Agenda packet — Baldwin Park City Council, December 21, 2022 (part 3 of 4)

FY 2020 HSGP NOFO

by DHS’s Protective Security Advisors and Cybersecurity Advisors, when developing their investment justifications.

Priority Investments (SHSP)
States are encouraged to review the Strategic Framework for Countering Terrorism and Targeted Violence when developing investments.

Cybersecurity Investment Justification (5 percent)
At least one investment must be in support of the state’s cybersecurity efforts. The investment must meet or exceed the FY 2020 national priority percentage for cybersecurity, and will also be subject to DHS/FEMA’s evaluation of the effectiveness of the proposed investments, in order to receive a full allocation of SHSP funds. Cybersecurity investments must support the security and functioning of critical infrastructure and core capabilities as they relate to preventing, preparing for, protecting against, or responding to acts of terrorism. Recipients and subrecipients of FY 2020 HSGP grant awards will be required to complete the 2020 Nationwide

Cybersecurity Review (NCSR), enabling agencies to benchmark and measure progress of improving their cybersecurity posture. The CIO, CISO or equivalent for each recipient should complete the NCSR. If there is no CIO or CISO, the most senior cybersecurity professional should complete the assessment. The NCSR is available at no cost to the user and takes approximately 2-3 hours to complete. The 2020 NCSR will be open from October – December 2020.

• The NCSR is an annual requirement for recipients and subrecipients of HSGP funds.

Additionally, FEMA recognizes that some subawards will not be issued until after the NCSR has closed. In such cases, such subrecipients will be required to complete the first available NCSR offered after the subaward has been issued by the pass-through entity. • Although not required by SLTTs that did not receive HSGP funds, all SLTT agencies with preparedness responsibilities are highly encouraged to participate and complete the NCSR to evaluate their cybersecurity posture. For detailed information and background on the NCSR, please see Information Bulletin 439.

In January 2017, the Department of Homeland Security designated the infrastructure used to administer the Nation’s elections as critical infrastructure. This designation recognizes that the United States’ election infrastructure is of such vital importance to the American way of life that its incapacitation or destruction would have a devastating effect on the country. Securing election infrastructure and ensuring an election free from foreign interference are national security priorities. Threats to election systems are constantly evolving, so defending these systems requires constant vigilance, innovation, and adaptation.

Given the importance of the Nation’s election infrastructure, and the multiple and evolving threats to that infrastructure, at least one project within this investment must be in support of the state’s efforts to enhance election security. Additional resources and information regarding election security are available through the Cybersecurity and Infrastructure Security Agency.

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Soft Target Investment Justification (5 percent)
Soft targets and crowded places are increasingly appealing to terrorists and other extremist actors because of their relative accessibility and the large number of potential targets. This challenge is complicated by the prevalent use of simple tactics and less sophisticated attacks. Segments of our society are inherently open to the general public, and by nature of their purpose do not incorporate strict security measures. Given the increased emphasis by terrorists and other extremist actors to leverage less sophisticated methods to inflict harm in public areas, it is vital that the public and private sectors collaborate to enhance security of locations such as transportation centers, parks, restaurants, shopping centers, special event venues, and similar facilities.

Given the increased risk to soft targets and crowded places, at least one investment must be in support of the state’s efforts to protect soft targets/crowded places. Additionally, the proposed investment must meet or exceed the FY 2020 national priority percentage for soft targets/crowded places and will also be subject to DHS/FEMA’s evaluation of the effectiveness of the proposed investments in order to receive a full allocation of SHSP funds. Additional resources and information regarding securing soft targets and crowded places are available through the Cybersecurity and Infrastructure Security Agency . States are encouraged to engaged
DHS’ Protective Security Advisors’ security assessments of soft targets to ensure that recommendations from those assessments are taken into consideration when allocating grant funding.

As noted above, given the importance of the Nation’s election infrastructure, and the multiple and evolving threats to that infrastructure, at least one project within this investment must be in support of the state’s efforts to enhance election security. Additional resources and information regarding election security are available through the Cybersecurity and Infrastructure Security

Agency.

Information Sharing and Cooperation Investment Justification (5 percent) Effective homeland security operations rely on timely information sharing and actionable intelligence to accurately assess and prevent threats against the United States. Accordingly, DHS works diligently to enhance intelligence collection, integration, analysis, and information sharing capabilities to ensure partners, stakeholders, and senior leaders receive actionable intelligence and information necessary to inform their decisions and operations. A critical and statutorily charged mission of DHS is to deliver intelligence and information to federal, state, local, and tribal governments and private sector partners. Cooperation and information sharing among state, federal, and local partners across all areas of the homeland security enterprise, including counterterrorism, cybersecurity, border security, immigration enforcement, and other areas is critical to homeland security operations and the prevention of, preparation for, protection against, and responding to acts of terrorism.

Given the importance of information sharing and collaboration to effective homeland security solutions, at least one investment must be in support of the state’s efforts to enhance information sharing and cooperation with DHS and other federal agencies. As noted above, this requirement must include at least one dedicated fusion center project. Additional instructions on development of the fusion center project can be found below. Applicants must justify persuasively how they

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will contribute to the information sharing and collaboration purposes of the investment and a culture of national preparedness, including how they will identify, address, and overcome any existing laws, policies, and practices that prevent information sharing. Additionally, the proposed investment must meet or exceed the FY 2020 national priority percentage for information sharing and cooperation with DHS, and will also be subject to DHS/FEMA’s evaluation of the effectiveness of the proposed investments, in order to receive a full allocation of SHSP funds. Additional resources and information regarding collaboration and information sharing are available through the Department’s Office of Intelligence and Analysis .

Emerging Threats Investment Justification (5 percent)
The spread of rapidly evolving and innovative technology, equipment, techniques, and knowledge presents new and emerging dangers for homeland security in the years ahead.

Terrorists remain intent on acquiring weapons of mass destruction (WMD) capabilities, and rogue nations and non-state actors are aggressively working to develop, acquire, and modernize WMDs that they could use against the Homeland. Meanwhile, biological and chemical materials and technologies with dual use capabilities are more accessible throughout the global market.

Due to the proliferation of such information and technologies, rogue nations and no-state actors have more opportunities to develop, acquire, and use WMDs than ever before. Similarly, the proliferation of unmanned aircraft systems, artificial intelligence, and biotechnology increase opportunities of threat actors to acquire and use these capabilities against the United States and its interests.

Given the increased risk of emerging threats, at least one investment must be in support of the state’s efforts to address emerging threats. Additionally, the proposed investment must meet or exceed the FY 2020 national priority percentage for emerging threats, and will also be subject to DHS/FEMA’s evaluation of the effectiveness of the proposed investments, in order to receive a full allocation of SHSP funds. Additional resources and information regarding emerging threats are available through the Countering Weapons of Mass Destruction Office and the Cybersecurity

and Infrastructure Security Agency.

Development of Investments and Projects (UASI)
• Applicants must propose at least four and may include up to ten investments. • Within each investment in their IJ, Urban Areas must propose at least one project to describe the activities they are planning to implement with UASI funds. There is no limit to the number of projects that may be submitted.
• Required national priority IJs must include the name of the priority in the investment name for easy identification.
• Of the proposed projects, Urban Areas are required to propose one single project, as part of the required intelligence and information sharing investment justification, in support of a designated fusion center within the Urban Area, if applicable. Recipients must coordinate with the fusion center when developing a fusion center project prior to submission. See additional information on how to develop fusion center investments below. • Of the proposed UASI-funded investments, one project in each of the required Cybersecurity and Soft Targets/Crowded Places investments, must be in support of enhancing election security.

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All emergency communications investments must describe how such activities align with their Statewide Communication Interoperable Plan (SCIP). Recipients must coordinate with their Statewide Interoperability Coordinator (SWIC) and/or Statewide Interoperability Governance Body (SIGB) when developing an emergency communications investment prior to submission to ensure the project supports the statewide strategy to improve emergency communications and is compatible and interoperable with surrounding systems. The investment name must include the words “emergency communications” to easily identify any emergency communications investments.

All requested funding must be associated with specific projects. For each project, several pieces of information must be provided to submit the project for consideration in the application, including the name of the project, the project description, the name of the subrecipient, if applicable, the recipient type (e.g., state or local), the project location (zip code of the primary location of the project), the primary core capability the project supports, whether the project activities are shareable and deployable, and which priority area (if any) the project is in support of. Projects should describe how the proposed investment supports closing capability gaps or sustaining capabilities identified in the THIRA/SPRprocess

Priority Investments - UASI
High-risk urban areas are encouraged to review the Strategic Framework for Countering Terrorism and Targeted Violence when developing investments.

Cybersecurity Investment Justification (5 percent)
At least one investment must be in support of the urban area’s cybersecurity efforts. The investment must meet or exceed the FY 2020 national priority percentage for cybersecurity, and will also be subject to DHS/FEMA’s evaluation of the effectiveness of the proposed investments, in order to receive a full allocation of UASI and SHSP funds. Cybersecurity investments must support the security and functioning of critical infrastructure and core capabilities as they relate to preventing, preparing for, protecting against, or responding to acts of terrorism. Recipients and subrecipients of FY 2020 HSGP awards will be required to complete the 2020 Nationwide Cybersecurity Review
(NCSR), enabling agencies to benchmark
and measure progress of improving their cybersecurity posture. The CIO, CISO or equivalent for each recipient should complete the NCSR. If there is no CIO or CISO, the most senior cybersecurity professional should complete the assessment. The NCSR is available at no cost to the user and takes approximately 2- 3 hours to complete. The 2020 NCSR will be open from October – December 2020.

• The NCSR is an annual requirement for recipients and subrecipients of HSGP funds.

Additionally, FEMA recognizes that some subawards will not be issued until after the NCSR has closed. In such cases, such subrecipients will be required to complete the first available NCSR offered after the subaward has been issued by the pass-through entity. •
Although not required by SLTTs that did not receive HSGP funds, all SLTT agencies with preparedness responsibilities are highly encouraged to participate and complete the NCSR to evaluate their cybersecurity posture. For detailed information and background on the NCSR, please see Information Bulletin 439.

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Given the increased risk to soft targets and crowded places, at least one investment must be in support of the urban area’s efforts to protect soft targets/crowded places. Additionally, the proposed investment must meet or exceed the FY 2020 national priority percentage for soft targets/crowded places and will also be subject to DHS/FEMA’s evaluation of the effectiveness of the proposed investments, in order to receive a full allocation of UASI funds. Additional resources and information regarding securing soft targets and crowded places are available through the Cybersecurity and Infrastructure Security Agency .

Agency.

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critical to homeland security operations and the prevention of, preparation for, protection against, and responding to acts of terrorism.

Given the importance of information sharing and collaboration to effective homeland security solutions, at least one investment must be in support of the urban area’s efforts to enhance information sharing and cooperation with DHS and other federal agencies. As noted above, this requirement must include at least one dedicated fusion center project. Additional instructions on development of the fusion center project can be found below. Applicants must justify persuasively how they will contribute to the information sharing and collaboration purposes of the investment and a culture of national preparedness, including how they will identify, address, and overcome any existing laws, policies, and practices that prevent information sharing.

Additionally, the proposed investment must meet or exceed the FY 2020 national priority percentage for information sharing and cooperation with DHS, and will also be subject to DHS/FEMA’s evaluation of the effectiveness of the proposed investments, in order to receive a full allocation of UASI funds. Additional resources and information regarding collaboration and information sharing are available through the Department’s Office of Intelligence and Analysis .

Due to the proliferation of such information and technologies, rogue nations and non-state actors have more opportunities to develop, acquire, and use WMDs than ever before. Similarly, the proliferation of unmanned aircraft systems, artificial intelligence, and biotechnology increase opportunities of threat actors to acquire and use these capabilities against the United States and its interests.

Given the increased risk of emerging threats, at least one investment must be in support of the urban area’s efforts to address emerging threats. Additionally, the proposed investment must meet or exceed the FY 2020 national priority percentage for emerging threats, and will also be subject to DHS/FEMA’s evaluation of the effectiveness of the proposed investments, in order to receive a full allocation of UASI funds. Additional resources and information regarding emerging threats are available through the Countering Weapons of Mass Destruction Office and
the Cybersecurity and Infrastructure Security Agency.

Development of Fusion Center Projects (SHSP and UASI)
If applicable, each applicant must identify a fusion center project that will:
• Indicate alignment to a designated Fusion Center.
• Provide both a brief narrative description and funding itemization for the proposed project activities that directly support the designated fusion center. • The descriptive narrative and the financial itemization should align improvement or sustainment requests with fusion center activities as they relate to the Fusion Center Performance Measures found in the Preparedness Grants Manual.

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• If the project description and funding itemization do not directly support the fusion center or clearly align to the Fusion Center Performance Measures, then the project may be conditionally approved until a Fusion Center Addendum is submitted.

Sample Fusion Center Funding Itemization
A sample project description and funding itemization are below. For the itemized projects, clearly identify the anticipated fusion center performance improvement or sustainment as a result of the proposed funding.

The X Fusion enhancement project will fund:
• Salaries, benefits, and training for X number of Fusion Center intelligence analysts • Travel costs associated with fusion center analyst training. • This project will directly sustain the Center’s current capabilities and performance and directly aligns with performance measures 2020.XXX.
• We anticipate seeing an improvement in the quality and quantity of analytic production and responses to requests for information as a direct result of the funding of this project.

The funding itemization for a fusion center project should include the amount and percent of each relevant solution area. As an example:

Solution Area and Amount of Proposed
Funding
Percent of Proposed
Funding
Planning: $10,000.00 2%
Organization: $200,000 48%
Equipment: $200,000 48%
Training: $10,000 2%
Exercises: $0 0%
Total: $420,000 100%

Completing IJs in the Grant Reporting Tool (GRT) (SHSP and UASI) In the Related Documents section of the Grants.gov posting, applicants can find the IJ template and instructions for collecting the required information for investments and projects. Additionally, applicants should utilize the Project Worksheet located in Grants.gov posting to assemble the information required for each project, which will facilitate the input of that information into the GRT.

Development of Concept of Operations for OPSG
As part of the FY 2020 OPSG application process, each eligible local unit of government at the county or Federally recognized tribal government level must develop a strategic plan called a Concept of Operations (CONOP)/Application, which is a formal proposal of action to address a specific situation and forms the basis for Operations Orders, in coordination with state and Federal law enforcement agencies, to include, but not limited to CBP/USBP. CONOPs that are developed at the county level should be inclusive of city, county, tribal, and other local law enforcement agencies that are eligible to participate in OPSG operational activities, and the CONOP/Application should describe participating agencies in the Executive Summary.

CONOP/Application details should include the names of the agencies, points of contact, and individual funding requests. All CONOPs/Applications must be developed in collaboration with

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the local USBP sector office, the SAA and the local unit of government. Requests for funding in CONOPs/Applications must be based on risks and the operational enforcement support requirements of its corresponding USBP Sector, as well as the national priorities identified below. USBP Sector offices will forward the CONOPs to USBP Headquarters for vetting and coordination. Applicants will forward corresponding OPSG Applications to the SAA for submission to FEMA. USBP Headquarters will reconcile all submitted CONOPs with the OPSG Applications. FEMA will review and evaluate all CONOPs and OPSG Applications and funding will be allocated based on the review and selection criteria identified in this NOFO.

OPSG Applicants will be required to clearly articulate and identify how the CONOPs will address the national priorities identified below.

