HomeMy WebLinkAbout2002-05-07 - AGENDA REPORTS - HOMELESSNESS IN SC (2)CITY OF SANTA CLARITA
INTEROFFICE MEMORANDUM
TO:y r F and Councilmembers
FROM: enne � nterim City Manager
DATE: May 7, 2002
SUBJECT: HOMELESSNESS IN SANTA CLARITA
City Council receive report and provide direction to staff and the Santa Clarita Community
Development Corporation as lead agency of the Homeless Advisory Task Force.
BACKGROUND
Since 1997, the City and the Santa Clarita Community Development Corporation have
worked together to provide a winter shelter for the community's homeless population. It is
desired that the community find a stable, efficient, effective, and long-term solution to
providing a winter shelter. In the past, the biggest obstacle to the winter shelter has been
securing a location.
City Council has previously requested that the Santa Clarita Community Development
Corporation work with staff to identify a permanent location and develop short- and long-
term alternatives. The Santa Clarita Community Development Corporation and staff
returned to City Council at a Study Session on September 4, 2001. At that meeting, the
Santa Clarita Community Development Corporation provided City Council with an update
on the challenges to finding a permanent site and an overview of The Way Forward. The
Way Forward is a progression of homeless services beginning with community involvement
and progressing to emergency shelter, transitional living, permanent shelter, and
affordable housing.
During the Study Session on September 4, City Council directed staff and the Santa Clarita
Community Development Corporation to comprehensively identify the homeless population
and return at a subsequent Study Session to address a specific program that will address
the needs. In January 2002, the Homeless Advisory Task Force was formed. The purpose
of the Task Force is to achieve an accurate and comprehensive understanding of the issues
that surround homelessness in Santa Clarita and build consensus to bring about the
needed change through its' consolidated planning process. The Homeless Advisory Task
Force consists of the following agencies:
• Santa Clarita Community Development Corporation e
• St. Vincent de Paul Society Agenda Item : L
• Our Lady of Perpetual Help Church
• Association to Aid Victims of Domestic Violence
• Los Angeles County Health Department
• Los Angeles Homeless Services Authority
• Santa Clarita Interfaith Council
• Santa Clarita Valley Child and Family Center
• Santa Clarita Valley Food Pantry
• Northeast Valley Health Corporation
• College of the Canyons — CALWORKS
• St. Stephen's Episcopal Church
• Santa Clarita United Methodist Church
• Santa Clarita Valley Chamber of Commerce
• Samuel Dixon Family Health Center
• National Council on Alcoholism and Drug Dependency
• Los Angeles County Service Center — Santa Clarita Office
• Department of Child and Family Services
• Santa Clarita Valley Senior Center
• Single Mother's Outreach
• Santa Clarita Valley Sheriffs Station
• Santa Clarita Valley Mental Health Center
• Friendly Valley Community Church
• City of Santa Clarita
The Homeless Advisory Task Force recently conducted a homeless count in Santa Clarita as
a snapshot of the homeless population in our community. Dr. Joe Colletti, a professional in
the field of homeless services, has been contracted to guide the Task Force through this
process (Attachment 1). Dr. Colletti used a well-established and proven methodology to
determine a baseline number of homelessness in Santa Clarita. Dr. Colletti has worked
with staff to compile the data and has completed a report, "Homelessness in the City of
Santa Clarita."
The Homeless Advisory Task Force is of the opinion that the next progression in The Way
Forward of services for the homeless population in Santa Clarita is to establish a
Transitional Living Center. This is a residence that provides a maximum stay of up to two
years. While at the Transitional Living Center, clients must follow basic rules for health
and safety or they are subject to removal from the program. Support services are provided
to residents both on and off site. Clients are linked to a high level of rehabilitative services
that include substance abuse and mental health care interventions, employment services,
child care, transportation, individual and group counseling, and life skills training designed
to prepare clients for permanent supportive housing or live independently in affordable
housing.
The Santa Clarita Community Development Corporation is committed to working with the
City and all Homeless Advisory Task Force members to establish a Transitional Living
Center. The Santa Clarita Community Development Corporation is confident in their
ability to work with the Los Angeles Homeless Services Authority and other established
funding streams to cover all operating costs of a Transitional Living Center in Santa
Clarita, however, the corporation is seeking assistance from the City in securing a location.
ALTERNATIVE ACTIONS
Other direction as determined by City Council.
FISCAL IMPACT
None by this action.
ATTACHMENTS
Curriculum Vitae of Dr. Joseph Colletti — Attachment 1
Continuum of Care Progression Line — Attachment 2
Continuum of Care System — Attachment 3
Homeless Shelter Models — Attachment 4
The Way Forward — Attachment 5
HomeAid Information — Attachment 6
PM:ns
council\study session\hsm less5�7-02.doc
Attachment 1
Education:
Ph.D. - University of Birmingham (England)
Doctor of Philosophy, October 1991. Department of History. Concentration in Urban Immigration and
Labor History.
