HomeMy WebLinkAbout02/20/1996, 1A - HOMELESS SERVICES CENTER u ppI� MEETING DATE:
city Of San Luis OBISPO 2-20-96
COUNCIL AGENDA REPORT REM NU R:
FROM: James M. Gardiner, Chief of Police
SUBJECT: Homeless Services Center
CAO RECOMMENDATION:
By motion
1) Receive report on progress and status of proposed Homeless Services Center (HSC).
2) Approve, in concept, the scope and financing strategy for the HSC.
3) Provide staff direction to proceed with necessary requests for funding.
4) Authorize CAO to develop agreements with appropriate parties for use and operation of
programs on the Prado Road site.
DISCUSSION:
BACKGROUND
Initial Concepts
In late 1993, the City took the lead to coordinate an effort to identify possible alternative
locations for the Peoples' Kitchen noon-time feeding program. The commitment was made to
work with all parties to find a longer term and more acceptable location. As a result of these
initial efforts, on April 12, 1994 the Council gave conceptual approval to use the Prado Road site
as the location for the noon-time feeding program. It was anticipated that site improvements
would be made with donated labor and materials. These improvements were to be made to the
existing gun club building which is on the property. Additionally, the staff was directed to work
with other parties to determine the feasibility of incorporating other services for the homeless on
the site. Unfortunately, after several months of discussion, the Peoples' Kitchen board voted not
to participate in the proposed relocation.
Collaborative Committee Established
Shortly thereafter, inquiries were made as to the reasons for the Peoples' Kitchen opposition to
the move. After some discussion, the representatives from the Kitchen identified their specific
concerns and indicated they would participate at the Prado Road site in conjunction with a more
comprehensive program. These conversations resulted in the formation of a working committee
from the Peoples' Kitchen, the EOC Homeless Shelter, the Interfaith Coalition for the Homeless,
the Chamber of Commerce, the Business Improvement Association, providers of homeless
services, and City staff. This committee was designated as the Homeless Services Center
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COUNCIL AGENDA REPORT
Steering Committee. The charge to this group was to come up with a viable concept for
providing a coordinated approach to the delivery of homeless services in the community.
Additionally, it was expected that the group would develop funding sources which had little or
no impacts on the general fund of the City. The group quickly identified the desirability of a
consolidated location which would help provide more effective homeless services through the
elimination of duplicative efforts and the provision of better coordinated programs. After
reviewing all potential locations, the committee reaffirmed that the Prado site was best suited for
the program.
Members of the committee generated concepts for immediate and potential needs for providing
this coordinated approach to providing services. Working with the volunteer services of local
architect Chuck Crotser, the initial building concepts were designed and preliminary cost
estimates were projected. As anticipated in the first concepts, construction was intended to be
a joint responsibility of the City and the business community. The first cost estimates for this
design were estimated at approximately$105,000. The proposed funding included$50,000 from
City and $25,000 from County 1995-96 CDBG funding. The business community committed up
to $30,000 in materials and labor. At this juncture, the primary responsibility for support and
funding of the on-going programs was seen to be a collaborative effort of the groups who would
use the site. For more detailed information, please refer to Attachment 1.
Interim Council Approval & Direction
It was recognized that this was a unique and evolving relationship between volunteer
organizations, the business community, and governmental entities. It was also agreed that any
plan would need to be carefully thought out and crafted to ensure the viability of the entire
project. On February 21, 1995 Council approved the committee concept plan and directed staff
to go forward with the development of the site and agreements necessary to implement the
programs. This direction was reaffirmed in June 1995 when the Council adopted the Homeless
Services Center as a major City goal in the 1995-97 financial plan.
August 1995 Progress Report
In August 1995, the Council received an update on the project (Attachment 2). While the fully
paid-for cost of the project was projected at slightly over $200,000, it still appeared that the
facility could be constructed within projected funding from grants, donations, and volunteer
services. This belief was based on the conceptual design and using estimates for portable units.
Also included in the update were the first reports back concerning the costs of providing the on-
going services on the site. It was clear that the initial estimates of nearly $200,000 for program
services could not be sustained through any number of funding options and most certainly needed
to be scaled back. It was also recognized that the early hopes of volunteer organizations raising
necessary money through "fund-raisers" were overly optimistic.
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COUNCIL AGENDA REPORT
Over the next several months the project scope, design, and cost changed. Due to the constantly
changing dynamics of the process, it was determined that Council participation was desirable.
Therefore, Vice Mayor Williams and Council Member Roalman were appointed as a sub-
committee from the Council.
CURRENT PROJECT CONCEPT AND STATUS
Site Design. Construction. & Costs
As the site design has been refined, the construction requirements and options have been fully
evaluated. While portables had been a significant part of the original concepts, those familiar
with the "wear and tear" of program uses stated portables would deteriorate quickly and have
high maintenance needs. Additionally, the costs for more sturdy portables (even used, if
available) were comparable to regular construction. Other changes were requested by members
of the committee to provide more protection during inclement weather. The committee also
looked at more unique forms of construction like hay bales or possibly using metal frame
construction involving private industry training grants. A number of options involving moving
existing buildings to the site were also reviewed. However, these structures were either
unavailable or bringing them up to code was not cost efficient. Ultimately, after all aspects were
reviewed, the final design and construction plans are for traditional wood frame construction.
The final design for the site has three basic components. The first and easiest to construct is the
feeding facility. It follows the concept of the initial program and is best described as a free-
standing patio cover which is enclosed on two sides with roll down doors for protection in
inclement weather. Included under the cover is a storage/serving area. The second component
is the restroom/laundry area. The third component is the multi-purpose wing. This includes a
large gathering area with offices around the perimeter. These areas have been sized to meet the
needs of 100 clients and basic program services.
A detailed cost breakdown for these three components and site work is contained in Attachment
3. The full cost, if the project were built commercially with contractor's overhead and profit,
is projected at $225,679. Direct costs for the project are $191,254. Included in the estimates
is 5% or $9,701 for changes to the plans. Additionally, the estimates include $8,000 for City
fees.
From the beginning of the project, the concept has. been based on the collaborative efforts of
volunteers, business, and government entities. Indeed, it has only been through the many hours
of volunteer services of architect Chuck Crotser that the plan has been developed for presentation
at this time. Similarly, it is anticipated that volunteer labor and donated materials will be an
important component of the project: As an example, Maino Construction and Thoma Electric
have volunteered their services to build the first component of the project, the feeding area. The
BIA and Chamber of Commerce are currently seeking donated materials from their members and
the community to assist in any portion of the project.
3
city of San tuts OBISpo
COUNCIL AGENDA REPORT
Based on the above figures, the Steering Committee reevaluated what would be necessary to
ensure completion of basic construction of the Center. While much of the final cost is still
subject to change due to potential cost reductions such as the possible waiver of City fees and
additional donated materials or services, it was the Steering Committee's best estimate that an
additional $75,000 would be needed to complete construction. Staff from the City and County
have recommended that this amount come from the respective entities 1996-97 CDBG funds.
While the City has requested that the County share equally in this additional amount, it is our
understanding that the current County staff recommendation would be to fund the same
proportion as the initial grant, i.e. $50,000 from the City and $25,000 from the County.
Site Programs & Services
Since early in 1994, the concept for the project has included a plan for incorporating homeless
services on the site. This incorporation was seen as a vital component which would compliment
the noon-time feeding program. Indeed, without these services, there was neither willingness
nor impetus to move the current Peoples' Kitchen program.
As initially envisioned, the site was to provide an opportunity for many providers of services.
These include both non-profit organizations and governmental agencies. Much of the work and
time of the Steering Committee has been spent on how to best link these programs and services
on the site. Scoping what should and could be provided brought forth several iterations of
organizational models to implement these programs. As noted above, one of these included
staffing and operational costs of over $200,000 annually. At the same time, the Committee
looked at all options available for funding the on-going .costs. Grants, partnerships, and
traditional fund-raisers were all evaluated. Eventually, it became clear that the program scope
had to be scaled back and that, even with the full support of the community, fund-raisers could
not be relied upon to develop all the funds necessary to make the programs work.