Information Sharing and Cooperation
Effective border security operations rely on timely information sharing and actionable intelligence to accurately assess and prevent threats against the United States. Accordingly, DHS works diligently to enhance intelligence collection, integration, analysis, and information sharing capabilities to ensure partners, stakeholders, and senior leaders receive actionable intelligence and information necessary to inform their decisions and operations. A critical and statutorily charged mission of DHS is to deliver intelligence and information to federal, state, local, and tribal governments and private sector partners. Cooperation and information sharing among state, federal, and local partners across all areas of the homeland security enterprise, including counterterrorism, cybersecurity, border security, immigration enforcement, and other areas is critical to homeland security operations and the prevention of, preparation for, protection against, and responding to acts of terrorism.

Given the importance of information sharing and collaboration to effective homeland security solutions, the CONOP must be in support of the recipient’s efforts to enhance information sharing and cooperation with DHS and other federal agencies. Applicants must justify persuasively how they will contribute to the information sharing and collaboration purposes of the OPSG program and a culture of national preparedness, including how they will identify, address, and overcome any existing laws, policies, and practices that prevent information sharing. Additional resources and information regarding collaboration and information sharing are available through the Department’s Office of Intelligence and Analysis .

Emerging Threats
The spread of rapidly evolving and innovative technology, equipment, techniques, and knowledge presents new and emerging dangers for homeland security in the years ahead.

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Given the increased risk of emerging threats, the CONOP must be in support of the recipient’s efforts to address emerging threats. Additional resources and information regarding emerging threats are available through the Countering Weapons of Mass Destruction Office and the
Cybersecurity and Infrastructure Security Agency.

11. Intergovernmental Review
An intergovernmental review may be required. Applicants must contact their state’s Single Point of Contact (SPOC) to comply with the state’s process under Executive Order 12372. See https://www.archives.gov/Federal-register/codification/executive-order/12372.html ;
https://www.whitehouse.gov/wp-content/uploads/2017/11/SPOC-Feb.-2018.pdf.

12. Funding Restrictions
Federal funds made available through this award may be used for the purpose set forth in this award and must be consistent with the statutory authority for the award. Award funds may not be used for matching funds for any other Federal awards, lobbying, or intervention in Federal regulatory or adjudicatory proceedings. In addition, Federal funds may not be used to sue the Federal Government or any other government entity. See the Preparedness Grants Manual for
more information on funding restrictions.

13. Environmental Planning and Historic Preservation (EHP) Compliance See the Preparedness Grants Manual for information on EHP Compliance.

14. Emergency Communications Investments
If an entity uses HSGP funding to support emergency communications investments, the following requirements shall apply to all such grant-funded communications investments in support of the emergency communications priorities and recognized best practices:
• Applicants must describe in the investment how proposed communications investments align to needs identified in their SCIP. Effective project alignment will require advance coordination with the SWIC and consultation with governing bodies such as the SIGB or Statewide Interoperability Executive Committee (SIEC), as they serve as the primary steering group for the statewide interoperability strategy. Additionally, recipients should consult subject matter experts serving on governance bodies, such as broadband experts, chief information officers, representatives from utilities, or legal and financial experts, when developing proposals.
• The signatory authority for the SAA must certify in writing to DHS/FEMA their compliance with the SAFECOM Guidance. The certification letter should be coordinated with the SWIC for each state and must be uploaded to ND Grants at the time of the first Program Performance Report (PPR) submission. • All states and territories must designate a full-time SWIC who has the authority and resources to actively improve interoperability with emergency management and response agencies across all levels of government, to include establishing statewide plans, policies, and procedures, and coordinating decisions on communications investments funded through Federal grants. Note that the designated full-time SWIC may also be the state’s or territory’s cybersecurity point of contact. SWIC status information will be maintained by the DHS Office of Emergency Communications and will be verified by FEMA GPD through programmatic monitoring activities.

• By the period of performance end date, all states and territories must update the SCIP, with a focus on communications resilience/continuity, to include assessment and

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mitigation of all potential risks identified in the SCIP: natural disasters, accidental damage (human failures), intentional damage (sabotage, terrorism), cybersecurity, etc.

Following the initial update, the SCIP should be updated on an annual basis. SCIP status information will be maintained by the DHS Office of Emergency Communications and will be verified by FEMA GPD through programmatic monitoring activities.

All states and territories must test their emergency communications capabilities and procedures (as outlined in their operational communications plans) in conjunction with regularly planned exercises (separate/addition emergency communications exercises are not required) and must submit an After Action Report/Improvement Plan (AAR/IP) to the Homeland Security Exercise and Evaluation Program’s (HSEEP) electronic message inbox at [email protected] within 90
days of exercise completion. Exercises should be used to both demonstrate and validate skills learned in training and to identify gaps in capabilities. Resilience and continuity of communications should be tested during training and exercises to the greatest extent possible.

Further, exercises should include participants from multiple jurisdictions, disciplines, and levels of government and include emergency management, emergency medical services, law enforcement, interoperability coordinators, public health officials, hospital officials, officials from colleges and universities, and other disciplines and private sector entities, as appropriate.

Findings from exercises should be used to update programs to address gaps in emergency communications as well as emerging technologies, policies, and partners. Recipients are encouraged to increase awareness and availability of emergency communications exercise opportunities across all levels of government.

States, territories, and other eligible grant recipients are advised that HSGP funding may be used to support communications planning (including the cost of hiring a SWIC, participation in governance bodies and requirements delineated above
), training, exercises, and equipment costs.

Costs for transitioning to the FirstNet network may also be eligible. More information regarding FirstNet can be found in the
Preparedness Grants Manual.

15. Detailed Budget
Applicants must provide budget summary worksheets for all funds requested at the time of application. The budget summary worksheets must be complete, reasonable, and cost-effective in relation to the proposed project and should provide the basis of computation of all project- related costs (including management and administrative costs) and any appropriate narrative.

FEMA must be able to thoroughly evaluate the projects being submitted based on the information provided. FEMA must be able to determine how much funding is being used by the direct recipient for projects carried out by the direct recipient and how much funding is being passed through to sub-recipients for each sub-program (UASI, SHSP, OPSG). Consequently, applicants must provide an appropriate level of detail within the budget summary worksheets to clarify what will be purchased and spent. Sample budget summary worksheets are available on the grants.gov posting for the HSGP in the Related Documents tab and may be used as a guide to assist applicants in the preparation of budgets and budget narratives.

16. Funds Transfer Restriction
The recipient is prohibited from transferring funds between programs (includes the SHSP, the UASI, and OPSG). Recipients can submit an investment/project where funds come from multiple funding sources (e.g., the SHSP and UASI), however, recipients are not allowed to

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divert funding from one program to another due to the risk-based funding allocations, which were made at the discretion of DHS/FEMA.

17. Pre-Award Costs
Pre-award costs are allowable only with the prior written approval of DHS/FEMA and as included in the award agreement. To request pre-award costs, a written request must be included with the application, signed by the Authorized Representative of the entity. The letter must outline what the pre-award costs are for, including a detailed budget break-out of pre-award costs from the post-award costs, and a justification for approval.

18. Cost Principles
Costs charged to this award must be consistent with the Cost Principles for Federal Awards located at 2 C.F.R. Part 200, Subpart E. For more information on 2 C.F.R. Part 200, please refer to FEMA GPD Information Bulletin 400
, FEMA’s Implementation of 2 C.F.R. Part 200, the
Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (“Super Circular” or “Omni Circular”).

19. Direct Costs
a. Planning
Planning costs are allowed under this program.

b. Organization
Organization costs are allowed under this program.

c. Equipment
Equipment costs are allowed under this program.

d. Training
Training costs are allowed under this program.

e. Exercises
Exercise costs are allowed under this program.

f. Personnel
Personnel hiring, overtime, and backfill expenses are permitted under this grant to perform allowable HSGP planning, organization, training, exercise, and equipment activities. Under OPSG, overtime costs are allowable only in so far as they meet the intent of the program. All recipients and subrecipients of HSGP funds, including SHSP, UASI, and OPSG allocations, may not use more than 50 percent of their awards to pay for personnel activities unless a waiver is approved by FEMA. For more information on the 50 percent personnel cap, please see FEMA Information Bulletin (IB) 421, Clarification on the Personnel Reimbursement for Intelligence Cooperation and Enhancement of Homeland Security Act of 2008 (Public Law 110-412) – the PRICE Act.

g. Operational Overtime
Operational overtime costs are allowed under this program. Prior to use of funds for operational overtime, recipients must receive approval from DHS/FEMA.

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h. Travel
Domestic travel costs are allowed under this program, as provided for in this NOFO. International travel is not an allowable cost under this program unless approved in advance by DHS/FEMA.

i. Construction and Renovation
Construction and renovation costs to achieve capability targets related to preventing, preparing for, protecting against, or responding to acts of terrorism are allowed under this program. For construction and renovation costs to be allowed, they must be specifically approved by DHS/FEMA in writing prior to the use of any program funds. Applicants must use the EHP approval process. Limits on the total amount of grant funding that may be used for construction or renovation may apply. Additionally, recipients are required to submit Standard Form 424C.

j. Maintenance and Sustainment
Maintenance- and sustainment-related costs, such as maintenance contracts, warranties, repair or replacement costs, upgrades, and user fees, are allowable as described in FP 205-402-125-1, Maintenance Contracts and Warranty Coverage Funded by Preparedness Grants Policy (http://www.fema.gov/media-library/assets/documents/32474 ).

k. Management and Administration (M&A) Costs
Management and administration (M&A) activities are those directly relating to the management and administration of HSGP funds, such as financial management and monitoring. A maximum of up to five percent of HSGP funds awarded may be retained by the state, and any funds retained are to be used solely for M&A purposes associated with the HSGP award.

Subrecipients may also retain a maximum of up to five percent of the funding passed through by the state solely for M&A purposes associated with the HSGP award.

Recipients or subrecipients may apply or credit M&A funding toward the recipient’s requirement to allocate funding toward the four national priority areas. For example, if a recipient spends $5,000 to manage or administer its funding dedicated toward its enhancing cybersecurity investment, the recipient may credit that funding toward its requirement to allocate at least 5 percent of its award to enhancing cybersecurity.

A state’s HSGP funds for M&A calculation purposes includes the total of its SHSP, UASI, and OPSG awards. While the SAA may retain up to five percent of this total for M&A, the state must still ensure that all subrecipient award amounts meet the mandatory minimum pass- through requirements that are applicable to each HSGP program. To meet this requirement, the percentage of SHSP and UASI funds passed through to local or tribal jurisdictions must be based on the state’s total HSGP award prior to withholding any M&A.

In retaining these funds, states may retain a maximum of 2.5 percent of the OPSG allocation, which must be withheld from the pass-through to each subrecipient county or tribe in an equal percentage. The SAA may also retain additional funding from its SHSP award to manage and administer the OPSG award, but that additional amount is also capped at an amount equal to

2.5 percent of the OPSG award. Examples applying this principle:

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SAA 1:

SHSP: $1,000,000
OPSG: $2,500,000
UASI: $2,500,000
M&A Maximum: $300,000 (5 percent of $6,000,000)
Maximum M&A for SHSP = $50,000
Maximum M&A for OPSG = $125,000. Of that amount, $62,500 (2.5 percent) may be retained from the OPSG allocation, and the other $62,500 would come from the SHSP allocation. Any amount used to manage and administer OPSG that is charged to SHSP may be above and beyond the $50,000 available to manage the SHSP allocation.

SAA 2:

SHSP: $3,500,000
OPSG: $1,000,000
M&A Maximum: $225,000 (5 percent of $4,500,000)
Maximum M&A for SHSP: $175,000
Maximum M&A for OPSG = $50,000. Of that amount, $25,000 (2.5 percent) may be retained from the OPSG allocation, and the other $25,000 would come from the SHSP allocation. Any amount used to manage and administer OPSG that is charged to SHSP may be above and beyond the $175,000 available to manage the SHSP allocation.

Please note, Information Bulletin (IB) 365: Management and Administration Costs in the

Homeland Security and DHS/FEMA Policy 207-087-1, which can be found at http://www.fema.gov/library/viewRecord.do?id=7837, do not apply to awards made in FY 2020 under this NOFO. The IB and Policy remain in effect for all previous awards.

L. Critical Emergency Supplies
Critical emergency supplies are allowed under this program.

M. Secure Identification
Secure Identification costs are allowed under this program.

N. Indirect (Facilities & Administrative [F&A]) Costs
Indirect costs are allowable under this program as described in 2 C.F.R. Part 200, including 2 C.F.R. § 200.414. Applicants with a negotiated indirect cost rate agreement that desire to charge indirect costs to an award must provide a copy of their negotiated indirect cost rate agreement at the time of application. Applicants that are not required by 2 C.F.R. Part 200 to have a negotiated indirect cost rate agreement but are required by 2 C.F.R. Part 200 to develop an indirect cost rate proposal must provide a copy of their proposal at the time of application. Post-award requests to charge indirect costs will be considered on a case-by-case basis and based upon the submission of an agreement or proposal as discussed above.

O. General Purpose Equipment
HSGP allows expenditures on general purpose equipment if it aligns to and supports one or more core capabilities identified in the Goal and has a nexus to terrorism preparedness. General purpose equipment, like all equipment funded under the HSGP, must be sharable through the

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Emergency Management Assistance Compact (EMAC)3 and allowable under 6 U.S.C. § 609, and any other applicable provision of the Homeland Security Act of 2002, as amended.

Examples of such general-purpose equipment may include:
• Law enforcement vehicles;
• Emergency medical services (EMS) equipment and vehicles; • Fire service equipment and vehicles, to include hose, pump accessories, and foam concentrate for specialized chemical, biological, radiological, nuclear, and explosives (CBRNE) response;
• Interoperability of data systems, such as computer aided dispatch (CAD) and record management systems (RMS); and
• Office equipment for staff4 engaged in homeland security program activity.

Equipment allowability is based on the Authorized Equipment List (AEL) but exceptions may be considered on a case-by-case basis if (1) the equipment identified to be purchased directly maps to a core capability contained within the Goal, and (2) the equipment’s purpose (when operational) falls under the permitted use of funds in accordance with 6 U.S.C. § 609, and any other applicable provision of the Homeland Security Act of 2002, as amended.

P. Allowable Cost Matrix
The following matrix provides allowable cost activities that fall under each of the cost categories noted above. Recipients and subrecipients must follow all applicable requirements in 2 C.F.R. Part 200 (Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards). Funds under HSGP may be used to cover the costs for evaluating the impact of these grants on the state or urban area’s core capabilities and capability gaps. This list is not exhaustive, therefore, if there are any questions regarding allowable costs, please contact the appropriate HQ GPD Program Analyst. For additional information on allowable costs, see the Preparedness Grants Manual.

Allowable Program Activities SHSP UASI OPSG
Allowable Planning Costs
Developing hazard/threat-specific annexes Y Y N
Developing and implementing homeland security support programs and adopting ongoing DHS/FEMA nationalinitiatives

N
Developing related terrorism and other catastrophic event prevention activities Y Y N Developing and enhancing plans and protocols Y Y N
Developing or conducting assessments Y Y N
Hiring of full- or part-time staff or contract/consultants to assist with planning activities

N
Materials required to conduct planning activities Y Y N Travel/per diem related to planning activities Y Y Y
Overtime and backfill costs (in accordance with operational Cost Guidance) Y Y Y Issuance of WHTI-compliant Tribal identification cards Y N N Activities to achieve planning inclusive of people with disabilities and others with access and functional needs and limited English proficiency. Y Y N

3 Except for American Samoa and the Commonwealth of the Northern Mariana Islands, which are not required to belong to EMAC at this time.
4 This applies to all homeland security personnel and is not limited to management and administration staff, and costs are to be captured outside the cap on management and administration costs

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Allowable Program Activities SHSP UASI OPSG
Coordination with Citizen Corps Councils for public information/education and development of volunteer programs Y Y N
Update governance structures and processes and plans for emergency communications Y Y N Development, and review and revision of continuity of operations plans Y Y N Development, and review and revision of the THIRA/SPR continuity of operations plans Y Y N Allowable Organizational Activities
Note: Personnel hiring, overtime, and backfill expenses are permitted under this grant only to the extent that such expenses are for the allowable activities within the scope of the grant.

