Agreement_F_City_of_Hayward_Prop_47_Cohort_5_Proposal.pdf

BSCC Powered by Submittable

Title City of Hayward by Jim Lewis in Proposition 47 Grant Program, Cohort 5 - Request for Proposals jlewis@capitoladvocacypartners.com

06/23/2025

id. 50892255

Original Submission 06/23/2025

Score n/a

Proposition 47 Cohort 5 checked

Proposition 36 Activities unchecked

Applicant Category Small Scope Project - applying for up to $2 million

SUBMITTING A

PROPOSAL FOR

PROPOSITION 47

GRANT FUNDS

The Proposition 47, Safe Neighborhoods and Schools Act Grant Program, Request for Proposals (RFP) is divided into four sections: Applicant Information, Project Title and Project Summary Proposal Narrative and Budget (with key Attachments) Key Project Contacts Other Attachments:

Mandatory and Optional Each section has fields that require a response.

Applicants will be prompted to provide written text, numerical input, radial button choices, and upload attachments. Documents in Word, Excel, and/or PDF are allowable formats for upload attachments. Some responses requiring narrative text input have a limited number of allowable characters for those fields. If a character limit has been enabled for a specific response field, a character counter will display the number of characters allowed and will then show the number of characters remaining as text is entered into the response field. Character limits include all text, punctuation, and spaces. If the character limit is exceeded, a red prompt will appear with the message "You have exceeded the character limit."

Applicants may start and stop their application, as needed, during the solicitation period. However, to save the information entered into the BSCC-Submittable Application, applicants must select "Save Draft" at the bottom of the application before existing. Applicants are prohibited from submitting the Proposition 47, Safe Neighborhoods and Schools Act Grant Program application until all mandatory fields are completed (those with a red asterisk), character limits are in compliance, and required documents have been uploaded. Applicants should read the Proposition 47, Safe Neighborhoods and Schools Act RFP prior to completing this application process. The RFP contains all the necessary information to successfully complete and submit the Proposition 47, Safe Neighborhoods and Schools Act application. This document can be found at:

https://www.bscc.ca.gov/s_bsccprop47/

CONFIDENTIALITY

NOTICE:

All documents submitted as a part of the Proposition 47, Safe Neighborhoods and Schools Act Grant Program proposal are public documents and may be subject to a request pursuant to the California Public Records Act. The BSCC cannot ensure the confidentiality of any information submitted in or with this proposal. (Gov. Code, § 6250 et seq.)

APPLICANT

INFORMATION,

PROJECT TITLE

AND PROJECT

SUMMARY

This section requires information about the applicant and the proposed project.

Name of Applicant City of Hayward

Tax Identification Number

94-6000346

Applicant's Physical Address

777 B Street Hayward

CA

94541

US

Applicant's Mailing Address (if different than physical address)

Mailing Address For Reimbursement Payments

777 B Street Attn: Community Services Division Hayward

CA

94541

US

Project Title The Hayward Navigation Center (HNCP47)

Project Summary The City of Hayward proposes to expand its successful Hayward Navigation Center (HNCP47), a diversion and reentry program for adults experiencing homelessness with histories of mental illness, substance use disorders, and justice involvement. Located within the under development 4.13-acre Regis Village, the 40-bed downtown HNCP47 facility will provide non-congregate housing and wraparound services, including behavioral health treatment, case management, and housing navigation. On-site services designed to improve program compliance and outcomes are trauma-informed, culturally responsive, and include peer support from staff with lived experience. A minimum of 48 justice-involved individuals will be served with grant funds. The project aims to reduce recidivism, increase housing stability, and improve behavioral health outcomes by diverting eligible individuals from incarceration into supportive care.

PROJECT

NARRATIVE AND

BUDGET

Complete the following sections: Section 1. Project Need Section 2.

Community Engagement Including: Proposition 47 Local Advisory Committee Membership Roster (Attachment C) and Proposition 47 Local Advisory Committee Letter(s) of Agreement (Attachment D) Section 3.

Project Description Including: Proposition 47 Project Work Plan (Attachment B) Section 4. Data Collection and Project Evaluation Section 5: Budget Attachment - Proposal Budget Table and Budget Narrative (Attachment A) The required attachments are stand-alone documents available on the BSCC Proposition 47 Homepage:

https://www.bscc.ca.gov/s_bsccprop47/ . Download, complete, and upload where prompted.

Section 1. Project Need

1.1: Project Need: The Hayward Navigation Center (HNC47) will serve adults who are homeless, have a history of mental health/substance use disorders (SUD) and have been arrested, charged with, or convicted of a crime. Unhoused Hayward residents will be referred to a new 40-bed non-congregate facility at Regis Village, a 4.13-acre centrally accessible campus in downtown Hayward offering comprehensive behavioral health and homelessness services. HNC47 will serve an estimated 85 individuals a year, with an estimated 20% (or 16 individuals annually) meeting Proposition 47 eligibility and funding through this expansion proposal.

Community needs to be addressed by HNC47 include: 1) Homelessness, 2) Mental Health/SUD treatment, and 3) Justice system involvement- Recidivism.