Key to these discussions was the fundamental question of how the Center would be run. Again,
many options were envisioned including establishing a new non-profit organization. While the
volunteer groups all have services to provide, none of them had the experience or time to take
over the real tasks of running the Center. It was also clear that none of the existing
governmental or non-profit agencies had the resources or inclination to take over a new program.
Finally, a concept emerged in which the expertise of an existing provider would be accessed
through one of the volunteer organizations. This concept came forward in late September of
1995 and involves a partnership of the Economic Opportunity Commission Homeless Services
program and the Interfaith Coalition for the Homeless.
Over the course of the next several months, a proposed operating budget was pared back to an
annual cost of slightly over $116,000. A draft agreement was generated for the partnership
between EOC and the Interfaith Coalition. A draft budget narrative and program goals were also
developed to more clearly define the necessity for trained staff and program expectations. Please .
see Attachment 4 for details.
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Gii% COUNCIL AGENDA REPORT
Contemporaneously, discussions were continuing on how funding for the programs could be
achieved. Again, a collaborative approach was taken. First, the BIA and the Chamber of
Commerce demonstrated their support for the Center by agreeing to provide materials and
professional services for the first year of the operating program. It is estimated that this would
cover approximately $15,000 of the annual budget in areas like supplies and maintenance. Next,
the City and County members of the Steering Committee approached staff in their respective
entities and received conceptual support for providing $40,000 each from 1996-97 CDBG funds.
Finally, the Interfaith Coalition representative indicated that, with the help of other Steering
Committee members, the volunteer groups would commit to raising $10,000 through committee
fund-raising efforts.
NEXT NECESSARY STEPS
The current situation involving the loss of the present location for the Peoples' Kitchen operation
has necessarily accelerated the need for bringing at least a portion of the Center on line by April.
While all on the Steering Committee have been working as expeditiously as possible, we will be
redoubling our efforts to meet both the April date and to bring the rest of the Center on line as
soon as possible. With these goals in mind, the following steps must be undertaken.
Council Concurrence with Concepts
Obviously, we are at a very sensitive juncture relative to this project, and in order to complete
the entire HSC by Fall 1996, further ambiguity, debate or delay must be minimized by all parties
involved. Therefore, it is important that the City Council formalize its position on the project
concept (as outlined in the report) at this time. This includes endorsement (or suggested
modification) to the scope of project services and the financing strategy set forth for those
services. Even though some added changes can be expected as we proceed, for staff and the
Council Subcommittee to most effectively represent the City in leading this process, the City
Council's expectations and interests must be clear.
Site Construction
The use permit for the entire site will be presented to the Council on February 20th.
Anticipating Council's approval, members of the Steering Committee are working with City staff
to ensure that all will be ready to issue a building permit for the feeding component of the site
on February 21st. Communications and planning have been proceeding with the general
contractor, the business community, and appropriate staff to ensure that materials and necessary
personnel are ready to immediately begin construction. The 1995-96 CDBG funds are currently
available to cover costs for materials or services which are not donated.
While some site preparation costs are included in the budget for the project, coordination with
Public Works and Utilities is currently in progress to determine what connections into City water
and sewer will be required. These will include cost estimates and who will be responsible for
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Ni;% COUNCIL AGENDA REPORT
these connections. Additionally, staff will be evaluating what, if any, security or access
measures should be taken at the corporation yard and the water reclamation facility.
While this construction is going on, the Steering Committee will be working with the architect
and other appropriate persons to develop final plans for the remainder of the site. These will be
ready soon and will be available to begin construction once the funding and other agreements are
in place.
Additional CDBG Funding
As identified earlier, there is the need for additional funding for both construction and the
operating programs. While the construction funds would be one time, it is anticipated that some
level of funding will be needed annually from CDBG funds to support the programs on site. The
"start-up" funding will allow the programs to begin with trained, professional staff to support the
volunteers and agency providers. It will be the goal of these groups to evaluate the necessity for
paid staff on an on-going basis and to develop strategies which will reduce the need for these
personnel. It is understood by all involved that CDBG funding is not "guaranteed" and that more
collaborative relationships need to be developed to reduce reliance on these funds. It must also
be noted that with $120,000 going to the Homeless Shelter, the City is currently over the 15%
cap for "services" in CDBG funds. This has been acceptable due to the fact that other cities have
not used their portion of the "services" funds so the county-wide total has been below 15%. This
funding strategy will have to be closely coordinated with staff from both the City and the County
to ensure adherence to CDBG regulations. In the future, if other cities or the County begin
utilizing funds in the "services" area, this area of funding may not be available for the project.
The use of CDBG funds brings with it the many regulations and conditions of the Federal
government. While City staff is working with County staff to expedite the process, the unique
nature of these partnerships and the use of volunteers makes this a more complicated project.
These primarily involve the construction component of the project. Attachment 5 from Jeff Hook
of the Community Development Department identifies the areas which must be addressed in our
use of these funds. It is likely that these regulations will impact our projected timelines and, to
a certain extent, some cost areas. Again, while we will attempt to minimize any delays, it is
uncertain to what extent the construction schedule or process will be changed.
Contractual Agreements
A number of agreements need to be developed between the involved parties. First, a use/lease
agreement needs to be drafted between the City and one or more groups using the site. It will
define the type and length of the relationship between the City and those using the property. As
it relates to support from the City (i.e., bus passes, security, etc.), staff will work with the CAO
and City Attorney to define and specify our contributions or involvement. It will also define
those services which will be permitted on the site. The lease agreement will most likely be
similar to the current agreement between the City and ECOSLO for the recycling yard. Second,
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1 COUNCIL AGENDA REPORT
the Steering Committee needs to work with the Interfaith Coalition and the EOC to develop the
contract for services and staffing to be provided on site.
FISCAL EWPACT:
As noted previously, the City commitment at this point has been the allocation of $50,000 in
1995-96 CDBG funding. If approved, the following additional allocations need to be made:
City Contributions
Additional Construction - $50,000 1996-97 City CDBG funds
First year Operating cost - $40,000 1996-97 City CDBG funds
County Contributions
Additional Construction - $25,000 1996-97 County CDBG funds
First year Operating cost - $40,000 1996-97 County CDBG funds
Business Community Contributions
First year Operating cost - approx. $15,000 "in-kind" materials or services
Volunteer Groups
First year Operating cost - $10,000 from fund-raising efforts
As noted previously, other potential costs have been identified if security or access controls are
needed at the water reclamation facility or corporation yard. It is anticipated that any minor
costs such as police overtime or free bus passes can be covered out of existing budget at this
time.
CONCLUSION:
Many have commented regarding the length of time this project has taken to come to Council.
In reviewing the history of the project, it is clear that the involvement of many groups, the
necessary collaborations and commitments, and the attempt to minimize costs have all made this
an extended process. When viewed from the outside it can appear that it is mired in
bureaucracy. When viewed from the perspective of those on the Steering committee, it is
remarkable that the progress has come so far. This has truly been the creation of a new model
for providing necessary social services.
Ultimately, it is the partnership of many organizations which will bring the Center "on-line".
The direction given to those working on the project has been to make it happen. On February
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1 COUNCIL AGENDA REPORT
5th, the Peoples' Kitchen board reaffirmed their commitment to serving the noon-time meal when
the full HSC is completed. They also asked for further clarification of commitments which were
made during the initial discussions in 1994. Several meetings will be taking place to clarify and,
hopefully, answer these issues before the Council meeting. While this still leaves several
logistical and operational questions during the interim months, we believe that, with these
clarifications, this important component of the HSC concept is assured. Therefore, with Council
approval, the Steering Committee is eager to move forward with the necessary steps to develop
the HSC as soon as possible.