M.A. - Fuller Theological Seminary (Pasadena)
Master of Theology, June 1984. Department of Theology. Concentration in American Religion.
B.A. - University of Illinois (Chicago)
Bachelor of Arts, June 1982. Department of History. Concentration in Medieval History.
Related Fields of Interest:
Homelessness, Fair Housing, and Immigration
Present Professional Positions:
1996—Present Executive Director, The Institute for Urban Research and Development;
1992 - Present Adjunct Faculty, Urban Studies, Fuller Theological Seminary
Current Professional Associations Related to Homelessness:
• Community Health Center of Glendale, Board Member
• East San Gabriel Valley Consortium on Homelessness, Committee Member
• Fair Housing Task Force of Los Angeles
• Fuller Theological Seminary Urban Task Force, Committee Member
• Glendale Homeless Coalition, Committee Member
• Los Angeles Homeless Services Authority Advisory Board, Board Member
• Pasadena Housing and Homeless Network, Committee Member
• Southern California Inter -University Consortium on Homelessness and Poverty, Committee Member
• University of Southern California Religious Research Round Table, Committee Member
Professional Research and Consulting Experience Related to Homelessness:
Consultant: Arroyo-Verdugo Housing and Neighborhoods Coalition. Prepared "A Continuum of Care
Inventory of Homeless Services in the Arroyo-Verdugo Sub -Region (Burbank, Glendale, La Canada
Flintridge, Pasadena, South Pasadena) for the Arroyo-Verdugo Housing and Neighborhoods Coalition.
Consultant: Citrus Valley Health Partners. Prepared "A Continuum of Care of Homeless Services in
East San Gabriel Valley: Planning for Action," for Citrus Valley Health Partners and the East San Gabriel
Valley Task Force on Homelessness.
Editor: City of Glendale and the Glendale Homeless Coalition. Research and prepared "Analysis of
Homelessness In The City of Glendale" for the City of Glendale and the Glendale Homeless Coalition.
Research Analyst: Glendale Homeless Coalition Continuum of Care Sub -Committee. Coordinated
the research and preparation for Exhibit 1 (Continuum of Care Narrative) for the City of Glendale
application for the HUD 1996 Continuum of Care Homeless Assistance Competition.
Editor: City of Glendale and the Glendale Homeless Coalition. Research and prepared "Homeless
Women in the City of Glendale," City of Glendale and Glendale Homeless Coalition.
Consultant: Los Angeles Homeless Services Authority. Coordinated the research and preparation for
Exhibit 1 (Continuum of Care Narrative) for the Los Angeles County application for the HUD 1995
Continuum of Care Homeless Assistance Competition.
Consultant: City of Pasadena. Primary Consultant and Editor of the "City of Pasadena Five Year
Consolidated Plan: 2000-2005
Editor: City of Pasadena and the Ecumenical Council of the Pasadena Area Churches. Researched
and prepared the "1986 - 1995 Winter Shelter Report" for the City of Pasadena and the Pasadena
Housing and Homeless Network.
Editor. City of Pasadena and the Pasadena Housing and Homeless Network. Researched and
prepared the "City of Pasadena 1992 Homeless Count: Final Report," for the City of Pasadena and the
Pasadena Housing and Homeless Network.
Editor. City of Pasadena and the Ecumenical Council of the Pasadena Area Churches. Researched
and prepared the "1996 Winter Shelter Report" for the City of Pasadena and the Pasadena Housing and
Homeless Network.
Editor. City of Pasadena and the Pasadena Housing and Homeless Network. Researched and
prepared "Homelessness In The City of Pasadena: Issues And Data" for the City of Pasadena and the
Pasadena Housing and Homeless Network.
Research Analyst: Pasadena Housing and Homeless Continuum of Care Sub -Committee.
Coordinated the research and preparation for Exhibit 1 (Continuum of Care Narrative) for the City of
Pasadena application for the HUD 1996 Continuum of Care Homeless Assistance Competition.
Consultant: City of West Covina. Researched and prepared "Homelessness in East San Gabriel
Valley" report for the City of West Covina and the East San Gabriel Valley Consortium on Homelessness.
Related Grant Writing Experience:
Regional Director: Lutheran Social Services of Southern California. Prepared Exhibit 1 (Continuum
of Care Narrative) for the Los Angeles County application for the 1995 HUD Continuum of Care
Homeless Assistance Competition. Amount Awarded: $33 million.
Regional Director: Lutheran Social Services of Southern California. Prepared all exhibits for
application of the 1995 HUD Continuum of Care Homeless Assistance Competition. Amount Awarded:
$1.1 million.
Consultant: City of EI Monte and EI Monte Youth Development Center. Prepared and edited all
exhibits for application of the 1997 HUD Continuum of Care Homeless Assistance Competition. Amount
Awarded: $2.1 million.