Homelessness: Hayward conducted a 2025 Community Survey of 1,320 residents to assess satisfaction with City services and responsiveness, quality of life, and rate resident priorities. A majority of respondents rated homelessness and crime as Extremely/Very Serious Problems and identified priorities: 93% safe neighborhoods, 85% effective police protection and crime prevention (including crime by and to homeless residents), and 80% cleaning up and preventing new homeless encampments (City of Hayward, 2025). The Community Survey reflects a reality of increased, visible, chronic homelessness, particularly of those with mental health needs, SUDs, and justice involvement. The 2024 Alameda County Point-in-Time Count (PIT) shows that homelessness in Hayward spiked 25% since 2022, with a 106% increase in unsheltered residents (267 vs. 552 in 2024) since COVID’s shelter-in-place restrictions were removed. Hayward’s homeless tend to be male (63.5%), older (57.5% over 45), and unsheltered (54%), with 25% chronically homeless and 25% justice-impacted. The Hayward Police Department (HPD) responded to over 45,000 calls for service linked to encampments/homeless populations in 2022, generating over 3,800 cases, many involving mental health crises, SUD, or low-level offenses, highlighting the intersection of homelessness, justice involvement, and unmet behavioral health needs (City of Hayward, 2022).

Mental Health/SUD: In the 2024 PIT, 20% (110) of Hayward’s homeless population self-reported having a serious mental illness (SMI), 17% a SUD (93), and 10% as domestic violence survivors(55). A statewide analysis by RAND found California faces a $9 billion funding shortfall to meet guideline-level outpatient SMI and SUD treatment needs. In Hayward this means residents face inconsistent care/long wait times, especially with large providers. These barriers worsen outcomes for justice-impacted residents, many of whom experience co-occurring disorders (Miller, 2025; Kaiser Foundation, 2025).

Justice Involvement: Being incarcerated can exacerbate existing mental health conditions and contribute to worsening symptoms that continue a lifetime (Wagner, et al). In its 2024 Countywide Homeless & Special Needs Housing Plan, Alameda County called for dedicated supportive housing for justice-involved individuals with SMI/SUD, but services are still scarce (Alameda County Care First). Hayward does not currently have non-congregate supportive housing programs with on-site services. This lack of services increases the likelihood of recidivism (BondGraham, 2023; HHS 2025).

1.2 Target Population: HNCP47 will serve a target population of individuals experiencing homelessness who also have a documented history of mental illness or SUD, AND have been arrested, charged, or convicted of a criminal offense. This population is impacted by the needs identified in 1.1.

This is an estimated measurable target population of 80+ individuals, with a goal of serving at least 48 in the project term with Prop 47 funds. The measurable target number is based on data from: 1) Hayward PIT and 2) previous HNCP47 cohort, plus referral data from: 3) HPD diversion programs; 4) Access Hayward community, the City’s customer management system; 5) 211 (local 24/7 non-emergency number for access to housing, healthcare, disaster relief); and, 6) street outreach teams (Hayward Internal Data, 2025). In the previous 2019-22 Prop 47 cohort 77% of participants presented behavioral health needs.

1.3 Bridging Access Gaps: The June 2024 “Alameda County Care First, Jails Last Task Force Final Report” recommends replacing the current system where individuals with mental illness and SUD-- a disproportionate number of whom are Black and Brown-- are incarcerated and replacing it with a comprehensive continuum of care community-based treatment approach It is this transformation that HNCP47 intends to take part. To address racial, ethnic, and other disparities, HNCP47 integrates intentional culturally responsive strategies designed to promote equity and access for populations overrepresented in the justice system.

Peer Support/Lived Experience: The program prioritizes hiring staff with lived experience, including formerly incarcerated or unhoused individuals, to ensure services are informed by those with direct understanding of participant challenges. These peer providers establish trust and confidence that are vital to the success of those being treated (Miler, et al.). The 2024 PIT also shows that 28.9% of the homeless population is Black v. 9% of the general population.

Language Accessibility: Approximately 60.4% of Hayward households speak a language other than English at home (U.S. Census Bureau, 2020).

Hayward is also a long-standing sanctuary city with a well documented history of services and protections regardless of immigration status.

Community Outreach and Participant Recruitment: HNCP47 street outreach teams leverage other service providers, such as the City’s mobile mental health and case management team LINK (Case Management & Mental Health Linkages Team) and other County-funded street health providers, to reach individuals who may not access services through traditional intake methods. Street outreach teams build consistent, trusting relationships with unhoused community members, increasing the likelihood of program enrollment and success.

Non-Congregate Housing: The transition of HNCP47 to a non-congregate housing model offers safe, private environments for vulnerable subpopulations, including LGBTQ+ individuals and those with a history of trauma. Non-congregate shelter models can improve feelings of security and autonomy for residents with a history of trauma (Alexander, et al.). It also allows pets, as 14% of Hayward homeless own pets (Hayward PIT infographic, 2025), and many homeless individuals will not enter a shelter/housing program if it means separating from their pet (Kermand, et al, 2022), On-Site Services: Co-locating services in a central, accessible on-campus location reduces barriers to accessing health and social care. The downtown St. Regis campus will host medical detoxification and treatment services, near public transit to reduce barriers to employment.