ATTACHMENTS:
1. 1995 CDBG Grant Request
2. August 1995 Council Update
3. January 1996 Construction Cost Breakdown
4. Proposed Center Operations/Program Budget
5. Report from Jeff Hook regarding CDBG Funds
,
Attachment I
111AJill city of SAn lui s oBispoelmMEW
990 Palm Street/Post Office Box 8100 • San Luis Obispo, CA 93403-8100
January 31, 1995
Mr. Dana Lilley, Planning
County Government Center
San Luis Obispo, CA .93408
Dear Dana:
Enclosed is the City's Community Development Block Grant application. As we
discussed, the City is requesting $25,000 from.the 1995/96 Special Urban Projects
Fund to assist in the development of a homeless services center on City property.
The balance of the funding needed to develop the site (estimated to be approximately
$80,000) would come from the City and contributions from the business community.
People's Kitchen, the Interfaith Coalition, the EOC and a variety of other non-profit
organizations would then take responsibility for the ongoing operation of the site.
This is described in greater detail in the application.
Please call me at 781-7151 if you have questions regarding the application.
Sincerely,
Deb ossli
Administration
COUNTY OF SAN LUIS OBISPO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
APPLICATION FOR FUNDING DURING 1995 PROGRAM YEAR
(Attach additional sheets if necessary)
NOTE: Please review the CDBG regulations and guidelines before completing this
proposal. Also, please call county and/or city CDBG staff with any questions
about how to complete the form or about the rating criteria and process.
1. Name and mailing address of applicant organization, with contact person and phone
number:
City of San Luis Obispo Contact: John Dunn, City Administrative Officer
990 Palm Street
San Luis Obispo CA 93401 (805) 781-7114
2. Titletname of proposed project or activity:
Homeless Services Center
3. Does the proposed project or activity meet one of the three national objectives of the
CDBG program? Please check one of the objectives below that applies to the
proposal, and explain on the following page how the project or activity meets the
that national objective.
a. X Benefits. low and moderate-income persons as defined by the U.S.
Department of housing and Urban Development (HUD).
NOTE: To meet this national objective, the proposed activity must benefit a
specific clientele or residents in a particular area of the county or participating
city, at least 51 percent of whom are low and moderate-income persons. See
attached current income limit schedule.
b. Aids in the prevention or elimination of slums or blight.
NOTE: To meet this national objective, the proposed activity must be provided
within a designated slum or blighted area, and must be designed to address one
or more conditions that contributed to the deterioration of the area.
C. Meets community development needs having a particular urgency where
existing conditions pose a serious and immediate threat to the health or welfare
of thee community, and no other funding sources are available.
NOTE: To meet this national objective, the proposed activity must be provided
to deal with major catastrophes or emergencies such as floods or earthquakes.
1995 CDBG Application Organization:
HUD currently identifies homelessness as a major priority for funding. This
collaborative project will directly benefit low and moderate income persons.
Upon full implementation, the center will provide meals, counseling, day care
and other ancillary services. These services will be provided through a joint
use project between the People's Kitchen and the Interfaith Coalition for the
Homeless with supporting services provided through organizations such as the' EOC,
the Department of Mental Health and the Salvation Army.
-2-
1995.CDBG Application Organization:
4. Check any of the following eligible activity categories that apply to the proposed
project or activity: (Refer to CDBG regulations and Guide to Eligible CDBG Activities)
Acquisition of real property
Disposition of real property
X Public facilities and improvements (may include acquisition, construction,
reconstruction, rehabilitation or installation)
Privately-owned utilities
Clearance, demolition,removal of buildings and improvements, and/or movement
of structures to other sites
X1 Interim assistance
Relocation of individuals, families, businesses, non-profit organizations, and/or
farms
Removal of architectural barriers
Housing rehabilitation
New housing construction (under limited circumstances)
Code enforcement
Historic preservation
Commercial or industrial rehabilitation
Special economic development
X Special activities by subrecipients
5. Location of proposed project or activity: (Check one or more the following areas)
City of Atascadero City of Grover Beach
City of Paso Robles City of Pismo Beach
X City of San Luis Obispo County-wide
Unincorporated community of
I99S CDBG Application Organization:
6. What is the total amount of CDBG funds requested? $ 25,000
7. Proposed CDBG budget: (List proposed expenditures by item or cost category)
See attached cost estimates.
8. Identify source and amount of any non-CDBG funding committed to the project:
The City of San Luis Obispo will be committing $50,000 of their 1995-96
CDBG allocation to this project. The San Luis Obispo Chamber of Commerce
will be coordinating the contribution of up to $30,000 in materials and
labor for construction of a portion of- the site.
119 3
1995 CDBG Application Organization:
9. Describe, and if possible, document severity of community development need/s that
result in the a need for the proposed project or activity, including possible
consequences of not funding the project now.
There are currently over 2,000 homeless persons in the county of San Luis
Obispo. As federal and. state funding have dwindled, the responsibility
and funding of providing homeless services has fallen to the local level .
As local governmental resources have been depleted, an increasing number of
community based non-profit and volunteer groups have stepped in to fill the
gaps.
Due to the on-going fragmentation of governmental services, these non-profit
and volunteer groups have developed with little coordination. While each
was formed to meet a specific need or population, there has been both overlap
and voids in the services provided. Another important difficulty has been
the widely scattered locations and different hours in which these services
have been provided. This has resulted in both a lack of available services
and, in some cases, conflicts with other uses in a particular location.
As there appears to be even more pressure on available government funds to
support these services, it is even more imperative that consolidations and
collaborations of necessary services be made. . Failure to do so will continue
the fragmentation of services and exacerbate the problems of both the homeless
I our communities.
1,4/�
1995 CDBG Application Organization:
10. Description of proposed project or activity, including schedule of milestones and
description of how project will benefit the target population:
The proposed site will allow current on-going services like the People's
Kitchen and EOC homeless services to work together with their mutual
clientele. Joining them on the site, as a consolidated program is
developed, will be outreach workers from the Department of Mental Health
and the Salvation Army. After a site administrator is selected, programs
for day care, job placement, and some tutorial programs will be developed.
It is anticipated that the program will serve between 100 to 150 people
on an average daily basis. The clients will be able to receive a noon
meal , use available showers, and launder clothing in a washer and dryer.
It is anticipated that the site will be available from 9:00 a.m. to
4:00p.m. on a daily basis the year round. Hours of operation may
change depending upon need. The site would not provide overnight housing.
11 . Since the City of San Luis Obispo has provided the only on-going shelter
program, it is anticipatedthat the majority of persons served will be
in close proximity to the city. Since, however, some persons come from
other parts of the county for the People's Kitchen services and the location
of the county Department of Social Services building is very close to the
proposed center site, we would anticipate that some of -the clients would
come from other cities and county areas.
Virtually all of the persons served are in the low and very low income
categories. Specific numbers would be based on the eventual number of
programs established on the site.
S�
��f
1995 CDBG Application Organization:
11. Persons the proposed activity is targeted to serve: (See previous page for response)
(If the project serves persons in an geographic area, instead of on a limited-clientele
basis, please attach a map of the area of benefit and list the census block groups)
a. Total number of families (or persons) to benefit:
b. How many of them are low-income:
C. How many of them are very low-income?
12. Description of group/s proposed to implement project or activity:
(Single or multiple groups, with roles; public, non-profit or for-profit; experience; etc.)
Development and construction of the site will be done under the auspices
of the City of San Luis Obispo.
Once the site is completed, the noontime feeding program will be conducted
by the People's Kitchen. Development and funding of a site administrator
and coverage of on-going operating costs will be provided by the Inter-faith
Coalition for the Homeless. Volunteer groups and other community agencies
who would offer day care, training and other services will include groups
such as the Salvation Army, Mental Health and Nipomo Community Center.