Program management Y Y N
Development of whole community partnerships Y Y N
Structures and mechanisms for information sharing between the public and private sector Y Y N
Implementing models, programs, and workforce enhancement initiatives Y Y N Tools, resources, and activities that facilitate shared situational awareness between the public and private sectors Y Y N
Operational support Y Y N
Utilization of standardized resource management concepts Y Y N Responding to an increase in the threat level under the National Terrorism Advisory System (NTAS), or needs in resulting from a National Special Security Event Y Y N Reimbursement for select operational expenses associated with increased security measures at critical infrastructure sites incurred (up to 50 percent of the allocation) Y Y Y Overtime for information, investigative, and intelligence sharing activities (up to 50 percent of the allocation) Y Y Y
Hiring of new staff positions/contractors/consultants for participation in information/intelligence analysis and sharing groups or fusion center activities (up to 50 percent of theallocation).

Y
Allowable Equipment Categories
Personal Protective Equipment Y Y Y
Allowable Equipment Categories
Explosive Device Mitigation and Remediation Equipment Y Y N CBRNE Operational Search and Rescue Equipment Y Y N
Information Technology Y Y Y
Cybersecurity Enhancement Equipment Y Y N
Interoperable Communications Equipment Y Y Y
Detection Y Y Y
Decontamination Y Y N
Medical countermeasures Y Y Y
Power (e.g., generators, batteries, power cells) Y Y Y
CBRNE Reference Materials Y Y N
CBRNE Incident Response Vehicles Y Y N
Terrorism Incident Prevention Equipment Y Y Y
Physical Security Enhancement Equipment Y Y Y
Inspection and Screening Systems Y Y Y
Animal Care and Foreign Animal Disease Y Y N
CBRNE Prevention and Response Watercraft Y Y N
CBRNE Prevention and Response Unmanned Aircraft Y Y N
CBRNE Aviation Equipment Y Y N
CBRNE Logistical Support Equipment Y Y N
Intervention Equipment (e.g., tactical entry, crime scene processing) Y Y Y Critical emergency supplies Y Y N
Vehicle acquisition, lease, and rental N N Y
Other Authorized Equipment Y Y Y

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FY 2020 HSGP NOFO

Allowable Program Activities SHSP UASI OPSG
Allowable Training Costs
Overtime and backfill for emergency preparedness and response personnel attending DHS/FEMA-sponsored and approved training classes Y Y N
Overtime and backfill expenses for part-time and volunteer emergency response personnel participating in DHS/FEMA training Y Y N
Training workshops and conferences Y Y Y
Activities to achieve training inclusive of people with disabilities and others with access and functional needs and limited English proficiency Y Y N Full- or part-time staff or contractors/consultants Y Y Y Travel Y Y Y
Supplies Y Y N
Instructor certification/re-certification Y Y N
Coordination with Citizen Corps Councils in conducting training exercises Y Y N Interoperable communications training Y Y N
Activities to achieve planning inclusive of people with limited English proficiency Y Y N Immigration enforcement training Y Y Y
Allowable Exercise Related Costs
Design, Develop, Conduct, and Evaluate an Exercise Y Y N Full- or part-time staff or contractors/consultants Y Y N Overtime and backfill costs, including expenses for part-time and volunteer emergency response personnel participating in DHS/FEMA exercises Y Y N Implementation of HSEEP Y Y N
Activities to achieve exercises inclusive of people with disabilities and others with access and functional needs Y Y N
Travel Y Y N
Supplies Y Y N
Interoperable communications exercises Y Y N
Allowable Exercise Related Costs
Activities to achieve planning inclusive of people with limited English proficiency Y Y N Allowable Management & Administrative Costs
Hiring of full- or part-time staff or contractors/consultants to assist with the management of the respective grant program, application requirements, and compliance with reporting and data collection requirements

Y
Development of operating plans for information collection and processing necessary to respond to DHS/FEMA data calls Y Y Y
Overtime and backfill costs Y Y Y
Travel Y Y Y
Meeting related expenses Y Y Y
Authorized office equipment Y Y Y
Recurring expenses such as those associated with cell phones and faxes during the PoP of the grant program Y Y N
Leasing or renting of space for newly hired personnel during the PoP of the grant Program Y Y N
Law Enforcement Terrorism Prevention Activities (LETPA) Costs Integration and interoperability of systems and data, such as CAD and RMS, to facilitate the collection, Y Y N
Maturation and enhancement of designated state and major Urban Area fusion centers Y Y N
Coordination between fusion centers and other analytical and investigative efforts Y Y N

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Allowable Program Activities SHSP UASI OPSG
Implementation and maintenance of the Nationwide SAR Initiative Y Y N Implementation of the "If You See Something, Say Something®" campaign Y Y N Increase physical security, through law enforcement personnel and other protective measures, by implementing preventive and protective measures at critical Y Y N Building and sustaining preventive radiological and nuclear detection capabilities Y Y N

E. Application Review Information

1. Application Evaluation Criteria
a. Programmatic Criteria
Allocations

Risk Methodology and Effectiveness Review
The risk methodology and effectiveness review first determine the relative risk of terrorism faced by a given area considering the potential risk of terrorism to people, critical infrastructure, and economic security. The analysis includes, but is not limited to, threats from violent domestic extremists, international terrorist groups, and individuals inspired by terrorists abroad.

See the Preparedness Grants Manual
and Application Evaluation Criteria for additional
information on risk methodology and effectiveness review.

The second part of the risk methodology and effectiveness review determines whether the proposed project is clear, logical, and reasonable to address the priority area of interest and contribute to a culture of national preparedness. This part considers factors such as how well the project is described and how well the project addresses the objectives and strategies of the priority area.

Risk and effectiveness will be given equal consideration in determining final award amounts.

NOTE: The THIRA/SPR process is separate from the risk methodology and effectiveness review, and its results do not affect grant allocations.

Evaluation Criteria
FEMA will evaluate the FY 2020 HSGP applications for completeness, adherence to programmatic guidelines, and anticipated effectiveness of the proposed investments. FEMA’s review will include verification that each IJ or project:
• Meets the national priority required spend percentages. • Aligns with at least one core capability identified in the Goal; • Demonstrates how investments support closing capability gaps or sustaining capabilities identified in the THIRA/SPR process; and
• Supports a NIMS-typed resource and whether those assets are deployable/shareable to support emergency or disaster operations per existing EMAC agreements.

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In addition to the above, FEMA will determine whether the proposed approach is clear, logical, and reasonable to address the priority areas of interest and contribute to a culture of national preparedness. This part considers factors such as the objectives and strategies proposed to address the priority area, how the objectives and strategies overcome legal, political, or practical obstacles to reduce overall risk, the process and criteria to select additional relevant projects, and the approach to monitor awards to satisfy the funding percentage allocations. Effectiveness will be evaluated prior to award and may impact the final overall award amount. To that end, IJs should include:
• How the proposed investment addresses the national priority; • An explanation of how the proposed projects were selected and will achieve objectives and strategies to build or sustain the core capability gaps identified in the SPR, including expected long-term impact where applicable;
• A summary of laws, policies and practices that can be enhanced, eliminated, or otherwise changed in order to achieve the goals of the project and foster a culture of national preparedness;
• A summary of the collaboration efforts to prevent, prepare for, protect against, and respond to acts of terrorism as well as anticipated outcomes of the project.

For FY 2020 HSGP applications, effectiveness will be evaluated based on the following five factors:
• Investment Strategy (30%): Proposals will be evaluated based on the quality and extent to which applicants describe an effective strategy that demonstrates that proposed projects support the program objective of preventing, preparing for, protecting against, and responding to acts of terrorism, to meet its target capabilities, and otherwise reduce the overall risk to the high-risk urban area, the State, or the Nation.

• Budget (10%): Proposals will be evaluated based on the extent to which applicants describe a budget plan for each investment demonstrating how the applicant will maximize cost effectiveness of grant expenditures.

• Impact/Outcomes (30%): Proposals will be evaluated on how this investment helps the jurisdiction close capability gaps identified in its Stakeholder Preparedness Review and addresses national priorities outlined in the FY 2020 NOFO. Further, proposals will be evaluated on their identification and estimated improvement of core capability(ies), theassociated standardized target(s) that align with their proposed investment, and the ways in which the applicant will measure and/or evaluate improvement.

• Collaboration (30%): Proposals will be evaluated based on the degree to which the proposal adequately details how the recipient will use investments and other means to overcome existing logistical, technological, legal, policy, and other impediments to collaborating, networking, sharing information, cooperating, and fostering a culture of national preparedness with federal, state, tribal, and local governments, as well as other regional and nonprofit partners in efforts to prevent, prepare for, protect against, and respond to acts of terrorism, to meet its target capabilities, support the national security mission of DHS and other federal agencies, and to otherwise reduce the overall risk to the high-risk urban area, the State, or the Nation. In evaluating applicants under this factor FEMA will consider the information provided by the applicant and may also consider relevant information from other sources.

• Past Performance (additional consideration): Proposals will be evaluated based on the

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applicants demonstrated capability to execute the proposed investments. In evaluating applicants under this factor FEMA will consider the information provided by the applicant and may also consider relevant information from other sources.

Recipients are expected to conform, as applicable, with accepted engineering practices, established codes, standards, modeling techniques, and best practices, and participate in the development of case studies demonstrating the effective use of grant funds, as requested.

Review and Selection Process (SHSP and UASI)
To ensure the effectiveness of proposed investments and projects, all applications will undergo a Federal review as described herein. The Federal review will be conducted by DHS and FEMA. IJs will be reviewed at both the investment and project level. Results of the effectiveness analysis may result in a recipient receiving a reduced grant award.

Cybersecurity investments will be reviewed by DHS/FEMA, CISA, and other DHS components as appropriate, for compliance with purposes and requirements of the priority investment area. Proposed investments will be reviewed for effectiveness using the criteria set forth in this NOFO.

Soft Targets/Crowded Places investments will be reviewed by DHS/FEMA, CISA, and other DHS components as appropriate, for compliance with purposes and requirements of the priority investment area. Proposed investments will be reviewed for effectiveness using the criteria set forth in this NOFO.

Information Sharing and Cooperation Investments will be reviewed by DHS/FEMA, DHS Intelligence and Analysis, and other DHS components as appropriate, for compliance with purposes and requirements of the priority investment area. Proposed investments will be reviewed for effectiveness using the criteria set forth in this NOFO.

As part of the above, Fusion center projects will be reviewed by DHS/FEMA for compliance with HSGP NOFO requirements to prioritize the alignment of requests with results from the annual Fusion Center Assessment Program. If a fusion center investment does not meet the requirements, a Fusion Center Addendum must be completed and submitted for review and approval prior to expending funds allocated to fusion center activities.

Emerging threats investments will be reviewed by DHS/FEMA, DHS Countering Weapons of Mass Destruction Office, and other DHS components as appropriate, for compliance with purposes and requirements of the priority investment area. Proposed investments will be reviewed for effectiveness using the criteria set forth in this NOFO.

All other proposed investments not associated with a required investment justification will undergo a Federal review by DHS/FEMA to verify compliance with all administrative and eligibility criteria identified in the NOFO.

Review and Selection Process (OPSG)
Applications will be reviewed by the SAA and USBP for completeness and adherence to programmatic guidelines and evaluated for anticipated feasibility, need, and impact of the

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Operations Orders. For more information on Operations Orders and other requirements of OPSG, see the Preparedness Grants Manual.

DHS/FEMA will verify compliance with all administrative and eligibility criteria identified in the NOFO and required submission of Operations Orders and Inventory of Operations Orders by the established due dates. DHS/FEMA and USBP will use the results of both the risk analysis and the Federal review by DHS/FEMA to make recommendations for funding to the Secretary of Homeland Security.

FY 2020 OPSG funds will be allocated competitively based on risk-based prioritization using the OPSG Risk Assessment described above. Final funding allocations are determined by the Secretary, who may consider information and input from various law enforcement offices or subject-matter experts within the Department. Factors considered include, but are not limited to, threat, vulnerability, miles of the border, and other border-specific law enforcement intelligence, as well as the feasibility of FY 2020 Operations Orders to designated localities within border states and territories.
b. Financial Integrity Criteria
Prior to making a Federal award, DHS/FEMA is required by 31 U.S.C. § 3321 note, 41 U.S.C. § 2313, and 2 C.F.R. § 200.205 to review information available through any OMB- designated repositories of government-wide eligibility qualification or financial integrity information. Application evaluation criteria may include the following risk-based considerations of the applicant:
• Financial stability;
• Quality of management systems and ability to meet management standards; • History of performance in managing Federal awards;
• Reports and findings from audits; and
• Ability to effectively implement statutory, regulatory, or other requirements.

c. Supplemental Financial Integrity Review
Prior to making a Federal award where the anticipated Federal share of a Federal award will be greater than the simplified acquisition threshold, currently $250,000 (see Section 805 of the National Defense Authorization Act for Fiscal Year 2008, Pub. L. No. 115-91, OMB Memorandum M-18-18 at https://www.whitehouse.gov/wp-content/uploads/2018/06/M-18-

18.pdf; see also FEMA GPD Information Bulletin No. 434, Increases and Changes to the Micro- Purchase and Simplified Acquisition Thresholds):
• DHS/FEMA is required to review and consider any information about the applicant in the designated integrity and performance system accessible through the System for Award Management (SAM), which is currently the Federal Awardee Performance and Integrity

Information System (FAPIIS) and is also accessible through the SAM website. • An applicant, at its option, may review information in FAPIIS and comment on any information about itself that a Federal awarding agency previously entered. • DHS/FEMA will consider any comments by the applicant, in addition to the other information in FAPIIS, in making a judgment about the applicant’s integrity, business ethics, and record of performance under Federal awards when completing the review of risk posed by applicants, as described in 2 C.F.R. § 200.205.

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F. Federal Award Administration Information

1. Notice of Award
See the Preparedness Grants Manual for information on Notice of Award.

2. SHSP and UASI Pass-Through Requirements
Awards made to the SAA for HSGP carry additional pass-through requirements. Pass-through is defined as an obligation on the part of the SAA to make funds available to local units of government, combinations of local units, tribal governments, or other specific groups or organizations. Four requirements must be met to pass-through grant funds:
• The SAA must make a firm written commitment to passing through grant funds to subrecipients;
• The SAA’s commitment must be unconditional (i.e., no contingencies for the availability of SAA funds);
• There must be documentary evidence (i.e., award document, terms, and conditions) of the commitment; and
• The award terms must be communicated to the subrecipient.

Timing and Amount
The SAA must pass-through at least 80 percent of the funds awarded under the SHSP and UASI to local or tribal units of government within 45 calendar days of receipt of the funds. “Receipt of the funds” occurs either when the SAA accepts the award or 15 calendar days after the SAA receives notice of the award, whichever is earlier.