1.4 Prop 47 Alignment: Hayward’s needs, including escalating

homelessness, behavioral health crises, and lack of diversion options for justice-impacted adults, directly align with Proposition 47’s intent to “reduce recidivism by shifting the response to nonviolent offenses from incarceration to treatment.” A quarter of the City’s homeless population experiences justice-involvement (Hayward PIT Infographic, 2025). HNCP47 uses evidence-based best practices to divert individuals with SMI, SUD, or co-occurring disorders from incarceration and into community-based services and permanent housing. This proposal uses Housing First principles, emphasizing placing unhoused people into stable housing first, then addressing other needs using a behavioral health management model that guides eligible individuals into trauma-informed services, treatment, and permanent housing (Housing First, 2022). HNCP47 provides a resource for trained HPD officers to divert individuals with chronic mental illness and/or SUD who have repeated interactions with police, emergency medical services, emergency departments, courts, mental health facilities, and incarceration. HNCP47’s implementation in non-congregate housing on a newly developed downtown Regis Village location further aligns with Prop47 by increasing integration with medical detoxification and treatment services, expanding access to non-custodial supportive housing, and situating services near public transit to reduce barriers to entry and compliance. This evidence-based design is rooted in restorative justice, wellness, and harm reduction: core principles of Prop 47.

Section 2.

Community Engagement

2.1 Community Engagement: The City of Hayward strives to be a “community where everyone feels safe and supported, regardless of race or background” (Official City website).

HNCP47 Membership Input: Planning to expand services began in 2021, when Hayward initiated community outreach and a 10-week policy innovation workshop to collaboratively brainstorm, research, and test policy alternatives to address public safety. This included one-on-one meetings, virtual town halls to assess public safety and law enforcement community attitudes, perspectives, and priorities. The initiative collected insights from over 780 community members, and the final deliverable including community and Council approval of two projects that form a core this HNCP47 initiative:

1) Expand shelter options and outreach, which includes developing the

Regis Village comprehensive residential and community campus for behavioral health and homelessness services where the Hayward Navigation Center is relocating (City of Hayward, 2025).

2) Create and expand Hayward Evaluation and Response Teams (HEART) Program to reduce police involvement in service calls for people experiencing chronic mental illness, SUD, and homelessness, thus re-directing individuals away from justice involvement and reducing reliance on emergency services for those needing wraparound and long-term case management.

The two projects are built on a strong evidence base, as cities with robust community-led public-safety efforts show greater-than-average drops in crime compared to national trends (Kapp, 2017; National Civic League, 2025).

Since then, Hayward initiated and/or expanded these two projects, creating a stronger ecosystem of social service providers, diversion programs, and SUD and mental health treatment. This included a community of engaged groups who, in the second quarter of 2025, we solicited input on LAC from:

- City of Hayward Community Engagement Leadership

- Former LAC members for the previous cohort

- Community Based organizations that serve the target population

- HPD and LINK

- Alameda County Health Department

- Current and former residents at the previous iteration of the Navigation Center

How and Why Members were selected via a fair, transparent process:

Based on this extensive feedback from the community of residents and service providers, representatives from the City of Hayward, HPD, Hayward Youth and Family Services Bureau, Bay Area Community Services (BACS), and the First Presbyterian Church of Hayward, and a current Navigation Center Client with lived experience of homelessness and incarceration to serve on the Outreach to identify members included direct invitations, open community network postings, and coordination with advisory bodies (listed above) that reflect the diversity of the City’s population. Selection criteria prioritized alignment with the goals of Proposition 47, knowledge of the impacted population, and experience providing culturally responsive services. The Membership Roster is attached, as is a Letter of Agreement signed by members.

Members have signed a Letter of Agreement (Attachment D) and serve renewable one-year terms. The City will invite new members through an open nomination process, prioritizing inclusion of diverse perspectives, including those from underrepresented racial, ethnic, and cultural communities as well as individuals who have been impacted by the justice system. The City will advertise the opportunity through official channels and through the network of partners organizations listed above. Final selection will be done by the current LAC members and outgoing members at a public LAC meeting. The process will be transparent, equitable, and accessible.

2.2 Prop 47 LAC Meeting Accessibility and Publicity: LAC meetings will be publicly noticed on the City’s website, distributed through the website and physically posted at program facilities. Meetings will be held remotely with interpretation services available upon request. Individuals with lived experience will be compensated for their time and will be supported by a case manager for access to remote participation. Persons, including residents, may register for program notifications. Each meeting will include a designated period for public comment.

2.3 Prop 47 LAC Membership: See Attachments C and D: The LAC will reflect the cultural, racial, and socioeconomic diversity of the Hayward community as well as a diversity of stakeholders from local organizations, behavioral health providers, government, and individuals with lived experience of homelessness and justice involvement. Members (Attachment C) will include:

-Representatives from nonprofit service providers:

-Law enforcement and public safety personnel -Mental health and substance use treatment professionals -System-impacted individuals and advocates -Housing providers -Evaluator (added, once a competitive procurement process is completed)

Proposition 47 Local Advisory Committee Membership Roster (Attachment C) Attachment-C-Prop-47-Advisory-Committee-Membership-Roster_Hayward_Final.docx.pdf

Proposition 47 Local Advisory Committee Letter(s) of Agreement (Attachment D) Attachment-D-Prop-47-Advisory-Committee-Letter-of-Agreement_2.FE_2025-06-21.pdf

Section 3. Project Description

3.1 Identify Target Population: Target population is adults 18+ who are: 1) Experiencing homelessness/housing instability; 2) Suffer mental health and/or SUD; and 3) Have been arrested, charged, or convicted of a crime.