I certify that the information in this application is true and accurate to the best of my ability and
knowledge.
igna Date
Printed or typed name TWe
Attachment 1
PEOPLE'S KITCHEN SITE SELECTION REVIEW COMMITTEE MEMBERSHIP
Jim Gardiner - Police Chief
P.O. Box 1328
San Luis Obispo, CA 93406
Phone Number. 781-7337 (wk)
Deb Hossli - City Administration
P.O. Box 8100
San Luis Obispo, CA 93403-8100
Phone Number: 781-7151 (wk)
Larry Sage - People's Kitchen Board of Directors
216 Country Club Drive
San Luis Obispo, CA 93401
Phone Number. 544-0376 (hm)
Rich Loomis - People's Kitchen Board of Directors
1273 Rich Court
San Luis Obispo, CA 93401
Phone Number: 543-4459 (hm) 489-0502 (wk)
Bruce Miller - People's Kitchen Board of Directors
1962 Hope Street
San Luis Obispo, CA 93405
Phone Number. 543-0668 (hm)
Dick Warren - Interfaith Coalition
1325 Bayview Heights Drive
Los Osos, CA 93402
Phone Number: 528-5253 (hm)
Eva Young - Business Improvement Association
952 Higuera Street
San Luis Obispo, CA 93401
Phone Number. 545-8001 (wk)
Charlie Fruit - Chamber of Commerce
545 Higuera Street
San Luis Obispo, CA 93401
Phone Number. 541-4166 (wk)
Gwen Guyre - EOC Homeless Shelter
750 Orcutt Road
San Luis Obispo, CA 93401
Phone Number. 546.8762 7 1 . -J'7
s j
Aq 7
t
J
a
January 4, 1994
Chef Jim Gardiner
SLO Police Department
1042 Walnut Street
San Luis Obispo, CA 93401
1 N
RE : Peoples Kitchen - Preliminary Costs .i.i t!.
.:.,,,::r•,':,,:,•
.•:.•,urCYr9o:fr.
Jim,
Finally !!! Here's the preliminary estimate of costs for the PfeBneA dalJ
proposed Prado Road "Peoples Kitchen" facility. I estimated costs
as if this were a "normal" project. I realize that some of these
costs such as the plancheck fees may be waived, and other
material and Iabor expenses may be donated, however, this should
give you a reasonable target based on the best information at this
point in time.
Thanks for your patience! If you have any questions, give
me a call.
Charles Crotser, AIA
PRELIMINARY CONSTRUCTION COST ESTIMATE
PEOPLES KITCHEN - Prado Road (12/28/94)
San Luis Obispo, California
Description Budget Notes
PHASE 1
1 COVERED EATING AREA (24'X 601
Concrete slab (1,440 s.1.) / Footings 2,200.00 4' slab with perimeter shovel footings
Po5)and Beam Roof structure 2,680.00 Wood poles and beams
Roof sheathing 950.00 1/2' CDX plywood
Roofing 1,200.00 Corrugated G.I. metal roofing
W=ellaneous metal fasteners 250.00
2 UTILITY CONNECTIONS to EXISTING 1,200.00 Assume existing service is adequate
3 STORAGE UNIT 1 ( 10'X 24') 2,450.00 Portable unit, complete
4 STORAGE UNIT 2 ( 10'X 24') 2,450.00 Portable unit, complete
5 MENS'RESTROOM/SHOWER UNIT 6,300.00 'Incl. fixtures, finishes, rough plumbing
6 WOMENS'RESTROOM/SHOWER UNIT 6,300.00 Incl. fixtures, finishes, rough plumbing
7 SECURITY FENCE ( 100'long x 8'high) 1,350.00 Chain link adjacent to storage units
8 NEW ACCESS GATES 850.00 12' wide chain link w/ hardware, and lock
9 PARTIAL LAWN AND LANDSCAPE AREA 1,500.00 Adjacent to covered eating area
10 MISCELLANEOUS SIGNAGE 500.00
Sub-totall $30,180.00
PHASE 2
11 CLASSROOWTUTORING UNIT(12'X 24) 4,900.00 Portable unit, complete
12 PROGRAM/OFFICE UNIT (12'X 241 4,900.00 Portable unit, complete
13 OFFICE UNIT(12'X 247 5,200.00 Portable unit, complete
14 CHILDCARE UNIT(12'X 24') 4,900.00 Portable unit, complete
15 LAUNDRY AREA
3 Washers, 3 Dryers 2,000.00
Folding table 300.00 Laminated Plastic top
Plumbing/Venting tie-ins 2,450.00
16 ENCLOSE LOUNGE AREA
Floor system 2,850.00 Plywood/girder/pier system
Roof system 5,600.00 PosVbearnfjoist/plywood/metal roof
Doors/hardware 2,500.00
Porch/Ramp structure 1,800.00 Plywood/girder/pier system
17 MISCELLANEOUS WALKWAYS 1,700.00 4' thick x 4'wide concrete
18 ADDITIONAL LANDSCAPE 1,500.00 Misc. turf, shrubs, and trees
19 FENCING @ CHILDCARE YARD 400.00 8' high chain link
20 PARKING LOT PAVING, STRIPING 3,650.00 Chip seal
Sub-total 544,650.00
Totall $74,830.00
p.2 Peoples Kitchen (12/28194)
SUMMARY
BUILDING TOTALS $74,830.00
CONTINGENCY (10%) $7,483.00
OVERHEAD AND PROFIT (11%) $8,231.30
TOTAL COSTS $80,544.30
ADDITIONAL COSTS
ArchitecturaVEngineering fees 15,000.00
Building PlanchecN✓Permit Fees 2,500.00
Miscellaneous Costs (Prints, Etc.) 200.00
Sub Total 17,700.00
GRAND TOTAL $108,244.30
II :2c
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' OVERALL SITE PLAN
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Attachment 2
MEMORANDUM
TO: Mayor and City Council
FROM: James M. Gardiner, Chief of Police
DATE: August 25, 1995
SUBJECT: Homeless Services Update
The Homeless Services Center Steering Committee has given their approval on the conceptual
design for the Center. After many iterations, it has been scaled to a design which will allow
construction within available funding. While the "full commercial" cost of the building
would be a little over$200,000, everyone at the meeting (including the construction manager
and representatives from the BIA and Chamber) was encouraged that it appears the facilities
can be built within the $75,000 in grants, donations, and volunteer services.
Monetary Commitments
At this time, the City commitment remains at the $50,000 in CDBG grant funding and a
minimum five year use of the site. This goes along with the $25,000 from the County
CDBG funds. The BIA and Chamber commitment remains at $30,000 in volunteer hours or
donated materials.
Building Design
Both the Peoples' Kitchen and the Inter-faith Homeless Coalition have approved the
conceptual design for the building. Specific plans are being drawn for the Peoples' Kitchen
portion of the structure. We are awaiting a report from the "Programming" subcommittee
before beginning the building plans for that portion of the structure. They will be meeting
on Sept. 6th.
Programming Issues
As anticipated, this appears to be the most difficult part of putting this project together.
Integrating so many groups' ideas and wishes has been a challenge. The initial discussions
generated a lot of interest but also produced estimates of an annual operating budget for staff
and materials of over $200,000. Since this money is the responsibility of the people on the
site, they have been trying to pursue a number of avenues for funding. At this time, even
with optimistic people, it is becoming clear that this is probably not a figure which can be
sustained through "fund-raising" or appeal efforts on an annual basis. Discussions on Sept.
6th will focus on what is necessary to make the project work and how that level of funding
can be maintained.
14. Ka�
ECOSLO Use
As part of the ECOSLO lease extension, remediation of their hazardous spills will require
excavation around their property and possibly on a small portion of the project site. After
consulting with John Moss, we will be allowing them to use portions of the site for bio-
remediation for a period of three months beginning in September. This will not interfere with
our progress should we need to begin site work before they finish the process.