Consultant: City of EI Monte and EI Monte Youth Development Center. Prepared and edited all
exhibits for application of the 1998 HUD Continuum of Care Homeless Assistance Competition. Amount
Awarded: $1.35 million.
Research Analyst: Glendale Homeless Coalition Continuum of Care Sub -Committee. Prepared
research and analysis for Exhibit 1 (Continuum of Care Narrative) for the City of Glendale application for
the HUD 1996 Continuum of Care Homeless Assistance Competition. Amount Awarded: $1.2 million.
Research Analyst/Regional Director: Lutheran Social Services of Southern California. Prepared
research and analysis for the 1994 Supportive Housing Program Competition for Pacific Housing Alliance.
Amount Awarded: $1.1 million.
Consultant: City of Pasadena. Prepared and edited all exhibits for application of the 1997 HUD
Continuum of Care Homeless Assistance Competition. Amount Awarded: $568 thousand.
Consultant: City of Pasadena. Prepared and edited all exhibits for application of the 1998 HUD
Continuum of Care Homeless Assistance Competition. Amount Awarded: $3.355 million.
Consultant: City of West Covina and Citrus Valley Health Foundation. Prepared and edited all
exhibits for application of the 1997 HUD Continuum of Care Homeless Assistance Competition. Amount
Awarded: $450 thousand.
In addition, I have written several other grants that include 1) Community Development Block Grant
competition within the cities of Baldwin Park, EI Monte, Glendale, Los Angeles, Pasadena, and West
Covina and the County of Los Angeles; 2) Community Development Services Grant competition within
the County of Los Angeles; 3) Emergency Shelter Grant funds within the cities of Glendale, Pasadena,
and the County of Los Angeles; and 4) California Emergency Shelter Program competition.
References:
• Bill Bogaard, Mayor, Office of the Mayor, City of Pasadena, 100 N. Garfield, Pasadena, 91109.
• Rick Cole, City Manger, City of Azusa, 1181 Mar Vista Avenue, Pasadena, 91104, 626.794.4193
• Tranda Drumwright, Housing, Neighborhood, & Community Development Manager, City of Riverside,
3900 Main Street, Riverside, CA 92501
• Jess Duran, Assistant Director, City of Glendale/Department of Community Development and
Housing, 141 N. Glendale Avenue, Glendale, 91206, 818.548.2060
• Linda Simmons, Housing Administrator, City of Burbank/Community Development Department, 275
E. Olive Avenue, Burbank, 91502, 818.238.5160
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Attachment 3
Continuum of Care System for Homeless Individuals and Families
A. Background
During May 1993, President Clinton signed an Executive Order to prepare "a single
coordinated Federal plan for breaking the cycle of existing homelessness and for
preventing future homelessness."' At the same time, the Department of Housing and
Urban Development (HUD) recommended a "full-scale attack on homelessness,"
focusing public and private energies "towards new policy initiatives to eradicate
homelessness." Part of the backbone of this plan is for each community to provide a
"continuum of care" for homeless individuals and families .2
On January 5, 1995, HUD issued a rule to replace the regulations for the
Comprehensive Housing Affordability Strategies (CHAS). The new rule consolidated
into a single submission the planning and application aspects of HUD'S Community
Development Block Grant (CDBG),.Emergency Shelter Grant (ESG), HOME Investment
Partnerships (HOME), and Housing Opportunities for Persons With AIDS (HOPWA)
formula programs. Besides these programs, seventeen other federal programs relating
to the provision of housing and/or services for homeless and low income persons
require an approved consolidated plan as a prerequisite of funding. The "Guidelines for
Preparing a Consolidated Strategy and Plan Submission for Housing & Community
Development Programs" outlines four primary steps for including homeless needs:
• Each jurisdiction must describe the nature and extent of homelessness;
• Each jurisdiction must describe existing facilities and services that assist homeless
individuals;
• Each must identify the need for facilities and services for homeless persons;
• Using the continuum of care approach, each jurisdiction must describe a strategy for
developing a system for addressing homelessness and related priority needs.
B. Defining a Continuum of Care System
The task of defining a continuum of care system should be accomplished by reviewing
the current HUD model. HUD recognizes that such a "comprehensive approach to
homelessness should be instituted and coordinated by localities.'3 This means, that
each locality is best suited to determine a definition for each component of its continuum
of care that best reflects the needs of the homeless populations and the universe of
service delivery particular to that community.
' Executive Order 12848 of May 19, 1993, Federal Plan to Break the Cycle of Homelessness.