Eligible participants are identified and referred by HPD, HEART response teams, courts, Access Hayward community referrals, local organizations, BACS (program operator) outreach teams, and family. HPD will divert eligible adults 18+ for services over arrest through its Policy 221 Law Enforcement Assisted Diversion Program (LEAD) who commit misdemeanor offenses, considered an arrest under Californian law (Cal.

Penal Code § 853.6). Referrals will be screened for eligibility using a validated tool aligned with the Critical Time Intervention (CTI) model. The tool will also determine appropriate services.

3.2 Service Selection & Delivery: Service Projections: HNCP47 will provide on-site non-congregate transitional housing with 40 beds, case management, and wraparound services to approximately 85 homeless individuals a year. A minimum of 16 will have been justice-involved and/or commit petty crimes (trespassing, petty theft, loitering, misdemeanor vandalism, possession of drugs/drug paraphernalia, and being under the influence of a controlled substance; excluded crimes include sex offenses, domestic violence, stalking, and DUI) and, funded with Prop 47 funds, will have added comprehensive, evidence-based, trauma-informed diversion services.

Selecting Services: All participants receive intake assessments from BACS, the organization that will lead daily operations and treatment coordination for the program, within 72 hours of program admission. This will identify the mental health/SUD treatment risks/needs, housing, basic needs, diversion, employment, case management, legal services, transportation, and other support services to determine applicability of available services.

Service Delivery and Collaboration: Participants can receive services for between six and 12 months. Community service provider The site will be staffed 24/7 by BACS staff and overseen by an on-site program manager to ensure consistent and responsive care. BACS case managers will work with participants to determine the plan for services, and direct and partner service delivery, such as care coordination, housing placement (on-site and long term off-site), on-site behavioral health support and SUD treatment through outpatient, inpatient, and peer-led programs, job/soft skills training, legal services, transportation, hygiene supplies and other assistance. This dedicated Case Manager and referral team will be available on-site to deliver trauma-informed care, manage individual service plans, and guide clients to appropriate wraparound services or refer them to collaborating external providers (such as Alameda County Behavioral Health). BACS will report to the Project Manager, who will report to the Project Director, both City of Hayward employees. Trauma-informed case management is linked to improved housing outcomes and higher rates of housing stability for individuals exiting homelessness (HHS, 2021).

A key feature is a non-congregate housing model, which better meets the needs of the target population and achieves greater service adoption.

Participants in similar programs characterized the integrated care, non-congregate model as advantageous over traditional shelter systems, emphasizing the role of nurses and case managers in providing a respectful, caring environment (Alexander, et al.). Whenever possible, services will be delivered on site including detoxification, day programming, and three daily meals. Additional facilities in the campus include a health clinic and a wellness center for drop-in services for HNCP47 and participants in other Regis Village residential programs (Regis Village Program Overview, 2025).

Role of Delivery Staff: Case managers will monitor participant progress, adherence to care plans, and help participants transition to permanent housing. Risk/needs assessments will inform case plans and support legal coordination with courts and attorneys. Each participant will also be paired with a care coordinator who will provide housing navigation support, including coordinated entry assessments, assist with housing applications and problem solving, along with access to the full range of wraparound services tailored to each individual's needs (Hayward, 2025).

3.3 Delivery Approach: Trauma-informed, culturally responsive care and shelter that consumers perceive as safe is essential to provide police with alternatives to citation or arrests. (National Low Income Housing Coalition, 2024). This can reduce over-incarceration rates, which perpetuate cycles of homelessness and untreated behavioral health conditions (BondGraham, 2023). HNCP47 will directly address need and service gaps by transitioning the program to a non-congregate transitional housing model at Regis Village. This model will enhance safety, reduce personal conflict, and provide proximity to detoxification, medical care, and supportive service where clients live. By combining trauma-informed, adult-focused diversion programming with housing and integrated behavioral health care, this project offers a transformative alternative to incarceration for justice-involved individuals in Hayward. Staff receive restorative justice training and de-escalation techniques guided by SAMHSA’s Trauma Recovery and Empowerment Model.

Restorative justice will be a priority with core principles embedded in the evidence-based model, including: 1) Engaging first responders, crisis response teams, and local providers in diversion and service delivery that meets clinical and public safety needs; 2) Individual assessments and screenings; 3) Training for police and service providers; 4) Services and supports for successful diversion and/or re-entry; 5) Equitable opportunities for diversion, access, and services for all populations to decrease disproportionate minority contact with the justice system; and, 6) Cross-sector collaboration to best serve individuals dually involved with the behavioral health and criminal justice systems.

Addressing Barriers to Service: Hayward’s target population face intersecting challenges and barriers to service: unstable housing, limited transportation, mistrust of systemic institutions, language barriers, and past criminal justice-involvement that deters help-seeking.

The HNCP47 service delivery design integrated a non-congregative shelter model. Adult congregate shelters are often perceived as dangerous, stressful, and ineffective by clients (Daiski, 2007; Kerman, et al., 2023;

Greene et al., 2024), with many in the target population opting to decline services. Data shows that the target population is more likely to accept services in non-congregate settings, which produce better outcomes than dorm-style living. Congregate shelters in Portland returned more people into homelessness than alternative shelters (Greene et al., 2024).