Regarding the additional 25 feet requested by ECOSLO for on-going use, we have not yet
determined whether we will need that portion for current or future needs. We will be
addressing this issue as we better define use on the site.
Timeline
Again, as expected, the process involving so many groups and interests takes time. The
critical factor remains how the groups can fund their operation of the site. Until that is
resolved, we will continue to work on building plans but will not go ahead with any
expenditures of funds. At this time, the best estimate on when the site could go operational
is sometime in early 1996. We will work hard to get it done.
If you have any other questions, please feel free to call me.
c: Department Heads
Attachment 3
Construction Cost Breakdown Description of Work Page 1
Charles Crotser, Architect, AIA '/X9 ` !
P.O. Box 12528
San Luis Obispo, CA 93406 _•
Phone: (805) 541-3346 CY=Cubic Yards TSF=Total Sq. Feet
SF= Square Feet AIIow=Allowance
Homeless Services Center SY=Square Yards LS= Lump Sum Bid
Prado Road LF= Lineal Feet SQ= Roofing Square
San Luis Obispo, CA 93401 Ea= Each Item MnDay= Man Day
Mm"I e_d . s.
r
PEOPLES KITCHEN STRUCTURE
to egcq Uo: t nits dost! i. total Cost
1 Soil Import 78 CY $15.00 $1 ,170.00
2 Concrete Foundations & Slabs 1468 SF $4.00 $5,872.00
3 Framing: PK Facility 1468 TSF $3.00 $4,404.00
4 Structural Lumber & Hardware 1468 TSF $5.50 $8,074.00
5 Aluminum Windows (6'x4') 2 Ea $150.00 $300.00
6 Aluminum Skylights (2'x2') 6 Ea $150.00 $900.00
7 Entry door (SC, Metal Frames) 3'x6'-8" 4 EA $250.00 $1 ,000.00
8 Roll Down Doors (6'x4') 2 Ea $500.00 $1 ,000.00
9 Wood Siding (30-4'x9'x5/8" T-111) 1468 SF $1 .50 $2,202.00
10 Plumbing (Rough, Top-Out & Finish) 1 Fixture $300.00 $300.00
11 Fire sprinklers 1468 SF $1 .50 $2,202.00
12 Rough Electrical (12 outlets; 1 phone) 1468 TSF $2.00 $2,936.00
13 Sheetmetal (G.I.) 1 LS $500.00 $500.00
14 Roofing (composition shingles) 15 SD $150.00 $2,250.00
15 Insulation (walls/ceiling prep rm. only) 240 TSF $0.55 $132.00
16 Drywall 240 SF $0.65 $156.00
17 Millwork, Finish Lumber & Trim 1 Allow $250.00 $250.00
18 Finish Carpentry 1 Allow $250.00 $250.00
19 Interior Painting 1468 TSF $0.75 $1 ,101 .00
20 Counter Tops (laminated plastic) 36 LF $10.00 $360.00
21 Finish Hardware 4 Ea $75.00 $300.00
22 Gutters & Downspouts 120 LF $2.89 $346.80
23 Light Fixtures (1'x4' fluorescent) 12 Ea $35.00 $420.00
24 Garage Doors (8' wide) 6 Ea $850.00 $5,100.00
25
26 What If We Change Something? 5% Factor $2,076.29
TOTAL OF DIRECT COSTS $43,602.09
18% Contractor's Overhead & Profit $7,848.38
•iOf •L O�F�A`LL�.C'.OS1LS. . .:�'. . . �.� , ,.. • -,�.,, .• , ... ..u $�Sa1�A�SO 47�
A# -a�
Const in Cost Breakdown Description of ' c Page 1
Charles Crotser, Architect, AIA
P.O. Box 12528
San Luis Obispo, CA 93406
Phone: (805) 541-3346 CY= Cubic Yards TSF=Total Sq. Feet
SF= Square Feet AIIow=Allowance
Homeless Services Center SY=Square Yards LS= Lump Sum Bid
Prado Road LF= Lineal Feet SQ= Roofing Square
San Luis Obispo, CA 93401 1 Ea= Each Item MnDay= Man Day
RESTROOMS/LAUNDRY WING
ent Ite Descry ion •.•. r:. �mts o, ; .,ni Toa ,os
1 Soil Import 54 CY $15.00 $810.00
2 Concrete Foundations & Slabs 1152 SF $4.00 $4,608.00
3 Framing 1152 TSF $3.00 $3,456.00
4 Structural Lumber & Hardware 1152 TSF $5.50 $6,336.00
5 Aluminum Windows (6'x2' FG) 4 Ea $150.00 $600.00
6 Aluminum Skylights (2'x2') 10 Ea $200.00 $2,000.00
7 Entry door (SC, Metal Frames) 1 EA $250.00 $250.00
8 Wood Siding 1152 SF $1.50 $1 ,728.00
9 Rough Mechanical 1 System $2,500.00 $2,500.00
10 Plumbing (Rough, Top-Out & Finish) 29 Fixture $300.00 $8,700.00
11 Fre sprinklers 1152 SF $1 .50 $1 ,728.00
12 Rough Electrical 1152 TSF $2.00 $2,304.00
13 Sheetmetal (G.I.) 1 LS $250.00 $250.00
14 Roofing 13 SO $150.00 $1 ,950.00
15 Insulation 1 152 TSF $0.55 $633.60
16 Drywall 1152 37 $1 .65 $1 ,900.80
17 Doors (Interior Paint Grade, S.C.) 2 Ea $150.0.0 $300.00
18 Millwork, Finish Lumber & Trim 1 Allow $250.00 $250.00
19 Finish Carpentry 1 Allow $250.00 $250.00
20 Interior Painting 1152 TSF $1 .00 $1 ,152.00
21 Counter Tops 37 LF $10.00 $370.00
22 Shower Wainscot 4 Ea $500.00 $2,000.00
23 Scored Floors 1152 SF $1 .50 $1 ,728.00
24 Plastic Shower Enclosures 8 EA $150.00 $1,200.00
25 Toilet Partitions 6 EA $150.00 $900.00
26 Mirrors (24"x36") 6 Ea. $20.00 $120.00
27 Finish Hardware 3 Ea $75.00 $225.00
28 Bath Accessories 2 Ea $200.00 $400.00
29 Gutters & Downspouts 48 LF $1.89 $90.72
30 Light Fixtures (Fluorescent) 12 Ea $35.00 $420.00
31
32 What If We Change Something? 5% Factor $2,458.01
TOTAL OF DIRECT COSTS $51,618.13
18% Contractor's Overhead & Profit $9,291.26 o
�OO . ALL
Construction Cost Breakdown Description of Work Page 1
may „
Charles Crotser, Architect, AIA _
P.O. Box 12528
San Luis Obispo, CA 93406
Phone: (805) 541-3346 CY=Cubic Yards TSF=Total Sq. Feet
SF= Square Feet Allow=Allowance
Homeless Services Center SY=Square Yards LS= Lump Sum Bid
Prado Road LF= Lineal Feet SQ= Roofing Square
San Luis Obispo, CA 93401 Ea= Each Item MnDay=Man Day
We�,ised
OFFICES/MULTI-PURPOSE WING
em em Des"�°°crrption. �, rQt UnitsCosU.Uni ;ota os
1 Soil Import 68 CY $15.00 $1 ,020.00
2 Concrete Foundations & Slabs 1440 g $4.00 $5,760.00
3 Framing 1440 TSF $3.00 $4,320.00
4 Structural Lumber & Hardware 1440 TSF $5.50 $7,920.00
5 Aluminum Windows 23 Ea $150.00 $3,450.00
6 Aluminum Skylights 4 Ea $200.00 $800.00
7 Entry door (SC, Metal Frames) 2 EA $250.00 $500.00
8 Roll Down Doors 1 Ea $500.00 $500.00
9 Wood Siding 1440 SF $1 .50 $2,160.00
10 Rough Mechanical 1 System $2,500.00 $2,500.00
