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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 3 - 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 ---- 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 5 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 7 - 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 April 9, 2024 Item #8 Page 15 of 48 8 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 9 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 --- 10 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. April 9, 2024 Item #8 Page 18 of 48 11 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. April 9, 2024 Item #8 Page 19 of 48 12 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. April 9, 2024 Item #8 Page 20 of 48 13 - 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. April 9, 2024 Item #8 Page 21 of 48 14 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; April 9, 2024 Item #8 Page 22 of 48 15 • 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 deferred. April 9, 2024 Item #8 Page 23 of 48 16 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 17 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 April 9, 2024 Item #8 Page 25 of 48 -- 18 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 April 9, 2024 Item #8 Page 26 of 48 19 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 April 9, 2024 Item #8 Page 27 of 48 20 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 21 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 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 #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 CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content i 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 CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content i safe. 1 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 CAUTION: Do not open attachments or click on links unless ou recognize the sender and know the content i 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 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: 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 CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content i safe. 1 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. 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: 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 CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content i safe. 1 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