2 "Priority: Home! The Federal Plan to Break the Cycle of Homelessness," The Department of Housing
and Urban Development, pp. 11-14
3 Ibid., p. 72
The basic components of HUD's continuum of care include:
Outreach/Intake/Assessment
Emergency Shelter
Transitional Housing
Permanent Supportive Housing
Affordable Housing
Support Services°
Outreach/Intake/Assessment:
Outreach is based on the idea of engagement that occurs on the streets through street
outreach teams. The goal of street outreach is to provide emergency services on the
street and to link homeless persons to intake and assessment centers. The acts of
outreach, intake and assessment connects or reconnects an individual or family to
needed support services such as public benefit, rent or utility assistance, employment or
family counseling and physical or mental health care. On-going case management is
continued with the individual or family until engagement with the continuum of care is
achieved, or no longer appropriate. Individuals and families include those who are
homeless and living on the streets and those who are presently domiciled but at -risk to
homelessness.
Emergency Shelter:
Emergency Shelter includes temporary short-term facilities such as cold weather
shelters (one day at a time), detoxification programs, and disaster shelters. In addition,
this includes organizations that provide vouchers, certificates, or coupons that can be
redeemed by low income individuals or families for temporary residence in hotels,
motels, or other similar facilities that provide temporary residence (up to seven days).
Case management, may be or may not be, provided on site.
Transitional Shelter: .
Transitional Shelter is a facility that provides overnight shelter (for up to 2 months) and
fulfills a client's basic needs (i.e., food, clothing, medical care), either on-site or through
off-site services. Clients must follow basic rules for health and safety, and there may
also be additional requirements for stay (i.e., participation in case management
4These components are based on the Department of Housing and Urban Development's model of a
continuum of care outlined in Priority: Hornet The Federal Plan to Break the Cycle of Homelessness,
p.73.
E
programs). An emergency shelter provides case management that links clients to the
continuum of care including support services. Clients usually move into transitional
housing after their stay but, when appropriate, may move into permanent supportive
housing or live independently in permanent affordable housing.
Transitional Housing:
Transitional Housing is a residence that provides a maximum stay of up to 2 years.
Clients must follow basic rules for health and safety. Support services are provided to
residents both on-site and off-site. Residents are linked to a high level of rehabilitative
services that include substance abuse and mental health care interventions,
employment services, child care, transportation, individual and group counseling, and
life skills training designed to prepare clients for permanent supportive housing or live
independently in affordable housing.
Permanent Supportive Housing:
Permanent Supportive Housing is a residence that provides permanent housing that is
linked with on-going on-site supportive services designed to allow clients to live at the
facility on an indefinite basis.
Supportive Services:
Supportive Services are non-residential services that provide assistance for low income
persons including homeless prevention activities for the at -risk homeless population).
Such assistance includes:
Child care
Food pantries
Public assistance services
Clothing
Helplines
Rental assistance
Community check cashing
HIV/AIDS services
Senior services
Dental care
Housing assistance
Showers
Disabilities services
Immigration services
Substance abuse treatment
Domestic violence services
Laundry services
Transportation
Education services
Legal services
Utilities
Employment services
Medical services
Veteran services
Financial planning
Mental health services
Vision care services
Food (prepared)
Personal services
Youth services
This report was prepared by Joe Colletti, Ph.D., Institute for Urban Research and Development,
416 E. Broadway St, Glendale, CA 91205, 818.549.2221. Web Site: www.solutions@iurd.org.
3
Attachment 4
Homeless Shelter Models
A. Two Homeless Shelter Models
There are two homeless shelter models --emergency shelter and transitional shelter.
The distinction between Emergency Shelter and Transitional Shelter is as follows:
Emergency Shelter includes temporary short-term facilities that provide residents with
shelter either one -day at a time or up to seven consecutive days. Such facilities include
winter shelter programs which provide homeless persons shelter one day at a time and
substance abuse detoxification programs which usually provide a detoxification
experience over a 48 to 72 hour period. In addition, the provision of vouchers,
certificates, or coupons that can be redeemed by low income individuals or families for
temporary residence in hotels, motels, or other similar facilities are included.
Transitional Shelter include facilities that provide overnight shelter for up to 90 days.
Clients must follow basic rules for health and safety, and there should be additional
requirements for stay such as commitment to a case management plan, sobriety,
participation in group meetings, etc. A Transitional Shelter should not only fulfill a
client's basic needs (i.e., food, clothing, medical care) on-site but case management
needs as well. All clients should be assigned to a case manager and have developed a
case management plan with the case manager that will help them get off the streets and
into appropriate housing. Clients usually move into transitional housing after their stay
but, when appropriate, may move into permanent supportive housing or affordable
housing.
B. Recommendations Concerning Negative Impacts Usually Associated With
Shelters
Recommendations concerning "negative impacts" that are often associated with the
location and operation of emergency shelter include:
1. the "magnet" effect of homeless persons from surrounding communities for services;
2. the loitering of homeless persons;
Each of these negative impacts can be mitigated through the following
recommendations:
1. prohibiting the distribution of food and clothing on-site to clients
Food and clothing should only be part of the services offered on-site at a transitional
shelter for program residents. Historically, food and clothing has created a "magnet"
effect. For the purposes of this report, a magnet effect is defined as homeless persons
coming from outside of the immediate service area for subsistent reasons such as food
and clothing, as against substantive reasons such as case management (i.e. mental
health care, substance abuse treatment, employment assistance).