11 Rough Electrical, 1440 TSF $2.00 $2,880.00
12 Fire Sprinklers 1440 SF $1 .50 $2,160.00
13 Phone, Alarm, Cable TV wiring 1440 TSF $0.25 $360.00
14 Sheetmetal (G.I.) 1 LS $250.00 $250.00
15 Roofing 1590 $150.00 $2,250.00
16 Insulation 1440 TSF $0.55 $792.00
17 Drywall 1440 SF $0.65 $936.00
18 Doors (Interior Paint Grade, S.C.) 5 Ea $150.00 $750.00
19 Millwork, Finish Lumber & Trim 1 Allow $250.00 $250.00
20 Finish Carpentry 1 Allow $250.00 $250.00
21 Interior Painting 1440 TSF $1 .00 $1 ,440.00
22 Scored Floors 720 SF $1 .50 $1 ,080.00
23 Glue Down Carpeting 720 SF $1 .50 $1 ,080.00
24 Finish Hardware 7 Fa $75.00 $525.00
25 Gutters & Downspouts 80 LF $1 .89 $151 .20
26 Light Fixtures (fluorescent) 10 Ea $35.00 $350.00
27
28 What If We Change Something? 5% Factor $2,221 .71
TOTAL OF DIRECT COSTS $46,655--91
18% Contractor's Overhead & Profit $8,398.06
•�1rAL . ALLC�OST, 'gum
Construction Cost Breakdown Description of Work Page 1
Charles Crotser, Architect, AIA
P.O. Box 12528
San Luis Obispo, CA 93406
Phone: (805) 541-3346 CY=Cubic Yards TSF=Total Sq. Feet
SF= Square Feet Allow=Allowance
Homeless Services Center SY=Square Yards LS= Lump Sum Bid
Prado Road LF= Lineal Feet SQ= Roofing Square
San Luis Obispo, CA 93401 Ea= Each Item MnDay= Man Day
e��sed as o e8.w t99.. . „� ;.,1
SITE/GENERAL COST ITEMS
JIM
t. a tio. Qt. .. n
. i Ost/ .oi Ota C st;
1 Temporary Sanitary Facilities 4 Mos. $90.00 $360.00
2 City Permits & Fees 1 Allow $8,000.00 $8,000.00
3 Soils Test 1 LS $500.00 $500.00
4 Site Rough Grading 2 Days $680.00 $1 ,360.00
5 Underground Utility Piping 400 LF $5.50 $2,200.00
6 Security Fencing 100 LF $15.00 $1 ,500.00
7 Site Drains 0 LF $0.00
8 Flatwork 1400 SF $2.65 $3,710.00
9 Driveway & Parking (Chipseal) 19800 SF $1 .00 $19,800.00
10 Clean-up (Interior) 4032 SF $0.20 $806.40
11 Exterior Parking Lighting (Hg Vapor) 4 Ea $150.00 $600.00
12 Light & Irrigation Stubs 2 Each $45.00 $90.00
13 Fencing Gates 2 EA $300.00 $600.00
14 Landscaping 6000 SF $1 .25 $7,500.00
15
16 What If We Change Something? 5% Factor $2,351.32
TOTAL OF DIRECT COSTS $49,377.72
18% Contractor's Overhead & Profit $8,887.99
•T�►`'�O.FJALL�COSTS k '" ,$r.5.8, 2•Csai
SUMMARY
Direct Cost $191,253.85
OH. & Profit $34,425.69
GRAND TOTAL $225,679.54
This document was printed on 1/8/96 /�
Homeless Services Center
Prado Road
San Luis Obispo, CA 93401
Re ased�`as81i996 `¢r
MATERIALS LIST- Peoples Kitchen Structure
tem iie. . . ..�: '�Descrl tion::., :^ .;':'.� ��:. � •�ti.�,uantit ,a
1 SAND BASE 18 CY
2 CONCRETE SLAB 2,000 PSI, 5.3 SACK MIX 18 CY
3 CONCRETE FOOTINGS 2,000 PSI, 5.3 SACK MIX 9 CY
4 REINFORCING BAR 20' LONG #3 BAR 91 PIECES
5 REINFORCING DOWELS 18"LONG SMOOTH#4 BAR 16 PIECES
6 TIE WIRE 2 ROLLS
7 ANCHOR BOLTS 1/2" X 10" LONG 28
8 SILL PLATES 2X4 PTDF 98 LF
9 POLES 10"DIAMETER X 16'LONG 7
10 STUDS 8' X 2X4 12 PIECES
11 9' X 2X4 108 PIECES
12 BEAMS 10' LONG X 6X10 DF #1 6 PIECES
13 HEADERS 14' LONG X 4X12 DF #1 3 PIECES
14 LEDGER 12' LONG X 4X12 DF #2 5 PIECES
15 TOP PLATES 2X4 DF #2 456 LF
16 RAFTERS 12"DEEP MICROLAMS 33
17 ROOF PLYWOOD 5/8" X 4'X8' CDX 54 SHEET;'
18 MISCELLANEOUS FRAMING BLOCKING,BRIDGING,ETC.
19 MISCELLANEOUS CONNEOTORS NAILS,BOLTS,ETC.
20 HARDWARE POST CAPS:SIMPSON PC66 5
21 POST CAPS:SIMPSON EC66 2
22 SHEET METAL GUTTER 28 GA. G.I. 60 LF
23 ROORNG UNDERLAYMENT 30 LB. FELT 1500 SF
24 ROOFING COMPOSITION SHINGLES(FIBREGLASS;CLASS A) 15 SO
25 DOORS T-0" X 6'-8"SOLID CORE W/METAL FRAMES 4
26 ROLL DOWN SERVICE DOORS V WIDE X 4'TALL 2
27 GARAGE DOORS 8'WIDE METAL SECTIONAL 6
28 PLYWOOD SIDING 4' X 9' T-111 30 SHEETS
29 WINDOWS 6'X 4'HORIZONTAL SLIDERS;ALUMINUM 2
30 SKYLIGHTS 24" X24" FIXED TRANSLUSCENT 6
31 GYPSUM BOARD 5/8" X 4' X 9' 22 SHEETS
32 INSULATION R-30 CEILING(FIBREGLASS BATT) 200 SF
33 R-13 WALL(FIBREGLASS BATT) 400 SF
34 BASE CABINET(24"W. X 36" HIGH) PAINT GRADE WOOD W/ADJ.SHELVES&DOORS 36LF
35 COUNTERTOP LAMINATED PLASTIC W/4"HIGH SPLASH 36LF
36 UPPERCABINET 12"DEEP WOOD,PAINT GRADE,OPEN SHELVES 20LF
37 UTILITY SINK FIXTURE AND ASSOCIATED PIPING 1
38 LIGHT FD(TURES 2'X 4'FLUORESCENT,SURFACE MOUNTED 14
39 EXTERIOR LIGHT FD(TURES WALLPACK
40 FIRE SPRINKLER PIPING 314"COPPER PIPING 150 LF
41 FIRE SPRINKLER HEADS COMMERCIALGRADE 12
42 EXTERIOR PAINT ACRYLIC LATEX;FLAT FINISH 6 GALLONS
43 INTERIOR PAINT ACRYLIC LATEX;SEMI-GLOSS FINISH 2 GALLONS
44 TABLES V LONG REDWOOD"PICNIC TABLES°&BENCHES 18 SETS
. �
Attachment 4
Day Center for the Homeless
Operations/Program Budget
4/96-3/97 DRAFT
Hours of Operation:9 a.m.to 4 p.m.Monday through Friday
12-1:30 Saturday and Sunday
Salaries and Frince
Homeless Program Director(.15 FTE) 5616.00
grant writing,grant management, community relations
staff sups vision,program development
Program Coordinator(.75 FTE) 18720.00
daily program supervision an site,staff and
volunteer supervision, coordination of ort-site
services,program development,interagency coordination
Intervention Workers
(76 hours each week®7.00 per hour) 27664.00
daily supervision of consumers and volunteers, light
maintenance
Fringe Benefits (30%for full time) 15000.00
payroll taxes, worker's comp,insurance
Total Salaries and Fringe 67000.00
Utilities
Electricity 4800.00
Gas 600.00
Disposal 1500.00
Water/Sewage 4500.00
Phone 4200.00
first year cast indudes equipmentlmstallation
Total Utilities 15600.00 '
Transportation
Client Transportation to Site 8000.00
500 individuals at 16.00 ea
Staff(.25 per mile) 900.00
Total Transportation 8900.00
Maintenance and Reoair
Janitorial Supplies 3600.00
paperproducts,soap, deansers
Repair and Maintenance Supplies 3500.00
parts, tools,miscellaneous
Contracted Labor 5000.00 .