Another core design expansion is to increase on-site services, partially by embedding the program in a central campus model. This makes it feasible to include an on-site medical clinic, and short- and mid-term SUD and behavioral health treatment in wellness-based models. HNCP47 embeds services within a low-barrier, non-congregate center that offers flexible hours, culturally accessible services, peer support, and direct linkages to care with limited police involvement.

The service design for case management and outreach efforts are community-based and coordinated with trusted local partners. This increases trust, reduces stigma, and ensures clients remain engaged while accessing services.

3.4 Providers: The primary service provider, BACS, was selected through a competitive Request for Information process and chosen for their alignment with project values and capacity to deliver equitable, community-based services. BACS, founded in 1965, was selected based on experience serving justice-involved populations, ability to coordinate housing assistance, and successful implementation of similar programs in Berkeley. BACS current programs in Hayward demonstrate success, with 62% of participants in prior Prop 47-funded cohorts successfully placed in permanent housing and none recidivating under BSCC’s conviction-based definition (City of Hayward, 2023).

BACS has extensive experience serving this population through similar programs across the region and is staffed with professionals who are well-versed in the needs of individuals experiencing homelessness and those facing mental health or SUD crises. BACS prioritizes rehabilitation, support, and long-term stability. In the past year alone, 82% of participants in BACS programs have successfully transitioned to permanent housing, representing over 3,000 individuals. Overall, nearly 20,000 members of the Bay Area community have received direct support through BACS services.

The Housing Fast model, which forms the foundation of BACS's residency programs, has demonstrated consistent success and is now replicated throughout the region as an effective approach to addressing housing instability (BACS Website).

BACS is committed to hiring local staff from diverse educational backgrounds and ethnicities, many of whom have lived experience with homelessness or the justice system to deliver person-centered care.

3.5 Start-up: HNCP47 builds from a currently operating program, and, as such, Hayward can rely on existing infrastructure and partnerships to quickly deliver services. Prior approval from the City Council has established necessary conditions to begin service delivery without delay.

Service contracts are already in place and program staff identified. Upon award, the City will coordinate with BACS to re-establish re-entry intake processes and will prepare for transitioning the program to its new non-congregate setting. Upon award, the City will initiate the grant subcontract, additional community outreach, prepare the housing site, and train and onboard any new program staff over the three month start-up and implementation period.

3.6 Guiding Principles: HNCP47 aligns fully with the intent of Proposition 47 by emphasizing rehabilitation, equity, and supportive housing as alternatives to prosecution and incarceration. The program focuses on diversion from the criminal justice system into care-based services and surrounds participants with trauma-informed support and system-impacted staff.

3.7 Leveraged Funds: As reflected in the project budget, Hayward will leverage multiple funding sources to support this program, including the City’s General Fund, Opioid Settlement funding, and other State funding, such as Permanent Local Housing Allocation (PLHA), Homeless Housing, and Assistance and Prevention (HHAP). These contributions will promote continuity of care and demonstrate the City’s commitment to multi-agency investment in diversion and re-entry services.

Bibliography (optional)

Alameda County Care First, Jails Last Task Force. Final Report: June 2024. Alameda County BOS.

Alameda County. Countywide Homeless & Special Needs Housing Plan:

2024 Update. Health Care Services Agency.

Alexander, Karen, et al. “Effect of a Non Congregate, Integrated Care Shelter on Health.” Public Health Nursing, vol. 40, no. 4, 2023, pp. 487–96.

Applied Survey Research. Alameda County Homeless Count & Survey Report 2022. Everyone Home.

BACS. Housing Fast. 2025.

Bautista, E. B. Alameda County Community Health Assessment—Data Profile. Public Health Dept., 2014.

BondGraham, Darwin. “Oakland & Berkeley Homeless Sweeps May Be Unconstitutional.” East Bay Express, 26 Sept. 2018.

California, Legislature. Penal Code §853.6. State of California.

Daiski, Isolde. “Perspectives of Homeless People on Their Health Needs.”

Journal of Advanced Nursing, vol. 58, no. 3, 2007, pp. 273–81.

EveryOne Home. 2024 PIT Homelessness Report. Office of Homeless Care & Coordination.

Grants Pass Fact Sheet. National Low Income Housing Coalition, Oct.

2024.

Greene, Jacen, et al. “Cost Comparison of Congregate, Motel, and Village Type Shelters.” Journal of Social Distress & Homelessness, 3 Mar.

2025, pp. 1–9.

Hayward City & Police Sources, Various, 2017-2025.

Housing First. National Alliance to End Homelessness, 20 Mar. 2022.

HHS. Trauma-Informed Case Management & Supervision; Criminal & Juvenile Justice Systems: About the Program. U.S. HHS.

Kaiser Foundation Health Plan (Kaiser Permanente). Final Report of Nonroutine Survey. Dept. of Managed Health Care, 25 Feb. 2025.

Kapp, Trevor. “Neighborhood Policing Changing Attitudes.” DNAinfo NY, 6 Apr. 2017.

Kermin, Nick, et al. “Mortality Risk Following End of Life Caregiving.” Social Science & Medicine, 2025.

Miler, Joanna Astrid, et al. “Provision of Peer Support.” BMC Public Health, vol. 20, article 641, May 2020.

Miller, Amie. “A $9 Billion Gap in Public Behavioral Health Funding.”