SAAs are sent notification of HSGP awards via the GPD’s ND Grants system. If an SAA accepts its award within 15 calendar days of receiving notice of the award in the ND Grants system, the 45-calendar days pass-through period will start on the date the SAA accepted the award. Should an SAA not accept the HSGP award within 15 calendar days of receiving notice of the award in the ND Grants system, the 45-calendar days pass-through period will begin 15 calendar days after the award notification is sent to the SAA via the ND Grants system.

It is important to note that the PoP start date does not directly affect the start of the 45-calendar days pass-through period. For example, an SAA may receive notice of the HSGP award on August 20, 2020, while the PoP dates for that award are September 1, 2020, through August 31, 2022. In this example, the 45-day pass-through period will begin on the date the SAA accepts the HSGP award or September 4, 2020 (15 calendar days after the SAA was notified of the award), whichever date occurs first. The PoP start date of September 1, 2020 would not affect the timing of meeting the 45-calendar day pass-through requirement.

Other SHSP and UASI Pass-Through Requirements
The signatory authority of the SAA must certify in writing to DHS/FEMA that pass-through requirements have been met. A letter of intent (or equivalent) to distribute funds is not considered sufficient. The pass-through requirement does not apply to SHSP awards made to the District of Columbia, Guam, American Samoa, the U.S. Virgin Islands, and the Commonwealth of the Northern Mariana Islands. The Commonwealth of Puerto Rico is required to comply with the pass-through requirement, and its SAA must also obligate at least 80 percent of the funds to local units of government within 45 calendar days of receipt of the funds.

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Under SHSP, the SAA may retain more than 20 percent of funding for expenditures made by the state on behalf of the local unit(s) of government. This may occur only with the written consent of the local unit of government, specifying the amount of funds to be retained and the intended use of funds. States shall review their written consent agreements yearly and ensure that they are still valid. If a written consent agreement is already in place from previous fiscal years, DHS/FEMA will continue to recognize it for FY 2020, unless the written consent review indicates the local government is no longer in agreement. If modifications to the existing agreement are necessary, the SAA should contact their assigned FEMA HQ Program Analyst.

Additional OPSG Requirements
The recipient is prohibited from obligating or expending funds provided through this award until each unique and specific county-level or equivalent Operational Order/Fragmentary Operations Order budget has been reviewed and approved through an official electronic mail notice issued by DHS/FEMA removing this special programmatic condition.

3. Administrative and National Policy Requirements
See the Preparedness Grants Manual for information on Administrative and National Policy requirements.

4. Reporting
See the Preparedness Grants Manual for information on reporting requirements, including federal financial reporting requirements, programmatic performance reporting requirements, and closeout reporting requirements.

Threat and Hazard Identification and Risk Assessment (THIRA) and Stakeholder Preparedness Review (SPR) Process
See the Preparedness Grants Manual
for information on the THIRA and SPR process.

Supplemental Information Reporting Systems
In addition to ND Grants, the following information systems are used for the submission of required reports:

Grant Reporting Tool (GRT)
Information on the GRT can be found in the Preparedness Grants Manual.

Unified Reporting Tool (URT)
See the Preparedness Grants Manual
for information on the URT.

Closeout Reporting Requirements
See the Preparedness Grants Manual for information on closeout reporting requirements.

Disclosing Information per 2 C.F.R. § 180.335
See the Preparedness Grants Manual for information on disclosing information.

5. Monitoring
Per 2 C.F.R. § 200.336, DHS/FEMA through its authorized representatives, has the right, at all reasonable times, to make site visits to review project accomplishments and management control

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systems to review project accomplishments and to provide any required technical assistance. During site visits, DHS/FEMA will review grant recipients’ files related to the grant award. As part of any monitoring and program evaluation activities, grant recipients must permit DHS/FEMA, upon reasonable notice, to review grant-related records and to interview the organization’s staff and contractors regarding the program. Recipients must respond in a timely and accurate manner to DHS/FEMA requests for information relating to the grant program. See the Preparedness Grants

Manual for additional information on monitoring.

G. DHS/FEMA Awarding Agency Contact Information

1. Contact and Resource Information

Centralized Scheduling and Information Desk (CSID)
CSID is a non-emergency comprehensive management and information resource developed by DHS/FEMA for grant stakeholders. CSID provides general information on all DHS/FEMA grant programs and maintains a comprehensive database containing key personnel contact information at the Federal, state, and local levels. When necessary, recipients will be directed to a Federal point of contact who can answer specific programmatic questions or concerns. CSID can be reached by phone at (800) 368-6498 or by e-mail at [email protected], Monday through Friday,
9:00 a.m. – 5:00 p.m. ET.

GPD Grant Operations Division
GPD’s Grant Operations Division Business Office provides support regarding financial matters and budgetary, technical assistance. Additional guidance and information can be obtained by contacting the FEMA Call Center at 866-927-5646 or via e-mail to [email protected].

FEMA Regional Offices
FEMA Regional Offices may also provide fiscal support, including pre- and post-award administration and technical assistance such as conducting cash analysis, financial monitoring, and audit resolution for the grant programs included in this solicitation. GPD will provide programmatic support and technical assistance. FEMA Regional Office contact information is available here
.

GPD Environmental Planning and Historic Preservation (EHP) The DHS/FEMA GPD EHP Team provides guidance and information about the EHP review process to recipients and subrecipients. All inquiries and communications about GPD projects or the EHP review process, including the submittal of EHP review materials, should be sent to [email protected].

EHP Technical Assistance, including the EHP Screening Form, can be found online at https://www.fema.gov/media-library/assets/documents/90195.

2. Systems Information
Grants.gov
For technical assistance with Grants.gov, call the customer support hotline 24 hours per day, 7 days per week (except Federal holidays) at (800) 518-4726 or e-mail at [email protected].

Non-Disaster (ND) Grants
For technical assistance with the ND Grants system, please contact the ND Grants Helpdesk at

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FY 2020 HSGP NOFO
[email protected] or (800) 865-4076, Monday through Friday, 9:00 a.m. – 5:00 p.m. ET.

Payment and Reporting System (PARS)
DHS/FEMA uses the Payment and Reporting System (PARS) for financial reporting, invoicing and tracking payments. DHS/FEMA uses the Direct Deposit/Electronic Funds Transfer (DD/EFT) method of payment to recipients. To enroll in the DD/EFT, recipients must complete a Standard Form 119A, Direct Deposit Form.

H. Additional Information
GPD has developed the Preparedness Grants Manual to guide applicants and recipients of grant funding on how to manage their grants and other resources. Recipients seeking guidance on policies and procedures for managing preparedness grants should reference the Manual for further information. Examples of information contained in the Preparedness Grants Manual
include:
• Conflicts of Interest in the Administration of Federal Awards and Subawards; • Extensions;
• Monitoring;
• Procurement Integrity; and
• Other Post-Award Requirements.

I
n response to recent disasters, FEMA has introduced a new lifelines construct, in order to enable the continuous operation of government functions and critical business essential to human health, safety, or economic security during and after a disaster. To learn more about lifelines, please refer to the Preparedness Grants Manual, or visit http://www.fema.gov/national-

planning-frameworks.

Additionally, recipients can access the DHS Strategic Framework for Countering Terrorism and Targeted Violence which explains how the department will use the tools and expertise that have protected and strengthened the country from foreign terrorist organizations to address the evolving challenges of today.

EXHIBIT F

3. Taxpayer ID #:

2. Mailing Address (please let us know where you want your check delivered, including attention line if necessary):

No Yes
(attach State
Approval)
If Competitive,
indicate the # of
bids.

Non-Competitive
Bid Sole Source

8. TOTAL
I certify that (please use the checkbox):

3. 4.

5. AUTHORIZED CONTACT INFORMATION (If different from Section B):

PHONE #
E-MAIL:

Revised on December 2019
NOTE: This Form is intended for Internal SSD review purpose only.

AUTHORIZED PRINTED NAME AUTHORIZED TITLE
ASSIGNED INVOICE NO.:

2. All instructions for this form were followed and all the supporting documentation (per instructions) is included with this claim.

AUTHORIZED SIGNATURE DATE
$ -
SECTION D: SUB-RECIPIENT'S CERTIFICATION SECTION E: FOR SSD USE ONLY

1. I am the duly authorized officer of the claimant herein and this claim is in all respect true and correct. All expenditures were made in accordance with applicable laws, rules, regulations and grant conditions and assurances.

STAMP WITH RECEIVED DATE HERE:

7.CLAIM
AMOUNT
(indicate the
amount per each
line)
SECTION C: DETAIL PAYMENT REQUEST INFORMATION

1. SOLUTION AREA
(e.g. equipment, training,
planning, exercise, organization)

2. PROJECT #
(e.g. 011.22)

4. EHP required?
(Environmental & Historic
Preservation)

5. VENDOR'S INVOICE #
(Maximum of 5 invoices)

6. PURCHASE METHOD
(including Training)

4. Contact's e-mail:

4. Contact's phone:

1. Sub-recipient's Name: (reimbursement check will be made payable to a payee entered here)

4. Contact's Name:

Please submit Grant Payment Request Form along with legible supporting documents to: 1. Grant Name & Year:

[email protected]
In the event e-mail is not available, you can mail your Grant payment request to (please do not fax or send duplicates):

Department of Auditor-Controller
Shared Services Division / Attn: Grants Unit

LOS ANGELES COUNTY/DEPARTMENT OF AUDITOR-CONTROLLER

SHARED SERVICES DIVISION

GRANT PAYMENT REQUEST
SECTION A: SUBMITTING YOUR REQUEST
3470 Wilshire Blvd., Suite 812
Los Angeles, CA 90010
SECTION B: SUB-RECIPIENT'S INFORMATION

EXHIBIT G

Page 1 of 14 ends

Purpose of these instructions:

The following numerals provide the instructions to fill in the corresponding numeral in the form:

1. 2.

3. 4.

The following numerals provide the instructions to fill in the corresponding numeral in the form:

1. 2.

4. a)
Ensuring that all documents attached to your Grant payment requests are legible.

COUNTY OF LOS ANGELES

DEPARTMENT OF AUDITOR-CONTROLLER / SHARED SERVICES DIVISION

INSTRUCTIONS TO COMPLETE THE GRANT PAYMENT REQUEST
To assist sub-recipients in completing the Grant Payment Request. We appreciate your participation in this program, for questions or suggestions please use our e-mail below to contact us. Please do not send these instructions to us, they are to be used for your guidance only.

SECTION A: GENERAL INSTRUCTIONS FOR SUBMISSION OF GRANT PAYMENT REQUEST In numeral 1 of this section, please enter the name and year of the grant program that you are submitting for payment. In addition, please help us expedite the process of your Homeland Security claims by:

Completing the Grant payment request correctly and according to these instructions.

Submitting your Grant payment request using our e-mail --> [email protected] (please do not fax documents).

Sending your Grant payment request only once (we do not require original documents and duplicates will slow down our process).

Using the checkboxes to ensure all the required supporting documents and files accompany your Grant payment request. Supporting documents are flagged for your convenience with a checkbox within the corresponding areas.

Submitting Grant payment request timely. We do not guarantee the process of Grant payment requests that are submitted late or too close to the final due date. Reimbursable expenditures need to be charged within the performance period of the grant and submitted to us as soon as they are incurred.

SECTION B: SUB-RECIPIENT'S INFORMATION
Please enter the name of the agency requesting for payment. The name of the agency should be typed according to its signed agreement and as you need it to appear in the payee line of the reimbursement check.

Please enter the complete address (street number and name, city, zip code) and attention line where you will need to receive the reimbursement check. Please note that this is not necessary for L.A. County departments.

Please enter the tax ID of the governmental entity requesting payment. Please leave blank for L.A. County departments.

Please enter the information of the person that can assist us with detail claim questions.

SECTION C: DETAIL PAYMENT REQUEST INFORMATION:

In order to expedite your Grant payment request, in this area's grid, include a maximum of five (5) invoices or reimbursements charges (one charge or one invoice per line). The invoices or charges need to share the same solution area, project #.

Enter the solution area corresponding to the claim. This information is found in the latest budget of the grant. Examples of solution areas are:
equipment, training, planning or exercise.

Enter the project # corresponding to the claim. This information is found in the latest budget of the grant. An example of Item # is 17.020.

Check with an X under either yes or no according to the claim's Environmental & Historical Preservation (EHP) requirements from the State. EHP approval needs to be obtained from the State prior to the start of the project on certain equipment items (see AEL description) or training/exercise projects. Please attach the following:

State EHP Approval: if required by the state for your claim.

Revised on 11/20/2017

EXHIBIT G

Page 2 of 14 ends

5. a)
b)
c)
d)
e)
f)
g)

6. a)
b)
c)

7. 8.

SECTION D: SUB-RECIPIENT'S CERTIFICATION
The following numerals provide the instructions to fill in the corresponding numeral in the form:

1. 2.

3. 4 &

5. SECTION C: (Continued)
If the expenditures that you are claiming were purchased thru a vendor or contractor, please enter the invoice # in the grid area. Please note that you are responsible for following acceptable purchasing policies and for documenting your procurement process. Additionally please include the following documentation with your claim:

Copy of the invoice: Please attach an invoice that provides sufficient information to be used as a cross reference with the items described in your grant line item and AEL #. When the invoice includes items that are not being claimed or that belong to different claims or grants, please circle and designate on the invoice the items that you are requesting for reimbursement. Each item circled must have a project #, a funding source, and a total. Purchase orders and price quotes will not be accepted in the place of the invoice.

Copy of the purchase order
Print out of the corresponding AEL # (Authorized Equipment List number). The AEL listing can be found at:
https://www.rkb.us/fema_grants.cfm
Proof of payment of the invoice: The proof of payment for L.A. County Departments is the printout from e-CAPS showing that the check cleared the bank. The proof of payment for other than L.A. County Department is the corresponding copy of the bank's cleared check .

Calculations for use tax paid: When use tax is paid, clearly show the calculations of the use tax in the invoice included in your claim.

Proof of payment of the use tax: Please provide official documents which authenticate the remittance of the use tax to the state, the amount and the reference to the invoice being claimed.

Federal Debarment Listing: Please provide a screen print out of the queried Federal Debarment Listing at http://www.sam.gov/portal/public/SAM. (you will need a username and a password; if you don't please create an account) . The listing needs to be queried prior to the selection of the vendor.

If you are claiming services, supplies, training related costs, or any other type of items purchased thru a vendor or contractor or government agency, please indicate with an X the method that you used to acquire the items (do not leave blank or mark more than one). Please note that competitive bid, non-competitive bid or sole source are the only valid purchasing methods.

Competitive Bid: for projects that received more than one bid. Please indicate number of bids received (must be more than one).

Non-Competitive Bid: for single bid purchases of $250,000 or more (effective June 21, 2018) to a single vendor or a single project, please attach the approval from the State. The approval needs to be requested from the State prior to the start of the project.

Sole Source: for non-bid purchases of $250,000 or more effective (June 21, 2018) to a single vendor or a single project, please attach the approval from the State. The approval needs to be requested from the State prior to the start of the project.

Enter the amount of your claim after you verify that your budget is sufficient to cover your request. When the amount of the budget is not sufficient, please let your Program Coordinator know of the possible need for budget modification.

Enter the "Total Amount" by adding the subtotal claims included in each line.

Please read and check the box provided if you are an authorized signor.

Please sign the Grant payment request if you are an authorized signor of your agency.

When the authorized person is the same as the contact person in Section B you do not need to enter the authorized contact information. If the authorized person and the contact person in Section B are different, please enter all the fields in this area as requested.