plumbing,heating,electrical, carpentry. etc
Total Maintenance and Repair 12100.00
Office Supplies
paper, office products and equipment. mise
center supplies 3000.00
Total Office Supplies 3000.00
Indirect Expense
payroll,accounting and personnel services
(.0925 of budget) 9860.00
TOTAL PROGRAM/OPERATIONAL BUDGET 116,460.00
iA a9
DRAFT
Day Center for the Homeless
Proposed Partnership for Administration and Operations
Interfaith Coalition for the Homeless and
Economic Opportunity Commission Homeless Program
1. Interfaith Coalition for the Homeless (ICH) is a non-profit
corporation (501c.3) constituted to provide supportive
programs to homeless individuals.
2. Economic Opportunity Commission MOM is a non-profit corporation
(501 c.3) constituted to provide service to low-income residents
of San Luis Obispo County. The Homeless Program is a program
of EOC.
3. ICH and EOC Homeless Program currently provide a program
of shelter for women and families for seven months of the
year In a collaborative agreement. This partnership has
existed since 1991 . The respective roles of the organizations
are as follows:
a. ICH provides volunteers and church facilities for
overnight sheltering of up to 24 individuals every
night between October 1 and April 30.
b. ICH provides volunteer solicitation and coordination.
EOC provides volunteer training and related materials.
c. EOC provides program supplies, transportation,
and back-up staffing every night between October
1 and April 30. Additionally, EOC provides meals,
showers, case management/intervention, screening
and limited storage of client belongings.
d. ICH provides administrative coordination through
its Board of Directors; EOC has a designated seat
on that Board and in turn, ICH has a designated seat
on the EOC Homeless Advisory Board.
1
M-�31�
e. ICH and EOC share the cost of storage of program
supplies in an off site storage facility.
4. It is proposed that ICH and EOC create a parntership to provide
administration and operation for the Day Center for the Homeless
currently under development as a collaboration between the City
and County of San Luis Obispo, the business community as
represented by the BIA and the Chamber of Commerce of San Luis
Obispo, the People's Kitchen, San Luis Coastal Unified School
District, ICH and EOC, as well as members at large from the
community.
S. The parameters of the partnershp between ICH and EOC for
the administration and operation of the program are as follows:
1. ICH will be the designated "lead agency" meaning
ICH will be the recipient of any grants written or fundraising
events held to benefit the program.
2. ICH will be responsible for continued collaboration
among involved parties for purposes of funding the proposed
day center and providing community input. ICH will be
responsible to solicit and receive all needed funds from any
source.
3. ICH will recruit and coordinate community volunteers.
4. EOC will be subcontracted by ICH to provide the
following services:
a. Technical assistance with grant writing and grant
management.
b. Payroll and accounts payable and receivable.
C. Personnel recruitment, hiring, training, and
supervision.
d. Purchasing of needed supplies and services.
e. Administration of program development,
recruitment and scheduling of on-site
service delivery, volunteer training and
daily scheduling, and daily operations.
2
6. This proposed agreement presupposes that construction on the site
is complete as envisioned by the Steering Committee representing the
community based col labora8ion and that construction remain the concern
of the Steering Committee members.
7. The proposal must have conceptual approval of both the ICH
Board of Directors and the EOC Board of Directors prior to development of
a specific memorandum of agreement.
3 ""_.
Recommended Considerations for EOC Board of Directors
Proposed Role as Subcontractor for Day Center for the Homeless
1. EOC's role be confined to subcontracting agency according to
an annual budget approved by the ICH Board, Homeless Advisory
Board, and the EOC Board via the Finance Committee.
2. That pre-condition for signing agreement for subcontracting
be the existence of funding for the approved budget being
available and in-hand.
3. That no current funding for the Homeless Shelter is used to
support the Day Center, and that there be no jeopardy to the
program as it exists due to EOC's involvement as a subcontractor
on the Day Center.
4. That the current Steering Committe, representing the community
at large, agree with the proposed structure and future agreement
between ICH and EOC.
4
DRAFT
Budget Narrative/Relationship to Program Goals
and Objectives "Day Center" for the Homeless
MISSION: To provide day shelter and services towards the goal of expanded
opportunities for homeless people through a community collaboration.
Goal 1: Assure the continued operation of the People's Kitchen in a permanent,
secure, and adequate site for service of a daily meal as long as the program is needed
by hungry people in San Luis Obispo.
Objective 1. Build a facility that is adequate for service of the meal in
comfort and storage of program supplies.
Objective 2: Provide security on the site through means of an'
ongoing program for the safety of volunteers and ease of
program operation.
Obie� Assure that the program is accessible to all through provision
of transportation for consumers as needed and design that
facilitates volunteer access.
Goal 2: Meet unmet needs for showers, laundry facility, storage and an indoor
place for homeless people during the day.
Objective 1: Build a Day Center which includes a plumbed unit for
showers and laundry.
Objective 2: Provide secure storage on site.
Objective 3: Provide significant indoors space for shelter during the day.
Goal 3: Coordinate services which reduce barriers to the acquisition of income and
housing.
Objective 1: Provide space for volunteers and professionals to
collaborate on service provision.
Objective 2: Solicit and schedule the time of existing agencies on-site for
better access and improved coordination.
Obiec_, five 3 Make use of previously untapped volunteer expertise with a
day program.
- 1- 12/15/95
Goal 4: Maintain long-term viability for the Day Center Project.
Objective 1: Use cost-effective, responsible, and innovative combinations
of professionals in key rolls across the program.
Objective 2: Coordinate and enhance existing agencies services on site.
Objective 3: Develop community based fundraising strategies
involving the partnership of business, government, non-
profits, volunteers, and religious groups.
Objective 4: Involve homeless people in decision making and
operations.
Objective 5: Maintain collaborative administrative framework to support
and advise the lead agency.
Objective 6: Provide for professional, accountable program management
and fiscal accounting.
-2- 12/15/95
1
Budget Justification - Salaries- and Fringe
"Day Center" for the Homeless
'
Assumption underlying the salary budget as proposed: This program is subcontracted
to an existing agency for operation. The benefits of the contract are shared resources
and experience, cost spread, and short start-up time. A non-subcontracted budget
would be a larger budget.
• HOMELESS PROGRAM DIRECTOR: Funded for six hours each week, this
position will provide overall administrative control, including quality assurance,
staff supervision, budget management, fund seeking and grant writing, liaison
with collaborative partners and lead agency.
• PROGRAM COORDINATOR: Funded for thirty hours each week, this position
will supervise daily operation of a Day Center for the Homeless serving 75-125
people daily and hosting a minimum of five volunteers and representatives of
staff from community agencies. Coordinates giving of community donors,
organizes and schedules interagency participation on the site, develops policies
and procedures for operation of the Center, trains and supervises paid staff and
volunteers, implements operational policies of governing board, coordinates with
People's Kitchen to assure security and ease of operation, orders supplies and
repairs, develops statistical reporting system and provides written reports
regarding program usage. Assists in budget control and selection of staff.
