Oceanside staff unveil homelessness report, recommend ERF outreach model and new shelter procurement

Oceanside city staff presented a comprehensive review of local homelessness work during a Feb. 12 council workshop and asked the City Council to direct staff to develop an updated homelessness action plan and to adopt a social‑service‑led Encampment Resolution Fund (ERF) outreach model citywide.

The report, introduced by City Manager Jonathan Borrego, outlined progress since the 2019 Oceanside Homeless Action Plan, current counts and program results, and specific recommendations for outreach, short‑term housing, permanent housing and public‑health measures. “We have made a selection for this position,” Borrego said, announcing the new homeless services manager Tamika Tates will start in late February to lead implementation of the updated plan.

City staff and consultants emphasized a housing‑first, multidisciplinary outreach approach tied to the state’s Encampment Resolution Fund (ERF) grant. “The ERF model … is led by a multidisciplinary social service team,” said Leilani Hines, housing and neighborhood services manager, describing outreach/navigation teams, housing teams and closure/maintenance teams deployed in priority zones along the SR‑78 Caltrans right‑of‑way.

Why this matters: Oceanside received $11.4 million in state ERF funding in 2024 and must move quickly to convert outreach into housing outcomes while managing public‑health and environmental impacts of unsanctioned encampments. Staff said the ERF strategy emphasizes long‑term housing over temporary moves and relies on by‑name lists and coordinated entry to prioritize long‑term residents of affected zones.

Key findings and proposals

- Scale social‑service‑led outreach: Staff recommended standardizing the ERF outreach framework used on the SR‑78 corridor and scaling it citywide. The model places outreach and housing navigators first and reserves law enforcement for closure and maintenance after housing offers are made. Staff described street medicine, peer supports and case management as central to success.

- Preserve and expand housing supply: Staff reported recent openings and projects in the pipeline and urged faster scaling of permanent units and voucher use. Noted projects and pipeline totals cited by staff: Greenbrier Village (60 units), South River Village (43 units) — 103 units opened in 2024 — plus El Camino Real (about 111 units planned), a Seago project (about 290 units) and other projects that together total roughly 691 affordable units expected 2024–2026.

- Short‑term options and navigation: The council heard recommendations to expand non‑congregate and motel voucher options, safe‑parking, and to reassess the city’s Navigation Center (about 50 beds) and whether capacity or operational changes are needed.

- Public health, cleanup and sustainability: Staff said ERF funds are primarily for housing pathways and outreach; cleanup, maintenance and long‑term monitoring of cleared encampment sites were not fully covered and will require local resources. Staff urged continued regional collaboration (notably with Carlsbad) and pursuing additional state and federal funding.

Data cited by staff

- People served in 2024 across Oceanside programs: 1,071 (staff analysis from HMIS). Source: Sal Ramon, management analyst.

- Residents housed in 2024 through partner programs: 105.

- Fastest‑growing subpopulation: people 55 and older (32% of Oceanisde counts in staff’s HMIS compile).

- Housing vouchers: the city’s housing authority has a roughly 1,500 voucher allocation with a long waiting list; staff said roughly two‑thirds of current voucher recipients earn low incomes and that some special‑purpose voucher programs (VASH, Project 1 For All) are not fully leased up.

Council direction and votes at a glance

Staff sought council direction on the recommendations and on several specific next steps. Council recorded multiple votes on staff proposals and related actions: 1) standardize a social‑service ERF outreach framework citywide and make homeless prevention a separate focus; 2) issue an RFP for shelter operations; 3) pursue short‑ and long‑term housing strategies; 4) formalize regional and provider coordination; and 5) direct work on housing stability and preservation. Votes recorded in the workshop minutes follow.

Votes at a glance: - Motion A — Approve staff recommendations as presented, excluding shelter procurement RFP: PASSED 5–0 (Yes: Mayor Esther Sanchez; Deputy Mayor Joyce; Council Members Figueroa, Robinson, Weiss). (Mover: Deputy Mayor Joyce; second: not specified.)

- Motion B — Add an RFP for shelter operations (separate vote): PASSED 3–2 (Yes: Mayor Esther Sanchez; Deputy Mayor Joyce; Council Member Figueroa. No: Council Members Robinson, Weiss). (Mover: Deputy Mayor Joyce; second: not specified.)

- Motion C — Approve direction to pursue short‑term and long‑term housing options including tiny homes, land inventory and housing trust exploration: PASSED 5–0.

- Motion D — Approve public‑health and safety measures and a sustainability/regional coordination approach (formal provider table and regular check‑ins): PASSED 5–0.

- Motion E — Add “housing stability and preservation of current affordable housing” as a separate focus and authorize staff engagement: PASSED 5–0.

What the council asked staff to do next

- Incorporate public and council feedback into a draft updated homelessness action plan to return to council (staff indicated a targeted update by June and a final plan by September 2025).

- Start implementing ERF outreach operations immediately in priority zones while scaling citywide if results justify expansion.

- Prepare an RFP for shelter operations and revisit the Navigation Center operational model before the current agreement expires in the fall.

- Assess options for short‑term non‑congregate housing, motel vouchers and safe‑parking programs and report cost estimates.

- Identify parcels the city owns and options to purchase land for rapid siting of interim housing (tiny homes or safe lots) and explore Project Homekey and other state funding opportunities where timing allows.

Public comment and community input

About 30 members of the public spoke in the workshop. Service providers, faith‑based groups and grassroots organizations urged more shelter capacity, more prevention (rental assistance and tenant protections), faster voucher use, better coordination of provider data (HMIS), and improved outreach to seniors and veterans. Several speakers offered operational support or volunteered services (mobile showers, outreach teams, food distribution and temporary shelter space). Providers asked that the city formally include nonprofit partners and grassroots organizations in monthly or bimonthly coordination meetings.

Context and limitations

The ERF grant period staff cited runs from June 2024 through June 2027 and is focused on the SR‑78 corridor as a priority encampment area. Staff said ERF funds emphasize housing pathways; they do not fully fund long‑term cleanup, maintenance or permanent monitoring of cleared encampment sites. Staff also emphasized that HMIS is the required data system for contracted providers and that program and grant metrics will be reported quarterly to the state.

Ending

Council members praised the report’s breadth and directed staff to return with an early‑summer status check on implementation steps, grant metrics, and the development of a formal provider coordination system. Staff noted Tamika Tates will begin as Oceanside’s homeless services manager in late February and will take a lead role in interdepartmental coordination and in implementing the updated action plan.