Revised on 11/20/2017

EXHIBIT G

Page 3 of 14 ends

a)
For Training Claims:
a)
b)
c)
If you are including personnel cost with your training claim, please add the following:
d)
e)
f)
g)
h)
i)
ADDITIONAL ITEMS THAT YOU NEED TO ATTACH TO YOUR GRANT PAYMENT REQUEST:

For Equipment Claims:

Equipment Inventory Listing (Print out & Excel File): Please include both the printout of the listing and the corresponding excel file with your claim. The excel file is used to submit your claim with the state and the printout as backup document for audits. If there is no serial # for your equipment please assign a valid ID tag, or write "Consumable" (if it applies) or write N/A. please do NOT leave the corresponding space blank. *1Please refer to the Instructions to Equip Inty Tab for completion procedures of Equipment Inventory.

Additionally, please enter the appropriate CBRNE Mission (Chemical, Biological, Radiological, Nuclear, or Explosive) in the column titled "Equipment Description & Quantity". This only applies to vehicles with AEL # 12VE-00-MISS (Vehicle Specialized Mission:CBRNE).

You need to inform us of any changes on the items above *1. This applies to each piece of equipment added in the Inventory Listing, including when the items are disposed and/or no longer useful. We will update the master inventory listing (per grant requirement) according to the information you give us. Please make sure that you include all the attachments that are necessary to provide us with the requested information.

State Sole Source Approval: If you are claiming training related costs thru a Non-Competitive Bid or Sole Source training provider, regardless the purchased amount, please attach the State's approval (effective December 03, 2018). The approval needs to be requested from the State prior to the start of the project.

State-Sponsored Training Reporting Form (with the tracking request #): Please add this form along with the Training Request Form Training Officer (POC), which you completed at the website, to the claim's backup documentation. All the backup documentation submitted for the training claim needs to agree with the training period and the detail description on the Training Reporting Form and the line item of the Grant. Training request #'s must be obtained from the State prior to the start of the project.

Receipts and paid invoices: please include the complete copy of the receipts and paid invoices with your claim for itemized costs such as air plane tickets, hotel stays, instructor's fees, workshop cost, facilities fees, consulting services, etc. Additionally, you will need to include the documents requested in numeral 5 under Section C.

Personnel List (Print out & Excel File): Please include both the printout of the listing and the corresponding excel file with your claim. The excel file is used to submit your claim with the state and the printout as backup document for audits.

Documents that certify completion of the training: please attach supporting documents that show the class name, dates of training, # of hours of the training class, printed name and signature of individual taking the class and approval signature from supervisor or trainer (attach the information for backfilled positions also). Examples of documents that certify completion of training are:

Attendance sheets (signed by employee and instructor)
Sign in sheets (same as above) Signed training certificates Summary Listing of Charges: Please use the Training Summary Sheet form provided in this claim packet that clearly shows the breakdown of the training charges per employee and that match the total claimed. This form includes the following: employee name, assignment, job title, date, salary, hours claimed, regular rate, overtime rate, employee benefits rate, claim amount per employee, clear calculations of amount claimed per employee and total (equal to the amount claimed).

Please ensure that the Training Summary Sheet is verified/approved by an authorized signatory, with printed name and title, and dated.

Backup for the Benefits Rate: If you are adding benefits to your claim, please make sure that you include the official calculation for the rate used.

Timecards: Include a printout of the corresponding timecards. Manual timecards need to indicate the # of hours charged per day to the grant, supervisor's signature, employee name and signature. Automatic system generated timecards need to be approved and include the name of the employee and hours charged per day to the grant.

Explanation of timekeeping codes: When the supporting documentation (timesheet, payroll register, etc.) includes timekeeping codes please provide a printout with the explanation of the usage as detailed as possible.

Revised on 11/20/2017

EXHIBIT G

Page 4 of 14 ends

j)
k)
For Planning Claims:
a)
b)
c)
d)
a)
b)
c)
Deliverable (or final product): Please include with your claim the final product of the planning activity (deliverable) that was identified in the grant award.

Payroll register: The payroll register needs to clearly support and explain the amount claimed per employee. It also needs to show the salary, hourly rate, employee benefits and overtime rate.

Roster of backfilled positions: When you are claiming overtime for a backfilled position, please attach the backfilled roster to your claim.

The roster needs to include the name of the backfilling employees, a short description of duties performed, the corresponding employee whose duties were covered and the dates accordingly. Please make sure that the roster is signed and that you include documentation corresponding to the employee covered by the backfilling position. Signed Certificate of Completion: The certificate of completion can be an e-mail confirming that the planning activity was completed.

Invoices: If your planning claim includes charges invoiced by vendors, please see requirements and documents you need to attach to your claim form under Section C (numeral 5 and numeral 6).

Supporting Documentation for Personnel Cost: When your planning claim includes personnel cost, please see d) to i) under Training Claim (supporting documents needed) and add to the documentation.

For Exercise Claims:

Proof of State Approval of After Action Report (AAR): In order for your AAR to be approved you have to submit it to the State using the ODP Portal (see link below), within 90 days after completion of the exercise. You need to notify the State when the AAR is uploaded so they can proceed with the approval process.
https://hseep.dhs.gov/DHS_SSO/
Invoices: If your exercise claim includes charges invoiced by vendors please see requirements and documents you need to attach to your claim form under Section C (numeral 5 and numeral 6).

Supporting Documentation for Personnel Cost: When your exercise claim includes personnel cost, please see d) to i) under Training Claim (supporting documents needed) and add to the documentation.

For Organization Claims: Please see above b) and c) under Exercise Claims Revised on 11/20/2017

EXHIBIT G

Page 5 of 14 ends

GRANT NAME:

SUB-RECIPIENT: __________________________________________ P. ___ of ___ DATE OF REPORT: ______________________________________
Grant Project AEL Description of Property Serial # or SAFECOM Source of Department Vendor Invoice % of FED Location Use & Condition Year Number No. Other ID # Consult
(Yes/No/NA)
Property
(SHSP or
EMPG Grant
Program)
(Title Holder) Name Number Date Cost Participation (N=New, D=Deployed,
O=Out of
Service, L=Lost,
Date Sale Price
N:Grants/Subrecipient Monitoring/Forms/Propery & Equipment Inventory Listing Revised 12/2019

GRANT PROPERTY AND EQUIPMENT INVENTORY LISTING
Acquisition Disposition

EXHIBIT G

Page 6 of 14 ends

OBJECTIVE: To provide an equipment inventory listing that links the State Homeland Security Workbook, to the Equipment Ledger and to the Equipment Listing to simplify the tracking and accountability; and to Field Date Element
(1)
(2)
(3)
(4) Grant Year
(5) Project #
(7) AEL No.
(8) Description
(9) Serial # or Other ID #
(10) Safecom consult
(11) Source of Property
(12) Title Holder
(13) Vendor Name
(14) Invoice Number
(15) Acquisition Date
(16) Acquisition Cost
(17) % of Fed Part
(18) Location
(19) Use & Condition
(20) Disposition data
(21) Sale Price
of the form.

Note {1}:
taken and the results reconciled with the equipment records (at least {2} Indicate: N = New, D = Deployed, O = Out of Service, L = Lost & S = Stolen Project Number (from Grant Workbook Project Sheets)
Equipment Inventory Listing
Procedures for Completion
eliminate duplication and confusion.

Procedure
Grant Name SHSP or EMPG
Sub-Recipient Name of your agency
Date of Report Date report completed {1}
Grant Year of funds used to purchase equipment
Fed participation in the cost of equipment
Authorized Equip Listing No (from Grant Workbook)
Description of the equipment
Serial # or Other identification # used
Fill out either by Yes, No, or N/A
Funding source, i.e, SHSP, EMPG, etc.

Name of agency (City/Department)
Name of the vendor
Invoice number
Date equipment acquired
Cost of the individual equipment item
once every two years).

Distribution
Copy maintained in sub-recipient file
Copy forwarded to Shared Services Division
Location of equipment
Use & condition {2}
Date of disposition
Sale price, If applicable, or N/A for not applicable
The Equipment Inventory Listing must be completed in its entirety to meet the objective This date should be the date the physical inventory of equipment was

EXHIBIT G

Page 7 of 14 ends

Grant Name
Jurisdiction Name:

Training Provider:

OHS Approved Course Title:

Non-SLGCP Course Title & OHS Tracking No.
(requires pre-approval thru OEM)
Date of Course:

Class/ Exercise Duration/Hours:

EMP NO. EMPLOYEE NAME ASSIGNMENT TITLE

TRAINING
REQUEST #

TRAINING

START DATE

TRAINING END
DATE

SALARY OT REG RATE OT RATE OT PAY
Are you
claiming
for
Employee
Benefits?
Employee
Benefits Rate CLAIM
(for Training only) HOURS TOTAL
1 -$ -$ -$
2 3
4 5
6 7
8 9
10 GRAND TOTAL -$
Approved by:

Authorized Signature
Print Name and Title Date
Training Summary
Sheet

EXHIBIT G

Page 8 of 14 ends

- -
GRAND TOTAL $
Approved by:

Authorized Signature
Print Name and Title Date
Final Product
CALIFORNIA GOVERNOR'S OFFICE OF EMERGENCY SERVICES (Cal OES)

PLANNING ROSTER
Project Planning Activity Solution Area
Sub-Category Discipline Funding Source Total Cost Total Claimed Cash Request Number
FMFW v1.09- 06/09

EXHIBIT G

Page 9 of 14 ends

- -
GRAND TOTAL $
Approved by:

Authorized Signature
Print Name and Title Date
CALIFORNIA GOVERNOR'S OFFICE OF EMERGENCY SERVICES (Cal OES)

EXERCISE ROSTER
Project Exercise Title Funding Source Solution Area
Sub-Category Discipline Cash Request
Number Total Cost Total Claimed Conducted By Date of
Exercise Exercise Type Exercise Role Date AAR entered into HSEEP FMFW v1.09- 06/09

EXHIBIT G

Page 10 of 14 ends

8. Notes on Personnel Cost:

In general, costs associated with:
 Work performed under contract for a specific deliverable DOES NOT count against the personnel cap, however,
 Work performed under contract for an undefined period, such as for personnel costs supporting operational activities, including general planning, training or exercise activities DO count against the personnel cap; and
 Work performed by all non-contractor personnel, including for full- or part-time staff and operational overtime DO count against the personnel cap.

The following examples would not count towards the personnel cap:
 Vendor installation of a radio tower;
 Vendor training on new equipment purchased;
 Contractor hired to create an Emergency Operations Plan;  Contractor hired to provide deliveries of ICS 400; and  Contractor hired to assist with planning, training, evaluating, and reporting the effectiveness of a specific exercise.

The following examples would count towards the personnel cap:
 Contractor hired to be the State’s WMD training instructor with no specific deliverables under contract;
 Contractor hired to facilitate unidentified number of exercises throughout the performance period;
 Contractor hired to be the part-time auditor of Homeland Security Grants throughout the year; and  Contractor hired to be an intelligence analyst.

EXHIBIT G

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Employee Name Project / Deliverable Funding
Source Discipline Solution Area Solution Area Sub
Category
Dates of Payroll
Period
Total Salary &
Benefits charged
for this Reporting
Period
Total Project
Hours
REIMB
Request #
Total Cost Charged
to Grant
- - N/A -
CALIFORNIA GOVERNOR'S OFFICE OF EMERGENCY SERVICES (Cal OES) Project
FMFW v1.15a - 2015

EXHIBIT G

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FMFW v1.15a - 2015

EXHIBIT G

Page 13 of 14 ends

FMFW v1.15a - 2015

EXHIBIT G

Page 14 of 14 ends

EXHIBIT H

Page 1 of 11 ends

B. TRAINING
Objective
To determine that the Training expenditures were appropriately documented and that the activities aligned with the project’ s goals and objectives. If the Training activities involved employees, determine if the Subrecipient appropriately documented the Training expenditures using employee timecards, sign-in sheets, and certificates of training. If the Training activities involved using consultants or contractors, determine if the Subrecipient followed the appropriate procurement procedures to hire the consultants or contractors. Use Worksheets 1 and 3 (See Attachment E – Subrecipient Monitoring Worksheets).

Verification Yes No Comments

1. Did the Subrecipient receive funding for Training
expenditures? If yes, then continue. If no, continue
to next section.

2. Did the Subrecipient receive prior approval from
the State either via email or other documentation
and did it include the training course name and
number?

3. If the Training expenditures relate to the use of
employees, did the Subrecipient appropriately
document the Training expenditures using employee
timecards, sign-in sheets and certificates of training?

4. If Training expenditures relate to the use of
consultants/contractors, did the Subrecipient follow
proper procurement procedures to hire the consultants
or contractors?

5. Did the Subrecipient accurately report the Training
expenditures in their accounting records?

6. For Projects with overtime expenditures for Training:

a. Did the Subrecipient maintain employee timecards
to appropriately document the overtime expenditures?

b. Did the Subrecipient accurately report the overtime
expenditures in their accounting records?

EXHIBIT H

Page 2 of 11 ends

B. TRAINING (Continued)

Verification Yes No Comments

7. For Projects with backfill expenditures for Training:

a. Does the Subrecipient have documentation that
the backfill expenditures were approved by the
State?

b. Did the Subrecipient appropriately document the
backfill expenditures using employee timecards and
sign-in sheets?

c. Did the Subrecipient accurately report the
expenditures in their accounting records?

8. Were employee timecards utilized in Training activities signed and dated by the employee and direct supervisor?

9. Were the Training expenditures consistent with the State approved grant award and/or post award modification(s)?

10. Ensure the Subrecipient corrected areas of noncompliance that remain outstanding and were reported as findings in prior Grant Year monitoring reports submitted by HSGA:

a. If the Project prior Grant Year monitoring report
finding was resolved, explain resolution, and indicate
such in the current report as resolved.

b. If the Project prior Grant Year report finding is not resolved, indicate why it has not been resolved and
what the Subrecipient is doing to resolve the prior
year finding and indicate such in the current report.

EXHIBIT H

Page 3 of 11 ends

C. PLANNING

Objective
To determine that the Planning expenditures were appropriately documented and that the activities aligned with the project’s goals and objectives. If the Planning activities involved employees, determine if the Subrecipient appropriately documented the Planning expenditures using employee timecards and sign-in sheets. If the Planning activities involved using consultants or contractors, determine if the Subrecipient followed the appropriate procurement policies. Use Worksheets 1 and 3 (See Attachment E – Subrecipient Monitoring Worksheets).

Verification Yes No Comments

1. Did the Subrecipient receive funding for Planning
expenditures? If yes, continue. If no, continue to
next section.

2. Did the Subrecipient appropriately document the
Planning expenditures providing copies of the
support documentation that indicated the efforts
made to produce the final product and a copy of
the product produced?

3. If Planning expenditures relate to the use of employees, did the Subrecipient use employee timecards and
sign-in sheets?

4. If Planning expenditures relate to the use of
consultants/contractors, did the Subrecipient
follow proper procurement procedures to hire
the consultants or contractors?

5. Did the Subrecipient accurately report the
Planning expenditures in their accounting records?

6. For Projects with overtime expenditures for
Planning:

a. Did the Subrecipient maintain employee
timecards to appropriately document the
overtime expenditures?

EXHIBIT H

Page 4 of 11 ends

C. PLANNING (Continued)

Verification Yes No Comments

b. Did the Subrecipient accurately report the
overtime expenditures in their accounting
records?

7. For Projects with backfill expenditures for Planning:

a. Does the Subrecipient have documentation
that the backfill expenditures were approved
by the State?

b. Did the Subrecipient appropriately document
the backfill expenditures using employee
timecards and sign-in sheets?

c. Did the Subrecipient accurately report the
backfill expenditures in their accounting
records?