2. ensuring that transitional shelter be case management based.
Case management such as employment assistance, housing placement, mental health
care, and substance abuse treatment should be the central focus of a transitional
shelter. Such services do not create a "magnet" effect. In other words, a mental health
care case manager or a substance abuse treatment case manager simply does not
attract homeless persons from surrounding neighborhoods or communities unless these
persons are serious about exiting their life on the street. Thus, homeless persons
partake of the transitional shelter's program components for substantive reasons and
not just subsistent reasons.
Implementing the two recommendations above will also prevent loitering in and around
a transitional shelter. Loitering potentially happens when a transitional shelter provides
subsistent services such as food and clothing for homeless persons who are not
residents of the program. Providing substantive services such as substance abuse
treatment and mental health case management does not encourage loitering. Homeless
people simply do not line up in lines and/or just stand around waiting to see a case
manager.
This report was prepared by Joe Colletti, Ph.D., Institute for Urban Research and
Development, 416 E. Broadway St, Glendale, CA 91205, 818.549.2221. Web Site:
www.solutions@iurd.org.
Attachment 5
e
Attachment 6
77
Bowman Appointed Executive Director for
HomeAid in Los Angeles and Ventura Counties
Joseph M. Bowman has been appointed
executive director of HomeAid Los
Angeles/Ventura, an affiliate of the Building
Industry Association of Los Angeles and
Ventura.
"HomeAid's mis-
sion is to assist service
agencies which provide
life changing programs
for the homeless by
increasing the number
of beds in their transi-
tional shelters.. More
than half our homeless
are women and chil-
iweph m. Bowman dren," said Bowman.
"Affording them a secure
habitat is the first step in helping homeless
citizens learn skills needed to gain self-
sufficiency."
"We are extremely pleased to have Joe
Bowman lead our efforts in Los Angeles and
Ventura Counties," stated John Franklin,
president of the BIA of Los Angeles and
Ventura.
"Joe has been a resident of Westlake
Village and elsewhere in Ventura County for
the past 33 years, and is very aware of the
critical need for transitional shelters to assist
the homeless.
"Joe served on the Board of Directors of
the first HomeAid Chapter in Orange County
1989, and has worked with community lead-
ers and governmental agencies that are most
effective in achieving HomeAid's goal of
adding beds for our community's service
providers," Franklin added.
Bowman is an honors graduate of the
Wharton School and the Law School at the
University of Pennsylvania. He began his
real estate career as corporate counsel and
became co -project manager of the early
development stages of Westlake Village for
American Hawaiian Steamship Company.
Bowman also served as vice president of
real estate for Prudential Insurance and as its
project manager for North Ranch at Westlake
Village, prior to forming Wilma Pacific, a
diversified real estate developer.
Since its inception, Homeaid Los
Angeles/Ventura has completed six projects,
the most recent of which was Euclid Villa in
Pasadena. Built by New Urban West and
Pardee Homes, Euclid Villas is a craftsman
style home that accommodates up to 52 resi-
dents in transitional housing.
The 17 nationwide chapters of HomeAid
have added more than 2,000 beds for the
homeless population since the organization
was founded in Southern California in 1989.
Western Pack Housing, Weston
Communities Agree to Act as Builder Captains
The Los Angeles/Ventura Division of
Western Pacific Housing and Weston
Communities have agreed to spearhead the
efforts on two HomeAid projects in Ventura
County.
Western Pacific will provide the. finish
work on the second floor of the RAIN
Shelter, an 84 bed homeless facility soon to
be under construction on Lewis Road in
Camarillo. Western Pacific's role is to
organize and manage primarily donated labor
and materials for the interior finish of the
8,224 square foot second floor.
Weston Communities, based in West Los
Angeles, will organize and manage an exten-
sive rehabilitation of a 25 year old shelter for
battered women and children operated by
The Coalition To End Domestic & Sexual
Violence (CTEDS V) in Ventura County. The
value of work on the first phase is approxi-
mately $75,000. Another $50,000 of
improvements is planned for a later phase.
f,� m
"We thank John Stanek and Western
Pacific Housing for volunteering to take a
major role in HomeAid's mandate to add
homeless shelter beds in Los Angeles and
Ventura Counties," stated Joe Bowman,
HomeAid's executive director.
"The builder captain is the heart and soul
of the HomeAid program," said Bowman.
"They commit the time and energy of their
staff to bring together the materials and labor
required to carry out each project.