CalMHSA, 21 Apr. 2025.

Newark, NJ: Community Engagement to Improve Public Safety. National Civic League, 7 Feb. 2025.

Wagner, Peter, et al. Mass Incarceration, Stress & Mental Health. Prison Policy Initiative, 13 May 2021.

Proposition 47 Project Work Plan (Attachment B) Attachment_B_-_Project_Work_Plan.docx.pdf

Section 4. Data Collection and Project Evaluation

4.1. Evaluation and Monitoring:

Start Up: a qualified external evaluator with experience assessing criminal justice and behavioral health interventions will be selected through a competitive process in the first month of the project. During the first quarter the evaluator will draft a Local Evaluation Plan, receive feedback from the LAC to submit as required.

Service Delivery: The evaluator will coordinate with City staff and partners to assess fidelity, progress, and outcomes and conduct regular performance monitoring throughout the project. At least once a quarter the evaluator will review case management data, referral timelines, housing outcomes, and service utilization across all phases of the project including start-up, service delivery, and program closeout. The City has used California State University East Bay to evaluate programs previously.

The LAC will meet quarterly to ensure the program is being implemented with fidelity and on track for desired outcomes. The LAC will receive the data from the evaluator to review, discuss issues, outcomes and emerging evidenced-based best practices to recommend program modifications. The Program Coordinator will monitor partner contract commitments and conduct a supervisor review of data practices for all partner agencies to ensure participant data is being maintained and for recruitment/qualification screening purposes. All partners agree to provide documentation for the non-government entity criteria assurances and program, fiscal, administrative, performance and outcome documentation to support billed expenses. Hayward will publish outcomes and changes on the City website and through media announcements. City staff will report to the City Council on program progress and outcomes on an annual basis to make the program sustainable as part of the City’s initiatives to improve the quality of life for all residents, reduce crime and improve public safety.

Close Out: The Program Coordinator will work with the evaluator and service providers to prepare the necessary close out reports. A draft will be shared with the LAC for final review, comments, and feedback prior to submission. Final program evaluation will be reported to City leadership and shared with community partners.

4.2. Quantitative and Qualitative Assessments will be used to determine project effectiveness and outcomes. Quantifiable outcome measures will include participant recidivism, permanent housing placement, treatment access, and client engagement. The program will track recidivism using the Board of State and Community Corrections definition, a conviction of a misdemeanor or felony within three years of release from custody or three years of placement on supervision from a previous criminal conviction, and will supplement that with other local data. Other outcome goals include maintaining 90% nightly occupancy, exiting 65% of clients to permanent housing, ensuring 100% of participants receive behavioral health screenings and 75% receive services, and reducing nuisance incidence among the homeless population. All data will be tracked using the Homeless Management Information System (HMIS) and partner agency records (BACS and HPD as prime providers).

Quantitative measures are listed on the Work Plan and include: 1) BSCC-defined recidivism rates; 2) Number and percentage of clients placed in permanent housing; 3) Number and percentage of participants receiving behavioral health services; 4) Client engagement in case plans and services; 5) Nightly program occupancy and length of stay; 6) percentage of HPD officers receiving relevant training; and 7) a variety of metrics related to a speed and effective participant assessment and referral process, facilitated by case managers. Each of these support the intent of Prop 47 to divert individuals from incarceration and re-offending to community-based programs that can treat underlying mental health and substance use disorders.

4.3 Preliminary Research Plan: HMIS will serve as the central data platform, with additional input from HPD records and any other provider data systems. The City already has established formal data-sharing agreements with external partners to obtain de-identified individual-level data as needed, including BACS, and HPD.

Individual-level data. Baselines will be collected upon the participant’s enrollment. The following will be collected via HMIS as the data source, and then tracked throughout the participant’s involvement in the program and for 12 months after to measure recidivism. This is in order to evaluate process and outcome metrics:

- Unduplicated # of individuals who qualify and are offered diversion services, including: # and % who accept or deny the offer;

The average length of time (days) between initial enrollment and completion of an individual plan

- # of unsheltered individuals served by HNCP47 programs, including by service type and % of participants using each service time (housing, case management, mental health, SUD treatment, transition assistance, etc)

- Progress of participants on service plans and towards mental health and/or SUD treatment and stability (likely mix of qualitative and quantitative)

- # and of participants who do not reoffend within 12 months of the end of their program participation, using BSCC definition

- # and % of participants who transition to permanent housing within a set amount of time City or Program-level data. City and program level data, which is collected by the City or by BACS, will be collected quarterly at minimum by the assigned City staff. Baselines will be established within the first 6 months of the grant period, reflecting the most recent data Hayward has available covering the time period before project start.

- # and % of HPD officers assigned to encampment areas and specialty homeless teams, and those that receive specialty diversion/mental health training

- % reduction in nuisance incidents among the homeless population, with baseline as FY24-25 numbers to be prepared by HFP

- # of non-congregant beds provided and average occupancy rate

- # of referral/enrollment partnerships established, and type Client satisfaction surveys will be administered annually to evaluate qualitative aspects of service delivery. Participants can be eligible for modest incentives for participation in evaluation activities (surveys, detailed qualitative assessment interviews) at key program progress points to inform implementation (mid-period) and the period end report.