8. Were the employee timecards utilized in Planning
activities signed and dated by the employee and
direct supervisor?

9. Were the Planning expenditures consistent with the
State approved grant award and/or post award
modification(s)?

10. Ensure the Subrecipient corrected area of
noncompliance that remain outstanding and were
reported as findings in prior Grant Year monitoring
reports submitted to HSGA:

a. If the project prior Grant Year monitoring report
finding was resolved, explain resolution, and
indicate such in the current report as resolved.

b. If the project prior Grant Year monitoring report
finding is not resolved, indicate why it has not been
resolved and what the Subrecipient is doing to
resolve the prior year finding and indicate such in
the current report.

EXHIBIT H

Page 5 of 11 ends

D. EQUIPMENT
Objective
To determine that the project Equipment expenditures are supported by invoices and that a listing of the Equipment/property is maintained by the Subrecipient. To determine that the purchases are aligned with the project’s goals and objectives. Use Worksheets 2 and 3 (See Attachment E – Subrecipient Monitoring Worksheets).

Verification Yes No Comments

1. Did the Subrecipient receive funding for Equipment
expenditures? If yes, continue. If no, continue to
next section.

2. Did the Subrecipient maintain invoices to support
the Equipment expenditures?

3. Did the Subrecipient follow proper procurement
procedures to purchase the Equipment and were
the items listed in the federal “Authorized
Equipment List” and/or “Standardized Equipment List”?

4. Did the Subrecipient accurately report the
Equipment expenditures in their accounting records?

5. Did the Subrecipient maintain an Equipment
inventory that listed the following:
a) Description of Equipment,
b) Serial number or other identification number,
c) AEL number,
d) Fund/source/grant year,
e) Title holder,
f) 100 percent of federal participation. If no, then identify percentage, g) Acquisition date,
h) Acquisition cost,
i) Quantity,
j) Equipment location,
k) Use and condition of Equipment,
l) Disposal date and sale price of the Equipment

6. Did the Subrecipient conduct an inventory of
Equipment purchased with Cal/OES grant funds at
least once every two years?

EXHIBIT H

Page 6 of 11 ends

D. EQUIPMENT (Continued)

Verification Yes No Comments

7. Was the Equipment physically inspected to ensure:
a. The Equipment existed and agreed to inventory
listing?
b. The Equipment worked and adequately trained
staff are available to operate the Equipment?

8. Did the Subrecipient maintain Equipment in a secure
location?

9. For property other than Equipment, i.e. supplies, did the Subrecipient have controls and accountability to
safeguard and ensure that the items are used and
solely for authorized purposes?

10. For Equipment disposal, if any:
a. Was the disposition consistent with federal
regulations?
b. What is the status of the proceeds received from the disposal?

11. Did the Subrecipient have a policy for damaged,
destroyed, lost or stolen Equipment including but
not limited to informing the Cal/OES, steps to replace the Equipment and an investigative process?

12. Were the Equipment expenditures consistent with
State approval grant award and/or post award
modification(s)?

13. Ensure the Subrecipient corrected areas of noncompliance that remain outstanding and were reported as findings in prior Grant Year monitoring reports maintained by HSGA:
a. If the project prior Grant Year monitoring report finding was resolved, explain resolution, and indicate such in
the current report as resolved.
b. If the project prior Grant Year monitoring report finding is not resolved, indicate why it has not been resolved
and what the Subrecipient is doing to resolve the prior year finding and indicate such in the current report.

EXHIBIT H

Page 7 of 11 ends

E. EXERCISE
Objective
To determine that the Exercise expenditures were appropriately documented and the activities align with project’s goals and objectives. If the Exercise activities involved employees, determine if the Subrecipient appropriately documented the Exercise expenditures using timecards and sign-in sheets. If the Exercise activities involved using consultants or consultants, determine if the Subrecipient followed the appropriate procurement procedure. Use Worksheets 1 and 3 (See Attachment E – Subrecipient Monitoring Worksheets).

Verification Yes No Comments

1. Did the Subrecipient receive funding for Exercise
expenditures? If yes, continue. If no, continue to
next section.

2. Did the Subrecipient receive prior approval from the State either via email or other documentation and did it include the Exercise course name and number?

3. If the Exercise expenditures relate to the use of employees, did the Subrecipient appropriately document the Exercise expenditures using employee timecards, sign-in sheets, and certificates for Exercise?

4. If the Exercise expenditures relate to the use of consultants/ contractors, did the Subrecipient follow proper procurement procedures to hire the consultants or contractors?

5. Did the Subrecipient accurately report the Exercise
expenditures in their accounting records?

6. For Projects with overtime expenditures for Exercise:
a. Did the Subrecipient maintain employee timecards
to appropriately document the overtime expenditures?
b. Did the Subrecipient accurately report the overtime expenditures in their accounting records?
c. Did the Subrecipient accurately report the backfill expenditures in their accounting records?

7. For Projects with backfill expenditures for Exercise:
a. Does the Subrecipient have documentation that
the backfill expenditures were approved by the State?
b. Did the Subrecipient appropriately document the
backfill expenditures using employee timecards and
sign-in sheets?

EXHIBIT H

Page 8 of 11 ends

E. EXERCISE (Continued)
Verification Yes No Comments

8. Were the employee timecards utilized in the Exercise activities signed and dated by the employee and direct supervisor?

9. Were the Exercise expenditures consistent with the State approved grant award and/or post award modifications?

10. Ensure the Subrecipient corrected areas of noncompliance that remain outstanding and were reported as findings in prior Grant Year monitoring reports:

a. If the Project prior Grant Year monitoring report finding was resolved, explain resolution and indicate such in
the current report as resolved.

b. If the Project prior Grant Year monitoring report finding is not resolved, indicate why it has not been resolved and what the Subrecipient is doing to resolve the prior year finding and indicate such in the current report.

EXHIBIT H

Page 9 of 11 ends

F. ORGANIZATION
Objective
To determine that the Organization expenditures were appropriately documented and that the activities align with the project’s goals and objectives. If the Organization activities involved employees, determine if the Subrecipient appropriately documented the Organization expenditures using employee timecards and sign-in sheets. If the Organization activities involved using consultants or contractors, determine if the Subrecipient followed the appropriate procurement policies. Use Worksheets 1 and 3 (See Attachment E – Subrecipient Monitoring Worksheets).

Verification Yes No Comments

1. Did the Subrecipient receive funding for Organization expenditures? If so, continue. If no, continue to next section.

2. If the Organization expenditures relate to the use of employees, did the Subrecipient document the expenditures using employee timecards, sign-in sheets, or with other support documentation that substantiated the expense?

3. If the Organization expenditures relate to the use of consultants or contractors, did the Subrecipient follow proper procurement procedures to hire the consultants
or contractors?

4. Did the Subrecipient accurately report the Organization expenditures in their accounting records?

5. For Projects with overtime expenditures for Organization:

a. Did the Subrecipient maintain employee timecards to
appropriately document the overtime expenditures?

b. Did the Subrecipient accurately report the overtime
expenditures in their accounting records.?

EXHIBIT H

Page 10 of 11 ends

F. ORGANIZATION (Continued)
Verification Yes No Comments

6. For Projects with backfill expenditures for Organization:

b. Does the Subrecipient have documentation that the
backfill expenditures were approved by the State?

c. Did the Subrecipient appropriately document the
backfill expenditures using employee timecards and
other payroll documentation?

7. Were employee timecards utilized in Organization activities signed and dated by the employee and direct supervisor?

8. Were the Organization expenditures consistent with the State approved grant award and/or post award modification(s)?

9. Ensure that the Subrecipient corrected areas of noncompliance that remain outstanding and were reported as findings in prior Grant Year monitoring reports maintained by HSGA:

a. If the Project prior Grant Year monitoring report finding was resolved, explain resolution and indicate such in the current report as resolved.

EXHIBIT H

Page 11 of 11 ends

Motorola Solutions, Inc.
10680 Treena St., Suite 200
San Diego, CA 92131

March 7, 2022

Lt. Joshua Hendricks
Standards, Training, & Strategic Planning Bureau
14403 E Pacific Avenue
Baldwin Park, CA 91706

Subject: Motorola Solutions – ASTRO25 APX RADIO EQUIPMENT

Dear Lt. Hendricks:

Motorola Solutions, Inc. (“Motorola”) is the market leader in radio communications systems and products for the U.S. Government and Public Safety Market and is pleased to have the City of Baldwin Park, CA as a valued customer. The ASTRO25 radio subscribers we design and manufacture contain proprietary hardware and software components which are not commercially available except through Motorola and its channel partners.

The Motorola Radio Equipment and Options that will be purchased by the City of Baldwin Park can be used on their existing Motorola ASTRO P25 Trunked System that ICI Member agencies currently operate.

These radios will operate on P25 Trunked equipment that has proprietary features operating on Motorola solutions core equipment located at the Glendale Master Site.

Furthermore, authorized warranty, maintenance and support services for Motorola systems and hardware and software products are provided by Motorola and its network of authorized and trained service providers. Motorola maintains a parts and accessories inventory sufficient to support its warranty, maintenance and support services obligations. These parts and accessories are manufactured either by Motorola or for Motorola subject to Motorola’s specifications and other requirements.

If you have any questions regarding our radio equipment, please contact your Account Executive, Denis Redzepagic at (619) 577-3619.

Sincerely,

Motorola Solutions, Inc.

Mike Bravo
Area Sales Manager

Billing Address:

BALDWIN PARK, CITY OF
14403 E PACIFIC AVE
BALDWIN PARK, CA 91706
US

Quote Date:10/03/2022
Expiration Date:01/01/2023
Quote Created By:

Denis Redzepagic
denis.redzepagic@
motorolasolutions.com
End Customer:

BALDWIN PARK, CITY OF

Contract: 36968 - GLENDALE MPA
PROMO-8001608
Freight Terms:FREIGHT PREPAID
Payment Terms:30 NET

Line #

Item Number

Description

Qty

List Price

Sale Price

Ext. Sale Price

APX™ 8000 Series

APX8000

1 H91TGD9PW7AN

APX 8000 ALL BAND
PORTABLE MODEL 3.5

8 $7,475.00

$5,083.00

$40,664.00

Q806CB

ADD: ASTRO DIGITAL CAI

OPERATION

8 $567.00

$385.56

$3,084.48

Q361AN

ADD: P25 9600 BAUD

TRUNKING

8 $330.00

$224.40

$1,795.20

Q58AL

ADD: 3Y ESSENTIAL

SERVICE

8 $121.00

$121.00

$968.00

QA00580AA

ADD: TDMA OPERATION

8 $495.00

$336.60

$2,692.80

Q15AJ

ADD: AES/DES-XL/DES-OFB

ENCRYPTION AND ADP

8 $879.00

$597.72

$4,781.76

QA09007AA

ADD: OUT OF THE BOX WIFI

PROVISIONING

8 $0.00

$0.00

QA09001AB

ADD: WIFI CAPABILITY

8 $330.00

$224.40

$1,795.20

Q498AU

ENH: ASTRO 25 OTAR W/

MULTIKEY

8 $814.00

$553.52

$4,428.16

H38BS

ADD: SMARTZONE

OPERATION

8 $1,650.00

$1,122.00

$8,976.00

H112LT

DEL: DELETE STANDARD

ANTENNA

8 $0.00

$0.00

QUOTE-1740325
APX8000

Any sales transaction following Motorola's quote is based on and subject to the terms and conditions of the valid and executed written contract between Customer and Motorola (the ""Underlying Agreement"") that authorizes Customer to purchase equipment and/or services or license software (collectively ""Products""). If no Underlying Agreement exists between Motorola and Customer, then Motorola's Standard Terms of Use and Motorola's Standard Terms and Conditions of Sales and Supply shall govern the purchase of the Products.

Motorola Solutions, Inc.: 500 West Monroe, United States - 60661 ~ #: 36-1115800

Page 1 ends

Line #

Item Number

Description

Qty

List Price

Sale Price

Ext. Sale Price

G996AP

ADD: PROGRAMMING OVER
P25 (OTAP)

8 $110.00

$74.80

$598.40

QA05507AA

DEL: DELETE 7/800 MHZ
BAND

8 -$800.00

-$544.00

-$4,352.00

QA05508AA

DEL: DELETE VHF BAND

8 -$800.00

-$544.00

-$4,352.00

2 NNTN8863A

CHARGER, SINGLE-UNIT,
IMPRES 2, 3A, 100-240VAC,

US/NA PLUG

8 $169.56

$135.63

$1,085.04

3 PMMN4062AL

AUDIO ACCESSORY-

REMOTE SPEAKER

MICROPHONE,IMPRES RSM,
NOISE CANC. EMERGENCY
BUTTON 3.5MM JACK IP54

8 $127.12

$101.68

$813.44

4 FAF5260A

ASSY,ANT,UHF R2 PLUS GPS

STUBBY ANT

8 $64.80

$51.83

$414.64

5 NNTN8844A

CHARGER, MULTI-UNIT,
IMPRES 2, 6-DISP, NA/LA-

PLUG, ACC USB CHGR

1 $1,420.20

$1,136.02

Subtotal
$64,529.14

Estimated Tax

$6,038.31

Grand Total

$70,567.45(USD)

Notes:

QUOTE-1740325
APX8000

Motorola Solutions, Inc.: 500 West Monroe, United States - 60661 ~ #: 36-1115800

Page 2 ends

STAFF REPORT
ITEM NO. ________16_________

Page 1 ends

TO: Honorable Mayor and Members of the City Council
FROM: Manuel Carrillo, Director of Recreation and Community Services
DATE: December 21, 2022
SUBJECT: Update on New Service Provider (City Net) for the Esperanza Villa Tiny Homes Year Two (2).

SUMMARY
The purpose of this staff report is to provide an update on the new service provider (City Net) for the Esperanza Villa Tiny Homes Year Two (2).

RECOMMENDATION
It is recommended that the City Council receive and file.

FISCAL IMPACT
There is no fiscal impact to the City at this time.

BACKGROUND
At their City Council Meeting, on May 18, 2022, the City of Baldwin Park City Council approved the extension of operations for year two (2) of operations at Esperanza Villa, and the Notice Funding for Cities and Councils of Governments Interim Housing Services Fund (CCOGIHS Fund) Grant. The San Gabriel Valley Regional Housing Trust (SGVRHT) and the City of Baldwin Park jointly applied to the Cities and Councils of Governments Interim Housing Services (CCOGIHS) program to fund the second year of site operation and were awarded $730,000.

To ensure the site operator contract included the updated CCOGIHS requirements, the SGVRHT released a Request for Proposals (RFP) for site management and operation. The RFP scoring criteria included ability to meet CCOGIHS requirements, leverage existing homeless services, serve the site under housing first-models (no background checks) and ability to staff the site, and abide by approved cost. Two proposals were received, and City Net was selected by SGVRHT and City staff as the most responsive proposal. The contract agreement was approved by the San Gabriel Valley Reg ional Housing Trust Board on October 27, 2022, at their regular meeting. On Tuesday, November 15, 2022, VOALA and City Net were provided a debrief on the RFP process and next steps to coordinate a smooth and successful transition of service provision for the site.