"We're delighted that John Ashkar and
Weston Communities will take the lead with
CTEDSV. The value of our builder captain's
contributions and the support we receive
from so many suppliers and subcontractors
can never be measured simply in dollars.
Changing people's lives for the better is what
HomeAid is all about. With dedicated
builder captains, our contributions to the
community are magnified significantly,"
Bowman added.
Volunteers Needed to Assist with
Project Playhouse in Thousand Oaks
HomeAid is seeking volunteers for
Project Playhouse 2002, a major fund
raising community event for the non-
profit organization.
In 2001, Pardee Homes and New
Urban West each built thematic chil-
dren' s playhouses that were sold to
raise funds for HomeAid. Pardee's
`Darling House' was auctioned at
Fashion Island in Newport Beach. New
Urban West's `Sorcerer's Castle was
sold at the Oaks Mall in Thousand
Oaks.
"This Fall, we hope to have more
than one playhouse at the Oaks Mall,"
stated Joseph M. Bowman, executive
director for HomeAid Los
AngelesNentura.
"We need scores of volunteers to
staff the playhouses on display at the
Oaks Mall, so that we can maximize the
dollars available to do projects. I urge
interested people to join with the home
building industry in volunteering to
assist with Project Playhouse and help-
ing the plight of the homeless,"
Bowman concluded.
Additional information regarding
Project Playhouse is available by call-
ing Laura Johnson at (818) 874-9842.
News & Notes About Very Important People
A special thanks to Mark DiCecco, AI A,
of DiCecco Architecture, Inc. in Moorpark for
all his efforts in planning for the rehab and
possible expansion of the CTEDSV facility.
Attorney Sandra Stewart of Cox Castle
& Nicholson LLP continues to provide pro
bono legal services for HomeAid in our efforts
to see= additional projects as well as other
corporate matters. Her involvement signifi-
cantly helps our Chapter to maintain a low
overhead.
Through the efforts of Lynn Jacobs of
Ventura Affordable Homes, Inc., our
HomeAid Chapter was one of four not for
profit organizations adopted by the City of
Venture to help implement its housing ele-
ment This qualifies us to seek grants from the
City as funds are earmarked to assist qualified
organizations.
HomeAid is extremely pleased to welcome
new staff member Laura K Johnson who
will fill the dual roles of office administrator
and Development Director. Laura was with
the City of Westlake Village as executive sec-
retuy and City Clerk from 1989 to 2001,
when she joined Coldwell Banker in residen-
tial sales. Her many talents and energy have
already been of benefit to HomeAid, and her
contrbution to our success is destined to grow
in the coming months.
Through the efforts of David Goldberg, Joe
Bowman, and John Hoos, who hosted a hol-
iday party at David's house, more than $4,000
was raised for HomeAid It was exciting to
see so many building industry representatives
and friends of ours digging into their pockets
to help HomeAid.
During the fatal months of 2001,
HomeAid received significant funds and
pledges of future contributions from the
Greater Los Angeles/Ventura Chapter of
the BIA, Sales & Marketing Council, and
Women's Council. Support from the build-
ing industry continues to drive HomeAid in its
constant quest adding beds and improving
facilities for the homeless in Los Angeles and
Venture Counties.
All 15 members of our HomeAid Board
of Directors and Executive Director Joe
Bowman have pledged thein personal financial
support for our Chapter in 2002, in addition to
what their companies or corporations are giv-
ing. This united effort is particularly mean-
ingful as HomeAid seeks grants from founda-
tions that want to make certain our Board is
committed to the cause.
HomeAid has a new address. We're now
located at 31225 La Bays Drive Suite 209,
Westlake Village 91362. Our phone number is
(818) 889-9494.
Pardee -Homes, New Urban West Make
Project Playhouse 2001 a Super Success
Project Playhouse 2001, HomeAid's grateful to Pardee Homes and New Urban Landscape Development, M-5 Steel, Colleen
major fundraising activity, yielded nearly West, and proud of such a wonderful effort McClelland, N. Evenhaim Painting, Inc.,
$65,000 with the successful auction of on the part of so many philanthropic peo- Nelstar & Associates, Nor -Mar Sales Co.,
Pardee Homes' 'Darling House' at Fashion ple," said David McKinzie, president of the Inc., Nuwalco Drywall, Oxnard Building
Island in Newport Beach and the opportunity Los Angeles/Ventum Chapter of HomeAid. Materials, Paragon Insulation, Rock &
Darling Nouse by Pwdee Aomer
drawing for New Urban West's 'Sorcerer's
Castle' at the Oaks Mall in Thousand Oaks.
"Pardee Homes and New Urban West
created two spectacular playhouses which
literally captured the hearts of thousands of
visitors at the Oaks Mall and Fashion
Island," said Joyce Mason, chair of Project
Playhouse 2001.
"Their creativity was matched by so
many people who contributed their time,
expertise and materials to make both venues
extremely successful," she added.
