,....--CC ✓
CM ...J,C'ACM _VDCM {3) i,/°'
I was able to attend this morning's legislative subcommittee meeting on Windsor Pointe.
Of note was Jason Haber's work towards getting a "waiver or exclusion" from an NPLH clause towards getting more
veterans in.
As long as all NPLH rules apply to Windsor Pointe, it will be a trouble magnet no matter how much money anybody
throws at it. Admitting residents who "exit other institutions" is the biggest problem. Was this in the original 2020
contract? These institutions turned out to be jail & prison, bond or release.
Of further note was Mandy Mill's either inalibility or refusal to tell Ms. Burkholder how many Windsor Pointe residents
entered out of incarceration.
In light of the incidents in our neighborhood and on CVD since the March 12 meeting, it would behoove her to have
that information tonight.
Good to know some NPLH rules have exclusions.
This trouble magnet will bring more as long as it sticks with NPLH policy. Repurpose it for people who want
accountability.
Please?
Julie Ajdour, still in the barrio
Sent from Yahoo Mail on Android
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WINDSOR POINTE AFFORDABLE
HOUSING MANAGEMENT PLAN
UPDATE
Mandy Mills, Director, Housing & Homeless Services
Mickey Williams, Chief of Police
April 9, 2024
1
{city of
Carlsbad
RECOMMENDED ACTION
Receive an update on the amended Windsor
Pointe Management Plan to reflect enhanced
security measures and provide direction on the
amended Windsor Pointe Management Plan to
city staff as appropriate.
ITEM 8: WINDSOR POINTE UPDATE
2
{city of
Carlsbad
TONIGHT’S PRESENTATION
Updated Management Plan
Status of additional action items to address
community concerns
ITEM 8: WINDSOR POINTE UPDATE
3
{city of
Carlsbad
4
ITEM 8: WINDSOR POINTE UPDATE
Onsite security
Provide onsite security at both locations 12 hours
per night
Stricter guest policy
Require visitors to sign in and out
24/7 video monitoring
Provide video monitoring 24/7 to identify criminal
or suspicious activity or unauthorized entry
5
ITEM 8: WINDSOR POINTE UPDATE
Advocate for county funding to pay for additional on-
site security at both locations.
•Complete: Confirmed the county will release funding
for onsite security
•In progress: The city will advocate to the state to
allow permanent supportive housing projects to
access more funding in their first five years.
•In progress: The County Board of Supervisors is
considering a security plan and funding advocacy for
Windsor Pointe on April 9.
6
ITEM 8: WINDSOR POINTE UPDATE
Collaborate with the property manager to
strengthen protocol to divert low-level issues to on-
site personnel.
•In progress: A new plan is in development
7
ITEM 8: WINDSOR POINTE UPDATE
Urge the county to change its approach so Windsor
Pointe residents receive a higher level of mental
health services when they move in.
•Completed: Confirmed a clinician will be onsite for
20 hours per week
•In progress: The County Board of Supervisors is
considering service increases at its April 9 meeting
Lobby for supportive housing to be fully funded at
the state and federal levels to provide an
adequate level of service.
In progress: Discussed at the City Council
Legislative Subcommittee meeting April 9
8
ITEM 8: WINDSOR POINTE UPDATE
Develop and implement advocacy plans to address
placement process, veterans income caps exclusion
and other issues
In progress: Discussed at the City Council Legislative
Subcommittee meeting April 9
{city of
Carlsbad
1.Continue to implement identified actions
2.Continue to monitor statistics and trends
3.Continue to work closely with Windsor Pointe to address issues
4.Report back in August with updates
NEXT STEPS
9
ITEM 8: WINDSOR POINTE UPDATE
{city of
Carlsbad
RECOMMENDED ACTION
Receive an update on the amended Windsor
Pointe Management Plan to reflect enhanced
security measures and provide direction on the
amended Windsor Pointe Management Plan to
city staff as appropriate.
ITEM 8: WINDSOR POINTE UPDATE
10
{city of
Carlsbad
WINDSOR POINTE AFFORDABLE
HOUSING MANAGEMENT PLAN
UPDATE
Mandy Mills, Director, Housing & Homeless Services
Mickey Williams, Chief of Police
April 9, 2024
11
{city of
Carlsbad