Beginning, December 1, 2022, City Net, an experienced service provider managing non -congregate tiny home sites, including the family tiny home site in the City of Baldwin Park (Serenity Homes) began operating the Esperanza Villa site. The new c ontract will not exceed $730,000 annually with an initial one-year term and one one -year option to extend in 2023.City Net will manage the site and provide onsite case management and supportive services, security, and meals. City Net staff will be onsite 24/7 to ensure participant and community safety. City Net staff will facilitate three meals per day for participants and will monitor the onsite shower, restroom, and laundry facilities. City Net will work

Page 2 ends

with existing participants on their housing and inc ome plans and perform intake services vacancies occur. City Net will work with participants to create housing plans and connect them to permanent housing options.

For your receipt and file, please view attached the final Management Operations and Procedures Plan (MOP) service plan for Esperanza Villa year two (2). The purpose of the Management Operations and Procedures Plan (MOP) is to provide best practices for the Esperanza Villa Program. The (MOP) Plan may also be used to promote open communication betw een community stakeholders and to help facilitate a better understanding of the City of Baldwin Park, Esperanza Villa Program.

Establishing a year-round Esperanza Villa Program will meet critical needs among some of the most vulnerable people on our stree ts and in our neighborhoods, while also addressing a pressing social issue that is deeply impacting local businesses and community members. The (MOP) Plan identifies interim shelter services for homeless persons and best practices to maintain a safe and he althy environment for shelter clients and the community at large. The overall purpose of the program is to connect homeless persons to permanent housing opportunities and resources to maintain housing stability and self -sufficiency. Goals and guidelines of the Plan align to national standards of The HEARTH Act (2009).

ALTERNATIVES
There is no alternative.

LEGAL REVIEW
This report has been reviewed and approved by the City Attorney as to legal form and content.

ATTACHMENTS

1. Management Operations and Procedures Plan (MOP) Service Plan for Esperanza Villa.

Esperanza Villa Program
Management, Operations
and Procedures

City of Baldwin Park – Emergency Shelter Rooms
December 2022

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Table of Contents
SECTION I. PURPOSE & INTRODUCTION .................................................................................................................. 6 SECTION II. SHELTER ADMINISTRATION ................................................................................................................... 7 Program Description ............................................................................................................................................ 7 Population Served ............................................................................................................................................ 7 Program Description ........................................................................................................................................ 7 Services Provided ........................................................................................................................................... 11 Coordinated Entry System Integration ........................................................................................................... 12 Target Goals/Expected Outcomes.................................................................................................................. 13 Program Layout .............................................................................................................................................. 13 Admission Criteria and Procedures .................................................................................................................... 15 Client Rules and Guidelines ............................................................................................................................ 15 Identification Requirements .......................................................................................................................... 15 Screening Requirements ................................................................................................................................ 15 Bed Reservation System ................................................................................................................................. 15 New Clients Entering the Esperanza Villa Program ........................................................................................ 17 Day Leave and Returning Clients .................................................................................................................... 17 Hours of Operation......................................................................................................................................... 18 Overflow Management ...................................................................................................................................... 18 Coordinated Service Delivery Plan ................................................................................................................. 18 Overflow Policies ............................................................................................................................................ 19 Exit and Re-Admission ........................................................................................................................................ 19 Exit and Readmission Policies ........................................................................................................................ 19 Exit Procedures ............................................................................................................................................... 20 Case Manager Services Policy ............................................................................................................................ 20 Documentation of Case Management Services and Data Security Policies ................................................... 21 Daytime Program Policies .................................................................................................................................. 21 Esperanza VillaProgram Policies ........................................................................................................................ 22 Esperanza VillaProgram Clients ...................................................................................................................... 22 Lead Agency Protocols ................................................................................................................................... 22 Requirements for Service Provider Partners .................................................................................................. 22 Good Neighbor Policy - Community Coordination and Communication ........................................................... 23 Communication and Coordination with Neighborhood, Businesses and Public ........................................... 23 Communication and Coordination with Local Police and Fire Departments ................................................. 24 Communication and Coordination with City, County, and Service Providers ................................................ 24 Policies for Community Involvement ............................................................................................................. 24 Policies for Neighborhood Patrol ................................................................................................................... 25

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Shelter Advisory Boards ..................................................................................................................................... 25 Advisory Board Composition .......................................................................................................................... 25 Meeting Schedule ........................................................................................................................................... 26 Accountability and Grievance Process and Policies ....................................................................................... 26 Safety Policies ..................................................................................................................................................... 27 Facility Maintenance ...................................................................................................................................... 27 Fire and Earthquake Safety ............................................................................................................................ 28 Fire Prevention Procedures ............................................................................................................................ 29 Fire Drills and Documentation ....................................................................................................................... 29 Fire Inspections and Extinguishers ................................................................................................................. 29 Earthquake Safety .......................................................................................................................................... 29 Security Plan ....................................................................................................................................................... 30 Eligibility Screening ........................................................................................................................................ 30 Secured Entrances .......................................................................................................................................... 30 On-site Security Personnel ............................................................................................................................. 30 ........................................................................................................................... Error! Bookmark not defined.

Security Alarms and Cameras ......................................................................................................................... 31 Security Lighting ............................................................................................................................................. 31 Loitering Policy ............................................................................................................................................... 31 De-escalating Conflicts ................................................................................................................................... 31 Entrance and Exit Procedures ........................................................................................................................ 32 Policy Regarding Storage of Clients’ Possessions ........................................................................................... 32 Policy Pertaining to Authorized/Unauthorized Search of Clients’ Property by Staff ..................................... 32 Policy on Possession of Weapons On-Site ..................................................................................................... 32 Procedure for Contacting Police .................................................................................................................... 33 Health Policies .................................................................................................................................................... 33 Housekeeping Policy ...................................................................................................................................... 33 Pet and Service Animal Policies ...................................................................................................................... 34 Possession and Use of Controlled Substances ............................................................................................... 34 Policy for Drug Possession .............................................................................................................................. 35 Security, Use and Access of Prescription Medications................................................................................... 35 Client Use of Over-The-Counter Medications ................................................................................................ 36 Client Access to Emergency and Medical Care .............................................................................................. 36 First Aid Equipment, Supplies and Procedures .............................................................................................. 36 Policies & Procedures for Disease Prevention ............................................................................................... 36 Food Policies....................................................................................................................................................... 37 Provision of Nutritional Needs of Clients ....................................................................................................... 37

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Provisions for the Sanitary Storage and Preparation of Food ........................................................................ 38 Transportation Policies ...................................................................................................................................... 38 Transportation Flow On and Off the Property ............................................................................................... 38 Pedestrian Traffic ........................................................................................................................................... 38 Bicycle Traffic and Parking ............................................................................................................................. 38 Personal Vehicle Transportation and Parking ................................................................................................ 38 Staff Transportation of Clients ....................................................................................................................... 39 Delivery of Shelter Goods and Community Donations .................................................................................. 39 Financial Policies ................................................................................................................................................ 39 Financial Requests from Clients ..................................................................................................................... 39 Client Possessions and Funds ......................................................................................................................... 39 Annual Outside Audit ..................................................................................................................................... 39 Financial Reports Review ............................................................................................................................... 40 Legal Policies ...................................................................................................................................................... 40 Policy for Compliance with Local Laws ........................................................................................................... 40 Policy for Compliance with Labor Laws .......................................................................................................... 40 Non-Discrimination Policies ............................................................................................................................... 40 Policy for Compliance with Americans with Disabilities Act .......................................................................... 40 Gender-Specific Programming Policy ............................................................................................................. 40 Sexual Harassment Policy ............................................................................................................................... 41 Policy Regarding Sex Offenders...................................................................................................................... 41 Confidentiality Policies ....................................................................................................................................... 41 Personal Confidentiality ................................................................................................................................. 41 Database Confidentiality Policies ................................................................................................................... 43 Exceptions to the Confidentiality Policy ......................................................................................................... 43 Grievance Policies .............................................................................................................................................. 43 Receiving and Posting .................................................................................................................................... 43 The Grievance Procedure should be clearly posted in the Policy and Procedure Manual and available at the ........................................................................................................................................................................ 43 shelter facility. A client will be given a copy of the grievance procedure when a conflict has occurred that ........................................................................................................................................................................ 43 cannot be resolved satisfactorily between the client and a staff person or another client, or the client has a ........................................................................................................................................................................ 43 complaint about an event that occurred at the Shelter involving that client. The Grievance Policy Form will be .................................................................................................................................................................... 43 read by the client and signed. ........................................................................................................................ 43 Meeting with Staff .......................................................................................................................................... 43 Whistleblower Policy ...................................................................................................................................... 44 Clients should have several ways in which they may share a grievance – verbally or written, anonymous or

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT through a third party. A suggestion and grievance box will be available in the common area and will be checked weekly by staff. ................................................................................................................................ 44 SECTION III. STAFFING AND MANAGEMENT PLAN ................................................................................................ 45 A. Staff Policies ............................................................................................................................................... 45

1. Hiring Policy ............................................................................................................................................ 45

2. Screening Procedure .............................................................................................................................. 45

3. Acceptance Procedure ........................................................................................................................... 45

4. Staffing Policies for Safe Humane Environment ..................................................................................... 45 B. Policies for Staff Training ............................................................................................................................... 47

5. Emergency Procedures - Evacuation, First Aid, and CPR, 911 Reporting ............................................... 47

6. Safety Conduct - Prevention of Abuse, Crisis Intervention, Conflict Resolution .................................... 47

7. Appropriate Behavior for Dignity and Respect ...................................................................................... 47

8. Communication ...................................................................................................................................... 48

9. Resources and Referrals ......................................................................................................................... 48

10. Mental Health and Addiction Skills ........................................................................................................ 48

11. Self-care .................................................................................................................................................. 48

12. Annual Staff Evaluation and Training Plan ............................................................................................. 48

13. Documentation of Staff Training ............................................................................................................ 49 B. Volunteer Policies ....................................................................................................................................... 49

1. Selection, Screening, and Background Checks ....................................................................................... 49

2. Orientation and Training ........................................................................................................................ 49

3. Descriptions of Volunteer Tasks ............................................................................................................. 51

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT SECTION I. PURPOSE & INTRODUCTION

The purpose of the Management Operations and Procedures Plan (MOP) is to provide best practices for the Esperanza Villa Program. The Plan may also be used to promote open communication between community stakeholders and to help facilitate a better understanding of the City of Baldwin Park, Esperanza Villa Program.

Establishing a year-round Esperanza Villa Program will meet critical needs amongst some of the most vulnerable people on our streets and in our neighborhoods, while also addressing a pressing social issue that is deeply impacting local businesses and community members.

The Plan identifies interim shelter services for homeless persons and best practices to maintain a safe and healthy environment for shelter clients and the community at large.

The overall purpose of the program is to connect homeless persons to permanent housing opportunities and resources to maintain housing stability and self-sufficiency. Goals and guidelines of the Plan align to national standards of The HEARTH Act (2009).

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT SECTION II. SHELTER ADMINISTRATION

Program Description

Population Served
Esperanza Villa Program and Services
The program will serve up to 25 shelter clients at any given time while providing access to a range of programs and supportive services at the Shelter. To ensure that the shelter will meet the needs of the community in serving chronic and vulnerable homeless people, clients will be admitted with minimal, “low- threshold” requirements so that chronic and vulnerable homeless people can easily enter and remain in shelter until they can find permanent housing.

Those accessing the shelter will include homeless single men, single women, and couples age 18+.

Esperanza Villa Program Provision of Services
All clients will have access to, and will be encouraged to, participate in services provided through the City Net and the City of Baldwin Park. The City's contracted professional shelter operator, City Net, will provide case management services on site and will be responsible for coordination of on-site partner agencies. Case Managers will be responsible for coordinating additional outside appointments necessary for their assigned shelter clients to achieve goals established in their housing plan.

Program Description
The Esperanza Villa Program is designed to provide safe shelter, basic needs, and access to support to move individuals out of homelessness and into permanent housing opportunities.

Access to Esperanza Villa Program
The Esperanza Villa Program will accommodate indoor, overnight sleeping for up-to 25 individuals per evening. Operations at the Esperanza Villa Program are provided 24 hours a day, seven days a week, 365 days per year. In order to decrease the impact to the surrounding neighborhood, access to bed availability will be handled through a reservation-based system and clients will be assigned to a unit for the duration of their participation in the program. No walk-ins for the Esperanza Villa Program, or services, will be permitted.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT The Shelter Operator will pull clients first from the existing waitlist of 30+ clients. Once the waitlist has been exhausted, the Shelter Operator will maintain the site waitlist and perform client intakes in chronological order based on bed availability. Referrals will be accepted from referring agency partners, which include City of Baldwin Park, City of Baldwin Park PD, LAHSA, and Union Station Homeless Services.

It will be imperative for the Shelter Operator to keep a comprehensive tracking sheet which will note the following information:

● Date
● Time
● Client name called in
● Reservation (y/n)
● Declined (y/n)
● Arrival of client (y/n)
● Pallet Assignment

Length of Stay
Consistent with national best practices and trends, the goal for length of stay should be 30 days or less; however, there is no set maximum length of stay. When a client has been a guest of the shelter for more than 90 days, they will be reviewed for an additional stay period every 30 days, ensuring each client is supporting their progress toward housing stabilization. If a client exceeds these 30 days, an intensified housing location and exit plan strategies will be implemented. The program is designed to provide this support until a housing option becomes available. However, at any time a client may be exited from the shelter for safety or continual shelter violations as outlined in the “Exit and Readmission Policies”. Additionally, The Shelter Operator will maintain a report to account for clients with lengths of stay exceeding 30 days and reasons why.

Pallet Homes
The Pallet homes will consist of 25 individual pallet homes. Each client will be assigned a bed bedding, and two storage containers for the length of their stay.

Flexible sleeping space may also be provided for transgender populations, those dealing with illness or in recuperative care, or for other special needs populations.

Meals
Breakfast, lunch, dinner and snacks will be provided for all clients daily, in a central dining area.

Hygiene Facilities
Hygiene facilities will be provided onsite for all clients. These will include restrooms and showers. Clients will be encouraged to utilize these facilities as daily resources.

Toiletries will be provided by the Shelter Operator to clients as needed. ADA restrooms

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT and showers are also provided onsite.

Laundry
Clients will have access to utilize the laundry facilities that will be located on site within the community.

Transportation
No walk-up clients will receive Shelter access. Returning clients will be able to return to the shelter daily by their own transportation or transportation provided by the shelter operator. All clients will be required to check in and out with shelter staff or security.

Security
The Shelter Operator will follow policies and procedures that promote utmost safety for clients, staff, volunteers, and the community. The Shelter Operator will also strive to provide an atmosphere that promotes community, stays alert for signs of conflict, and confronts harmful behaviors before they escalate. The security plan will include a multi-faceted approach involving screening for sex offenders, registered arsonists and felons with open warrants; secured entrances; security searches upon entrance; confiscation of harmful contraband; trained security personnel providing around-the- clock indoor and outdoor coverage; security alarms, cameras and lighting. Other program elements that will support security efforts include no walk-ups and no loitering policies.

Storage
All clients will be provided with two storage bin containers for their personal belongings.

These containers will be stored with the client in the pallet home under the bed. Clients will not be allowed to store other bags, shopping carts or suitcases in the pallet home that will not fit in the provided storage containers. Each client has access to a 12”x12” locker with no additional onsite storage for client belongings. Additionally, a refrigerated storage area will be available to clients with medication needs, with the assistance of shelter staff.

Case Management Services
Upon entering the shelter, each client will be assigned to a case manager. The primary function of the case manager is to work side-by-side with the client to create a pathway toward permanent housing opportunities, with the ultimate goal of ending their homelessness. Additionally, the case manager is to provide resources and support to the client during their stay, including encouragement to access any and all services provided at the Shelter. The case manager will ensure that all clients are entered into the Coordinated Entry System, as the first line of housing engagement.