"All of us at HomeAid are extremely
Water Creations, Ron Shakelford, Simi
Joyce Mason's commit- Valley Glass, Southcoast Industries/EI
tee received on-going sup- Dorado Stone, Terry Lumber, The Robin
port from Treasurer Paul Company, and Vista Paint.
Howard, Mary Kersting
and the Greater Los
Angeles/Ventura Chapter
of the BIA Women's
Council, Lorraine Alderette
of New Urban West, and
the volunteers of Many
Mansions of Thousand
Oaks. A special thanks
goes to the owners and
management of the Oaks
Mall for their tremendous
cooperation.
Sponsors for Project
Playhouse 2001 included B
& R Printing, The Daily
News, Los Angeles Times,
Robb Miller Photography,
New Homes Direct, Open
Line Communications,
Pardee Home Loans, Playa
Capital Co./Playa Vista,
Smart Party Rents,
Ventura County
Star, Allan Zukor
Design, Samurai
Signs, California
Solar & Plumbing,
Quinn Rental
Services, Randy
Bilaland, Dave Moore, Caroline
Piezak, M.D., Inc., and California
Consultant Unlimited.
New Urban West's 'Sorcerer's
Castle' benefited from the generous
contributions of Acoustical Concrete
Floor Systems, Applied Polytech
Systems, C & R Systems, Inc.,
Carish-Moore, Custom Iron Design,
Design Tech, Floorscapes, Randy
Goss, La Habra Stucco, Lamps
Plus/Centennial Lighting, Padilla
Plastering, General Designs & Co.,
JBZ Architecture + Planning, Kane
Construction, Kastle Stair, LA Group,
Pardee Homes' 'Darling House' received
generous support from Color Design Art,
A. L. II Electric, Bassenian/Lagoni Architects,
Jim Bizzele, Ken Black. Masonry, Tom
Blankenship, Davy Roofing, Don's
Drapery Service, Eagles Plastering,
Electricfireplace.com, GAM Theatrical
Products, Peggy Gates, G. W. Surfaces,
Landscape Development, Inc., John Levy
Lighting Products, Le Bradoo Plumbing,
Inc., Lifescapes International, Inc., M-5
Steel, Joyce Mason, Milgard
Manufacturing, OnSite Design, Inc., Open
Line Communications, Pacific Coast
Roofing, Pacific Woodworks, Pat Palazzo,
Ralph Pistone, The Plexi Gallery, Louise
Romano, Sound Summit, Southcoast Sheet
Metal, Bob Spielman, Keith Swan
Photography, Terry Lumber, Turf
Construction, Vista Paint, Western
Insulation, Dorie Williams, Xtreme
Woodworking, and Allan Zukor Design.
Sorcerer } Cavtle by New Urban West
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Eight Welcomed To Prestigious Builders Circle
HomeAid Los Angeles/Ventura has wel-
comed eight prominent Southern California
home builders to its prestigious Builders
Circle. Membership in Builders Circle sig-
nifies that each company has given substan-
tial financial support to HomeAid and has
been actively involved in HomeAid's mis-
sion to provide shelters for the homeless by
providing counsel while serving on the
Board of Directors or filling the role of
Builder Captain, or building a playhouse for
Project Playhouse.
To qualify for Builders Circle, a company
must make a minimum $5,000 annual contri-
bution and participate in one of three ways.
The builder may serve on the Board of
Directors, and have a. company representa-
tive serve on one or more committees and be
willing to commit time during the normal
work week and after hours.
Companies can also meet the eligibility
requirements by either agreeing to build a
playhouse or being a builder captain. A
builder captain spear heads the development
work on a homeless shelter; he or she is the
key to HomeAid's success.
The eight member Builders Circle
includes Centex Homes, Greystone
Homes/Lennar, Miller Brothers Companies,
New Urban West, Pardee Homes, Shea
Homes, Western Pacific Housing, and
Weston Communities Corp.
"These eight companies are leaders with-
in the home building industry of our local
BIA Chapter who have stepped forward
with major commitments so that we can
realize our humanitarian goal. Their efforts,
their dollars, and their acts of leadership
have been instrumental in the success that
HomeAid has enjoyed to date, and their
future commitments assure our continued
success," said Joe Bowman, HomeAid's
executive director.
Any painter, dry-waller, plasterer,
framer or casework carpenter willing
to work on a HomeAid shelter project
in Ventura County is urged to call
Joe Bowman at
(818) 889-9494
April 19, 2002
00
Project Playhou la 2002
@ The Oake Shopping Center in Thousand Oaks
Here are some facts about HomeAid Los AngelesNentura, the sponsor of Project
Playhouse 2002, and what we do.
We are a 501 (c)(3) charitable non-profit.organization, affiliated with the Building
Industry Association (BIA). We became a chapter of HomeAid America in 1998.
There are 17 chapters like ours across the United States.