Section 5. Budget Attachment- Proposal Budget Table and Budget Narrative (Attachment A) Attachment_A_-_Prop_47_Cohort_5_Budget_2025-06-16_3.xlsx

KEY PROJECT

CONTACTS

This sub-section requires information about the key project contact individuals that will be acting as the project administrators of the grant. This section requires names and contact information for the individuals identified as the Project Director, Financial Officer, Day-to-Day Project Contact, Day-to-Day Fiscal Contact, and the Authorized Officer with signing authority.

Project Director Amy Cole-Bloom, PhD

Project Director's Title

Program Director/Community Services Manager

Project Director's Physical Address

777 B Street Hayward

CA

94541

US

Project Director's Email Address

Amy.Cole@hayward-ca.gov

Project Director's Phone Number

+15105834201

Financial Officer Sharif Etman

Financial Officer's Title

Interim Director of Finance

Financial Officer's Physical Address

777 B Street Hayward

CA

94541

US

Financial Officer's Email Address sharif.etman@hayward-ca.gov

Financial Officer's Phone Number

+15105834010

Day-To-Day Program Contact

Carol Lee

Day-To-Day Program Contact's Title and Agency/Department/Organization

Program Manager/Senior Management Analyst, Office of the City Manager

Day-To-Day Program Contact's Physical Address

777 B Street Hayward

CA

94541

US

Day-To-Day Program Contact's Email Address carol.lee@hayward-ca.gov

Day-To-Day Program Contact's Phone Number

+15105835343

Day-To-Day Fiscal Contact

Carol Lee

Day-To-Day Fiscal Contact's Title with Agency/Department/Organization

Program Manager/Senior Management Analyst, Office of the City Manager

Day-To-Day Fiscal Contact's Physical Address

777 B Street Hayward

CA

94541

US

Day-To-Day Fiscal Contact's Email Address carol.lee@hayward-ca.gov

Day-To-Day Fiscal Contact's Phone Number

+15105835343

Name of Authorized Officer*

Michael Lawson

I hereby certify I am vested by the Applicant with the authority to enter into contract with the BSCC, and the grantee and any subcontractors will abide by the laws, policies, and procedures governing this funding.

checked

Date of Assurance 6/23/2025

Authorized Officer's Title and Agency/Department

Acting City Manager, City of Hayward

Authorized Officer's Physical Address

777 B Street Hayward

CA

94541

US

Authorized Officer's Email Address

Michael.Lawson@hayward-ca.gov

Authorized Officer's Phone Number

+15105834455

Grant Funds Leveraged

Funds Total

$203,692 $1,439,339 $1,643,031

$4,200 $0 $4,200

$25,000 $0 $25,000

$1,528,600 $6,002,400 $7,531,000 80.11%

$95,500 $0 $95,500 5.01%

$0 $0 $0

$51,075 $0 $51,075

$0 $0 $0

$1,908,067 $7,441,739 $9,349,806

Grant Funds Leveraged

Funds Total

$85,525 $769,727 $855,252

$118,167 $669,612 $787,779

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$203,692 $1,439,339 $1,643,031

Grant Funds Leveraged

Funds Total

$600 $0 $600

$2,000 $0 $2,000

$1,600 $0 $1,600

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$4,200 $0 $4,200TOTAL

Compensation for Persons with Lived

Experience participating in Program

Evaluation (20 persons)

Two qualitative evaluation requests: Mid-period progress report (not required by grant but intended to inform implementation) and period end report.

Survey incentives (40 persons).

Two surveys: Mid-period progress report (not required by grant but intended to inform implementation) and period end report. Awarded on completion.

TOTAL

1b. Salaries and Benefits Narrative: Provide a brief description for each position that addresses their role on the grant project.

The Hayward Navigation Center Prop 47 Cohort 5 (HNCP47_C5) Project will be managed by the Community Services Division of the City Manager’s Office. Only $203,692, or 10.7% of the total staff time will be billed to the grant. The Program Manager will devote 15% of their time to the project for the full project period (3 yr service, 4 mo evaluation). The Program Manager will oversee the HNCP47_C5 project and ensure it is developed in partnership with key stakeholders, including community members, the local advisory board, and individuals with lived experience and will manage contracts with non-profit partners and the program evaluator. Their leadership will promote inclusive collaboration and guide the project toward community-rooted outcomes. The Community Services Manager will dedicate 10% of their time to the project during implementation and service delivery. They will ensure continued City investment by demonstrating the program’s benefits, identifying sustainable funding sources, and managing all necessary approvals and reports to City Council, including those related to fund expenditures. The City will cover 89.3% of the project staffing costs

2a. Services and Supplies

Description of Services or Supplies Calculation for Expenditure

$50 stipend for participation on LAC (12 meetings) and program evaluation (4 meetings)

Compensation for Person with Lived

Experience (1 Individual)

Amy Cole-Bloom, Community Services

Manager (Director)

10% FTE

Carol Lee, Senior Management Analyst

(Manager)

15% FTE

1a. Salaries and Benefits

Name and Title (Show as either % FTE or Hourly Rate) & Benefits

3. Professional Services or Public Agency Subcontracts

4. Non-Governmental Organization (NGO) Subcontracts (In order to be eligible, a minimum of 50% of the total grant funds requested must be shown in the "Grant Funds" column)

5. Data Collection and Project Evaluation

6. Equipment/Fixed Assets

7. Other (Travel, Training, etc.)

8. Indirect Cost

TOTAL

2025 Proposition 47 Grant Program - Proposal Budget and Budget Narrative

Name of Applicant: City of Hayward

Contract Term: October 1, 2025 through June 30, 2029

Note: Budget Categories 1 - 8 will auto-populate based on the information entered in the sections below.