Evaluates paid and volunteer staff. Suggests needed program and program
revisions.
• INTERVENTION WORKERS: Two positions funded for thirty six hours each
week, the intervention workers will directly supervise the activities of 75-125
consumers on site at the Day Center. They will make referrals to on-site and off-
site services, maintain security on the premises, enforce program rules, provide
crisis intervention and access emergency personnel as needed, support volunteer
Hosts, supervise access to and use of showers, laundry facility, storage, and
common space, assure flow of consumers on the property to appropriate locations,
stock and inventory supplies, perform and coordinate consumer participation in
light maintenance, janitorial and landscaping activity. Responsible for
documenting numbers of consumers and demographic characteristics for
reporting purposes,
• FRINGE RATE: Is composed of payroll tax, worker's compensation and health
insurance for full time employees. Only health insurance is "optional" in theory,
costing approximately $225.00 per person per month and representing about 12%
of the fringe rate.*
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l
1 .
• INDIRECT.COSTS: The indirect charge is a percentage of cash expense, not
chargeable to in-kind donations. It pays for services to be performed by the
corporation on behalf of the program. The current .0925 rate is established by the
federal government in relationshipto federal contracts administered by EOC. It pays
for the following:
Payroll: Accounting and producing paychecks and reports.
Accounts Payable and Receivable: Receives, processes and accounts for all income
and expense; produces monthly financial reports.
Purc_ hasiinnQ- Centralized purchasing for volume savings.
Grant Reporting: Prepares fiscal portion of grant reports.
Personnel Service: Recruitment, safety and other legally mandated training,
worker's comp and insurance administration, position development, grievance
processing, supervisor support in hiring, evaluation, discipline and termination.
Audit: Annual audit performed by Randolph Scott and Associates on all ECC
contracts.
* All full-time EOC employees earn this benefit. Therefore, any contract with ECC
for operations would have to meet the organization's salary and benefit
requirements for various positions.
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M-37
Off-Budget Program Income
"Day Center" for the Homeless
While it has been discussed that several of the budget items might be offset through
donations, several costs that underlie the program plan have not been documented
onthe budget. These are primarily volunteer hours and external agency personnel
providing services on site. As previously documented, these costs total approximately
$86,000.00 per year donated to the program.
COMMENTS ON LEVEL OF STAFFING AS REPRESENTED IN THE BUDGET:
From the point of view of a current operator of a program for the homeless, this
budget funds a minimum level of paid staff time to administer and implement a safe
and effective program. Local experience shows that complex programs can be
operated in an innovative and cost effective manner through partnership of
volunteers and paid staff. Much can be hoped for and expected from volunteers
supported by trained staff.
Volunteer recruitment to an all volunteer program, especially a program designed to
serve adults in crisis, will prove to be extremely difficult. Volunteers will feel
inadequately protected and ill prepared to deal with daily program operations.
Working with hard to serve populations is a professional endeavor requiring
training and skills at a level that one would not expect to find in most volunteers
who have not made this their profession. Imagine an all volunteer police
department, City.Hall or County Government Center, church organization, or
Chamber of Commerce. Complex organizations rely on partnerships to fulfill
complex missions.
A prospective program operator would be irresponsible to attempt to operate a safe
and effective program should approved staffing levels fall below those currently
envisioned within the program budget.
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ATTACHMENT 5
FEDERAL RULES FOR HOMELESS SERVICES CENTER FUNDING
Federal rules regarding the use of Community Development Block Grant (CDBG) funds are
extensive and apply to virtually all aspects of project planning and construction, including:
environmental review, public notice, labor and prevailing. wage standards, bidding and
procurement procedures. Projects which receive U.S. Department of Housing and Urban
Development (HUD) funding must comply with all applicable federal rules. These rules can often
affect the cost, design, and timing of CDBG-funded projects. With regard to the Homeless
Services Center (HSC), there are four main areas of federal rulemaking which will affect how
quickly (and at what cost) the Homeless Services Center can be brought on line. These are listed
below, along with a brief statement on how these might affect the HSC project:
• Environmental review requirements and related federal standards(24 CFR 58).
$75,000 is allocated to the center in FY 1995. That amount can be drawn down as soon as the
federal environmental documentation is accepted by the County, and necessary public notices,
if any,filed. Staff has completed the federal environmental documents, which havebeen submitted
to the County of San Luis Obispo as required by HUD. The $75,000 is expected to be available
to draw down soon after Council's February 20th meeting.
• Labor Standards Provisions (HUD - 4010), including Davis - Bacon Prevailing Wage
Rule.
These describe work classifications, compensation, payroll monitoring, labor interviews, and
complaint resolution. CDBG-funded projects subject to Davis-Bacon must follow federal
prevailing wage standards in determining pay for contractors and subcontractors and their
laborers and mechanics. " The HSC project is subject to Davis-Bacon,requirements. This will.
have the effect of increasing construction costs. On the Central Coast, it has been estimated that
Davis-Bacon can increase construction costs by 30 percent or.more.
Volunteers are generally not allowed on projects subject to Davis-Bacon requirements. If any
workers are paid, HUD rules say that all workers should be compensated Davis-Bacon wages.
HUD allows local or state agencies to request a waiver of prevailing wage rates for the volunteers.
The written.waiver request must be made to HUD in Washington, D.C., and must show that the
proposed volunteers are volunteering their time for the purposes of lowering construction costs.
Additional specific information must accompany the request, and follow-up documentation on how
the savings are credited to the project is required. If Council supports this approach, the waiver
request can be initiated at any time. HUD will require the names of volunteers; however until
specific names are available, it may be advantageous to start HUD's review process by submitting
the request-- including a description of planned volunteer-work and how it will benefit the project
-- as soon as possible. HUD's initial response could come as early as mid-March if the request
is submitted soon. Based on our Urban County's experience, HUD's response to a waiver request
is likely to take longer than the 10-day response time stated in HUD regulations. Assuming HUD
/19-3I
Homeless Services Center
Page 2
supports the overall project concept, the final OKfor use of volunteers may take somewhat longer,
pending the submittal of volunteers' names.
• Procurement Procedures for CDBG funded projects (24 CFR Parts 70 and 85):
Describes use of volunteers on CDBG projects and bidding procedures for CDBG-funded
projects, including purchase of supplies or services.
Under federal procurement standards, all CDBG funded contracts are supposed to be awarded
after a competitive bidding process, and construction costing over $100,000 requires the submittal
of sealed bids. Use of donated materials and equipment will require special HUD approval, and
will be included with the waiver request to allow volunteer labor.
• Administrative Requirements. These are found under the Uniform Administrative
Rules (24 CFR 85) and in a number of other federal regulations. They govern the
timing for drawing down funds and starting work.
CDBG recipients are required to draw down only those funds that they intend to spend within 3
days, and are not permitted to incur costs against future CDBG grant funds (ie.we cannot
'borrow against"our FY 1996 CDBG funds)prior to HUD approval of the Consolidated Plan,
except for the costs of certain limited administrative and planning activities. The soonest FY
1996 funds will be available is probably mid- to late August 1996.
Before drawing down FY 1995 funds, the City must enter into a subrecipient agreement with
the community group administering the Homeless Service Center project which defines: 1) uses
for CDBG funds and approximate time frame for completion; 2) responsibilities of the parties;
and 3) how HUD rules will be complied with. The City will then monitor compliance with the
terms of the agreement, reviewing reports from the subrecipient. The City then reports
regularly to the County of San Luis Obispo on the progress of CDBG activities, and the County
reports to HUD.
Failure to comply with any of these requirements could result in HUD placing special
conditions on future CDBG grants, requiring repayment of CDBG funds spent, or even
withholding future CDBG awards.
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