Our Mission is to help service providers who care for the transitionally homeless
to build or renovate their shelters so as to add to the number of beds available in
the area for transitionally homeless. We define the transitionally homeless as
those needing 30 days to 20 months of shelter assistance to get back on their feet.
Who do we seek to help? Transitionally homeless include individuals and
families, some mentally handicapped, women in crisis pregnancy, homeless youth
(ages 11-17), young adults leaving foster homes at age 18, victims of domestic
Violence, and single mothers and their children. Sudden job loss, catastrophic
illness, spousal desertion and domestic violence often cause people to become
homeless. We wish to help these people find a path to lives of self-sufficiency.
How do we build shelters? With volunteers and donated labor and materials.
After we identify an effective homeless care provider (another non-profit) needing
new or expanded facilities, HomeAid mobilizes a homebuilder to act as project
team Captain plus other building industry members (subcontractors and suppliers,
engineers, architects, etc., all volunteers) to give in-kind assistance to complete
the project. We help the shelter service provider to raise funds to cover those costs
we are unable to have donated and look forward to a dedication ceremony for the
new or renovated facility.
Successes: Attached is a brief description of our chapter's completed projects to
date as well as those in process. HomeAid America chapters have completed
nearly 70 shelters (20 underway), provided temporary housing for more than
20,000, and added 2,000 new beds for the homeless through the efforts of over
35,000 individuals at a donated value of over $40 million.
What is Pro/set Playhouse? It is our primary annual fundraising event to cover the
overhead costs required for our project activities. Local builders or other
supporters design and build fabulous children's playhouses and donate them to us
to be auctioned or awarded in an opportunity drawing. The proceeds are the
primary support for our annual operating costs required to work with our builders
who build shelters.
Av
u How.kD
LOS ANGIIFSNWRIRA
Completed Projects
April 5, 2002
1 - Caring for Babies with AIDS (CBA). This West L.A./Culver City home provides temporary shelter
for HIV-infected babies until permanent placement can be found. The renovation project increased the
capacity of the shelter by eight beds with all on-site facilities needed to care for the babies. Captains:
Anne Rosen, Dillanne Construction / Lonnie Shield, Whitehawk Partnership
2 - Salvation Army. HomeAid provided design review, construction consultation, and bid process
coordination to help the Salvation Army add 20 beds to its Ventura homeless facility. Captain: Wayne
Colmer, Colmer Development
3 - Casa Pacifica. HomeAid's in-kind contribution of labor and material, site work and engineering
was a material component in constructing a 60 -bed shelter with school counseling and a medical
facility for abused and neglected children. Captain: Elaine Freeman, Urban Strategies
4 - Madison House. HomeAid oversaw the bidding, scheduling and supervisory work of the fire
sprinklers; HVAC, insulation and landscaping during rehab of this eight -bed facility for mentally
disabled adults. Captain: Jim Guthrie, The Charter Pacific Group
5 - Euclid Villa. In partnership with Pacific Housing Alliance and Union Station (service provider) and
with extensive support by the Cities of Glendale and Pasadena, HomeAid rebuilt a classic, but run-
down stately home, to a 50 bed homeless shelter. This complex, which will later add 15 apartments in
a second building, is a $1.5 million rehab project. Captains: Pardee Construction / New Urban West
Projects in Process
1. RAIN is a County of Ventura major rehab construction ($1.6 million) to convert a building
previously used to house the retarded into an 84 -bed shelter for individuals and families. Start date:
May 2002/Finish date: October 2002. Value of donated work: approximately $240,000. Scope of
Work: The interior finish work to the second floor of this building for 19 bedrooms, 1 living/assembly
room, 1 children's playroom, 3 office/conference rooms, 5 baths, 1 laundry, and 1 telephone room.
Captain: Western Pacific Housing
2. CTEDSV Shelter is a 5 adult, 12 children emergency shelter at a secure location in western
Ventura County which serves women and children escaping domestic violence until they can be
relocated with family, friends or at another shelter. 188 clients were served in 2001. Start Date: April
2002/Finish Date: May 2002. Value of Donated Work: Approximately $75,000. Scope of Work:
Overall rehab of this 25 year old facility including, rebuilding the kitchen, baths and laundry rooms,
extensive door and drywall replacement and repairs, reflooring of certain areas, electrical rewiring,
painting, etc. Captain: Weston Communities
3. RESTORE was a transitional facility in West Los Angeles at a secure location to house women
and children escaping domestic violence, usually for 6 months, after their initial 30 -day stay at an
emergency facility but also with beds for emergency use. The shelter was burned to the ground about
two years ago. We are working on reconstruction plans for a 32 -bed facility. Start Date: 4"' Quarter
2002/Finish Date: 2nd Quarter 2003. Estimated Cost: $500,000. Scope of Work: To be
determined. Captain:To Be Announced