Budget Category

1. Salaries and Benefits

2. Services and Supplies

Funds Total

$25,000 $0 $25,000

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$25,000 $0 $25,000

Description of Subcontracts Grant Funds Leveraged

Funds Total

$1,528,600 $6,002,400 $7,531,000

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$1,528,600 $6,002,400 $7,531,000

TOTAL

(a minimum of 50% of the total grant funds requested must be shown in the "Grant Funds" column)

4b. Non-Governmental Organization (NGO) Subcontracts Narrative: List each NGO subcontractor that will receive grant funds. Provide a brief description of the services that will be provided.

Bay Area Community Services (BACS) was selected through RFI to operate the Hayward Navigation Center (HNC), an interim shelter site. The scope of services will include 1) Housing

Navigation Services, 2) Case Management, 3) Street Outreach, and 4) Non-personnel costs (onsite meal(s) to enhance engagement, flexible funds for housing transition stipend, transportation support, and/or first and last months rent). Grant funds will cover 20% of the BACS Contract, providing additional re-entry support and case management for individuals referred to the HNC who meet the Prop 47 target population eligibility criteria. The funds will also support the provision of an additional onsite meal to enhance participant engagement.

TOTAL

3b. Professional Services or Public Agency Subcontracts Narrative: List each consultant and/or public agency that will receive grant funds. Provide a brief description of the services that will be provided.

These funds support compliance with audit and financial reporting requirements associated with the Proposition 47 grant, specifically a program-specific compliance audit that covers the entire service delivery period of the grant.

4a. Non-Governmental Organization (NGO) Subcontracts

Calculation for Expenditure

Community-Based Organization

Subcontracts

Requested grant funds are the cost of providing services for an estimated 16 individuals annually, which is 20% of the available participant slots at the Regis

Village site each year. Total amount is the operating budget to provide scope of services and additional onsite meal for the full program.

Calculation for Expenditure Description of Professional

Service(s)

Project Length Audit for BSCC Grant Not to Exceed Amount (contractor to be determined after competitive bidding process)

2b. Services and Supplies Narrative: Provide a brief description for each item that explains how it will be used toward fulfilling grant objectives.

These funds support the compensation of people with lived experience (PWLE) of homelessness and justice system involvement who participate in the Local Advisory Committee and the grant program evaluation process. These stipends ensure equitable participation by addressing financial barriers that may prevent low-income or marginalized individuals from contributing.

The input of PWLE provides critical, firsthand insight that improves the relevance and effectiveness of program design and evaluation. Research and best practices in community engagement consistently recommend compensation to recognize time, labor, and expertise, and to build trust and accountability.

3a. Professional Services or Public Agency Subcontracts

Funds Total

$95,500 $0 $95,500

$0 $0

$0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$95,500 $0 $95,500

Grant Funds Leveraged

Funds Total

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

Grant Funds Leveraged

Funds Total

$49,725 $0 $49,725

$1,350 $0 $1,350

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$51,075 $0 $51,075

6a. Equipment/Fixed Assets

Description of Equipment/Fixed

Assets Calculation for Expense

TOTAL

5b. Data Collection and Project Evaluation Narrative:

A qualified external evaluator will be selected through a competitive process. This entity will submit a Local Evaluation Plan during the first quarter and conduct regular performance monitoring throughout the project. The evaluator will coordinate with City staff and partners to assess fidelity, progress, and outcomes. Previous contracted services were provided by CSU

East Bay for a previous Proposition 47 program in 2020. The external evaluator for this project will be funded to provide evaluations during the entire program term and will be integrated into the program in a high fidelity capacity.

5a. Data Collection and Project Evaluation [minimum 5% of requested grant funds (or $50,000, whichever is greater) but not more than 10%]

Description of Data Collection and Project Evaluation

Project evaluation (contractor to be determined after competitive bidding process)

TOTAL

6b. Equipment/Fixed Assets Narrative: List any equipment or fixed assets that will be purchased with grant funds and provide a brief description of each item that explains how it will be used toward fulfilling grant objectives.

N/A

7a. Other (Travel, Training, etc.)

Description of Other (Travel, Training, etc.)

Calculation for Expense

HPD District Operations Training Three (3) Trainings for five (5) Officers, including conference registration, per diem, and travel expenses.

Grant Team travel to Sacramento Three (3) individuals, including transportation and per diem.

TOTAL

Funds Total

$0 $0 $0

$286,210

$0 $0 $0

$381,613

7b. Other (Travel, Training, etc.) Narrative: Provide a brief explanation for how each item listed above will contribute toward fulfilling grant objectives. Please budget for at least one 2-day trip to Sacramento for 3-5 key grant team members.

Includes three training conferences for 5 participants, including Crisis Negotation Conference, Association of Threat Assessment Professsional Winter Conference, and Crisis Intervention

Team International Conference. These conferences provide behavioral health intervention training to support police officers to safely and effectively respond to individuals in mental health crises by teaching de-escalation, communication, and recognition skills.