Together, the case manager and the client will complete a Housing Plan which will guide their efforts toward securing permanent housing opportunities. Meeting weekly, the case manager will document the client’s progress towards actions outlined in the

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Housing Plan.

Upon initial intake, the Shelter Operator intake coordinator will ensure each client has been entered into the County Homeless Management Information System (HMIS) and review all shelter guidelines for the Esperanza Villa Program.

Daytime Program Activities
As a 24-hour Shelter Program, the Shelter Operator will encourage all clients to stay on-site during the day and to take advantage of the on-site services provided to them during the daytime. Daytime program activities include but are not limited to, the following:

● Full access to service providers through appointments made at the Shelter ● Life skills classes and workshops
● Indoor and outdoor recreational activities
● Daily outings to the DMV, social services, social security office

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Services Provided
The Esperanza Villa Program should incorporate a combination of basic needs services, as well as supportive services aimed at creating pathways into housing.

The following baseline services will be provided (in ranked priority):

Service

Location Provided by Shelter Operator
or Service Partner(s)

1. Intake/Assessment/Case
Management/Housing Navigation Esperanza Villa Program City Net

2. Crisis Evaluation – Mental Health Esperanza Villa Program Mental Health Partner

3. On Site Centralized Intake/HMIS Esperanza Villa Program City Net

4. Domestic Violence Services Esperanza Villa Program Domestic Violence Partner

5. Beds on Site Esperanza Villa Program City Net

6. Health Clinic Off-Site – Temp
Esperanza Villa Program
Service Partner

7. Transportation Services and Assistance Esperanza Villa Program City Net

8. Computers/Email Esperanza Villa Program City Net

9. Security Esperanza Villa Program City Net

10. Meals/Food Esperanza Villa Program City Net

11. Parking Esperanza Villa Program City Net

12. Homeless Prevention/Diversion Assistance Esperanza Villa Program City of Baldwin Park/ City Net

13. Drug and Alcohol Treatment (on/off site) Esperanza Villa Program/Off-Site

Service Partner

14. Crisis Evaluation – Referral Plan Esperanza Villa Program City Net

15. Services for Children Not applicable Not applicable

16. Commissary/Dining Hall Esperanza Villa Program City Net

17. 211 (off site) Off-Site Service Partner

18. Employment/Job Placement Esperanza Villa Program Service Partner/ City Net Case Management

19. Substance Abuse Treatment (on/off site) Esperanza Villa Program/ Off-Site Service Partner

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT & On-Site

20. Mental Health Treatment (on/off)
Esperanza Villa
Program/ Off-Site
& On-Site
Service Partner

21. Laundry Esperanza Villa Program City Net/On-site

22. Storage (on/off) Esperanza Villa Program City Net/On-site

23. Information and Referral Services Esperanza Villa Program/Off-Site and On-Site City of Baldwin Park/City Net

It is also recommended that in addition to the baseline services recommended, the following services are considered in the design and implementation of the Shelter:

Serv
ice

Location Provided by Shelter Operator or
Service Partner(s)

1. Recuperative Care Beds and Services Off-Site Service Partner

2. Recreational Activities Esperanza Villa
Program City Net / Volunteer

3. Pet Kennel and Services Esperanza Villa
Program City Net /Service Partner

4. Clothing Donation and Distribution Esperanza Villa
Program City Net / Volunteer

5. Electronic Charging Stations Esperanza Villa
Program City Net/On-site

6. Bike Repair Services Esperanza Villa
Program Volunteer

7. Police Substation Off-Site Police Department

8. Hair Salon and Services Esperanza Villa
Program Volunteer

Coordinated Entry System Integration
City Net will include in its staffing plan designated staff to conduct Diversion screening and prevent those with other resources from entering the homeless shelter system. Additional staff will be trained to complete on-site VI-SPDAT assessments. Case managers will also assist Shelter clients in obtaining the necessary documentation to move forward in their housing connection process, once matched to permanent housing opportunities by the Coordinated Entry System.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Target Goals/Expected Outcomes
The target goals and expected outcomes for the Shelter will adhere to guidelines and expectations set forth by the U.S. Department of Housing and Urban Development’s HEARTH ACT.

The Shelter should not be regarded as a singular program(s) but should provide support to the entire Continuum of Care (CoC), helping to move the system towards higher a level of system performance, a reduction in the number of persons who experience homelessness in our community and an increase in access to housing opportunities for chronically homeless individuals utilizing shelter services.

The Esperanza Villa Program will offer preferences to homeless residents set by the City of Baldwin Park who have identified to have long-term ties to the community.

Indicators for measuring effective system performance should include the following key considerations:

a. Reduction in Clients Experiencing Homelessness for the First Time:

Are fewer people experiencing homelessness for the first time? Are only persons who have no safe, appropriate housing option being admitted to shelter?

b. Overall Reduction in Number of Persons Who Experience Homelessness:

Are overall rates of homelessness declining? Is street homelessness declining? Is chronic homelessness declining?

c. Reduction in the Length of Time Persons Experience Homelessness:

Do people stay homeless for shorter periods of time? A reasonably short length of time homeless indicates system and program success in rapidly re-housing persons who are homeless. It can also indicate efficiency related to turnover of beds, which is essential to meet system demand for the Esperanza Villa Program.

d. Successful Resolution of Housing/Homeless Crisis:

Do people resolve their housing/homeless crisis successfully by maintaining/obtaining permanent housing? Are people successfully connected to community-based support?

e. Reduction in Recidivism (subsequent return to homelessness): Are repeat occurrences of homelessness avoided or declining

Program Layout
▪ Pallet Homes with separation between men, women and couples ▪ Medical/First Aid Area
▪ Dining/Commons area
▪ Security office
▪ Administrative office/Case Management office space
▪ Intake and Entry Area

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT ▪ Kitchen which includes commercial fridge, warmer and shelving. This area also doubles as a staff breakroom
▪ Shower, Restroom and Laundry Areas
▪ Outdoor Recreational and Facilities Areas
▪ Outdoor Pet Kennel Area

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Admission Criteria and Procedures

Client Rules and Guidelines
A prospective client must be able to perform all aspects of their care meeting their Activities of Daily Living (ADLs), follow all Esperanza Villa Program rules and maintain appropriate behavior with consideration for all other clients of the shelter. All clients must review and sign a copy of the "Shelter Agreement" document prior to entry (Attachments B and C). Intake staff and case managers will assist any and all clients who may have difficulty understanding or reviewing the rules. ADL medical exceptions can only be made by the City Net Shelter Manager or their designee.

Identification Requirements
A form of official identification is required, such as a shelter-issued ID card, to verify identity; however, a client will not be denied access to shelter services without one, so long as their reservation is verified by City Net staff. Case managers will assist clients in obtaining a California ID, providing each client with a no-cost ID voucher.

Additionally, all Esperanza Villa Program clients will receive a shelter-specific identification card upon entering the shelter that will be used for readmission during the duration of their stay.

Shelter ID components include a photograph, name, and other identifying information

Screening Requirements
No person validated on the sex offender registry (Megan’s Law) will be allowed to access the Esperanza Villa Program property (screening will take place prior to the arrival at the facility as part of the bed reservation system). Additionally, no felons with open warrants will be allowed to access the Esperanza Villa Program property or individuals identified as a registered arsonist.

This screening process will be vetted through the City of Baldwin Park Police Department upon entry to the Shelter.

Bed Inventory System

To minimize neighborhood impact, all clients seeking access to the Esperanza Villa Program and services will do so through the bed reservation system monitored by the Shelter Operator.

Clients will be screened for diversion and/or homeless prevention services. If they have an alternate, habitable location where they may stay, they will be diverted from occupying a shelter bed until their resources have been exhausted.

Clients meeting eligibility requirements will be assigned a pallet home and given instructions on entering and departing time and requirements by City Net intake staff.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT The Shelter Operator is required to manage and update daily, a designated system for capturing bed inventory, reservations, and vacancies. Shelter Operator staff is also charged with recording excused versus unexcused absences and recording client exits after 2 consecutive unexcused absences in 30 days. By 9am each morning, a new excel spreadsheet should be prepared by City Net staff noting current beds available, current list of excused versus unexcused absences, and an exit tracking log. These tracking logs will be reviewed daily by the shelter Operations Manager to ensure that there is an internal checks and balances to this transient population.

New Clients Entering the Esperanza Villa Program

New clients will be screened using the phone intake system. Beds will be assigned based on availability and eligibility results. City Net intake staff will check the bed log before assigning the new bed to ensure that an appropriate one exists.

As instructed, new clients should arrive at the shelter escorted by the referring party. When the client is referred a time will be scheduled for the referring party and client to arrive at the shelter for intake to be completed.

Those who miss their scheduled intake time will need to contact the referring party to confirm that the bed is still available and arrange for a new initial entry time. The referring party will then reach out to City Net intake staff to see if the beds remain reserved.

Upon arrival, clients are required to go through a security screening process and work with an Intake Coordinator to be informed of rules and regulations of the Esperanza Villa Program, complete necessary intake paperwork and obtain a shelter ID card.

Day Leave and Returning Clients

Clients who leave the program during the day may leave as early as 6:00am. Clients who have employment or appointments that will require them to leave earlier than 6:00am will need to speak with their case manager or the operations manager for approval. Clients will be able to walk out of the shelter as of 6:00am and will be asked to make their own arrangements for transportation.

Clients will be able to leave and return to the shelter throughout the day and will be required to check in with security at exit and re-entry. Clients will be allowed to walk out of the shelter and will need to arrange for their own transportation. All clients will need to return to the shelter no later than 10:00pm.

Clients arriving later than 10:00 pm for special circumstances such as employment or discharge from the hospital, must communicate with their case manager their anticipated arrival time.

No client will be allowed into the shelter after 8pm, unless their reason is found to be valid and approved by their case manager and/or the operations manager. Failure to communicate this could result in forfeiture of their bed reservation and subject to “Readmission Policy” protocols

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Hours of Operation
The Esperanza Villa Program is open 24 hours, 365 days per year. These hours of operation will be in effect seven days per week, every week regardless of holidays or weather.

6:30 AM - 8:30 AM Breakfast served
6:00 AM Clients can exit the shelter
6:00 AM Common areas open
6:00 AM - 9:00 PM Pet kennel area open
9:00 AM - 4:00 PM Computer/technology lab open (by appt only) 11:30 AM - 1:00 PM Lunch served
3:00 PM - 4:00 PM Snack served
5:30 PM - 7:00 PM Dinner served
10:00 PM - 6:00 AM Lights out in sleeping area

Overflow Management

Coordinated Service Delivery Plan
It is anticipated that in the early stages of operation for the Esperanza Villa Program needs and demands will outweigh the capacity of the 25 bed Esperanza Villa Program. Therefore, it is imperative that a Coordinated Service Delivery Plan be implemented that includes coordination of the following diversion and redirection strategies:

a. Homeless Diversion
The City of Baldwin Park and City Net Outreach staff will screen for Homeless Diversion prior to entry. The Shelter Operator will again review with the client potential Homeless Diversion services at intake to ensure that those with alternative resources will not be accessing the homeless system. Both City of Baldwin Park Outreach teams and City Net will either provide themselves or partner with an agency that can offer successful diversion assistance.

b. Coordination with Family Shelter
City Net will work with the family shelter operator to redirect families seeking shelter at the Esperanza Villa Program. If no family shelter vacancies are available, the City Net Outreach team will work with families in need by assisting them in seeking alternate shelter until such family programs become available.

c. Coordination with Bridge Housing
The City Net Shelter Case Managers will work with service providers with current

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT bridge housing and/or other housing vacancies. This form of housing will be utilized by returning clients who have been matched with a housing opportunity and will soon move into permanent housing. This strategy will increase the Esperanza Villa Program bed turnover rate as clients are successfully matched to alternate housing opportunities.

d. Coordination with Other Shelter Providers
City Net Case Managers/Outreach will partner with other emergency shelter program providers to redirect overflow to any additional shelter beds that may be available in the County. Case Managers will re-direct clients to shelter providers based on the client’s community of origin.

Overflow Policies
The Bed Reservation System is designed to prevent and minimize overflow and capacity issues for the Esperanza Villa Program. A daily bed utilization count will ensure that the 25-bed capacity will be fulfilled each evening, as the need for beds persists.

In the event of a community-wide natural disaster or in extreme weather situations deemed so by state, county, or city authority, the shelter will maintain a “no walk-up” policy. However, the following option could be utilized by the Operator:

● Utilize alternative locations and county resources for additional beds that may accommodate homeless without a bed reservation during inclement weather or disaster. During inclement weather.

Exit and Re-Admission

Exit and Readmission Policies
Clients will be considered to have exited the program when they voluntarily leave or are exited from the shelter for safety or continual shelter violations or find alternate housing.

When a client exits of their own volition or is exited for shelter violations, the client may be considered for readmission eligibility after the time designated by staff 30 days; with approved exceptions made by the Operations or Program Manager for medical/mental health and extenuating circumstances).

Length of exit for safety violations will depend on the severity of the infraction.

City Net and City of Baldwin Park staff should be balanced in their approach to program exits and readmission policies, as it pertains to rule violations and infractions. Such policies should include considerations to maintain a safe and effective facility; safety for clients, volunteers, staff, and the surrounding neighborhood; as well as demonstrate compassion toward homeless individuals who face increasingly vulnerable situations if forced to exit from a shelter situation to places not suitable for human habitation. No client shall be excited without review by the Director of Shelter Programs.

Additionally, shelter staff will keep logs of “excused” versus “unexcused” absences to avoid unnecessary exits. Only the operations or program managers and/or Director of Shelter Programs can approve excused absences. These excused absences will be promptly reported to shelter staff so that

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT they are notated in appropriate logs.

It is recommended that Infractions will be subdivided in a multi-tiered system based on the perceived impact of the infraction. Consequences for each tier level should be fitting and just for the level of the infraction and its perceived impact on the wellbeing of stakeholders.

As an example, a Tier 1 level may include “Basic Program Guideline Infractions” such as smoking in the bathrooms, cutting in line, etc. Tier 2 may include “moderate infractions” such as possessing alcohol/drugs on site, client fighting (minor scuffles), disrespect toward volunteers, etc.

For disobedience of rules in Tier 1 and Tier 2 levels, there will be increasing enforcement actions including verbal warnings and write-ups. After a compounded number of infractions in these tier levels, a client may be asked to leave, and staff will determine and give them the designated timeline for which they can be readmitted. Infractions at the Tier 3 level would be considered “major infractions” that include illegal drug use or possession, violent attacks/fights, possession of weapons, etc. The Shelter Operator maintains a zero-tolerance policy towards criminal activity including, but not limited to: violence & sexual misconduct, as well as drugs and medications used or possessed beyond the scope permitted in the “Health Policies”. These behaviors, when substantiated, are punishable by immediate expulsion upon first offense and a minimum of 30 days expulsion prior to readmission.

Clients who use the facility, programs, and services in violation of a specific rule will be obliged to adhere to those consequences. The consequences may also be subject to intervention by law enforcement, and if necessary, prosecution up to the limit of the law.

Exit Procedures
When a client is asked to exit due to disobedience of rules, violence, or criminal activity, security will escort the person off the property and be transported to a self-directed location, out of the surrounding area.

Case Manager Services Policy

Upon entering the shelter, each client will be assigned to a Case Manager. The primary function of the Case Manager is to work side-by-side with the client to create a pathway toward permanent housing opportunities, with the ultimate goal of ending their homelessness. The time frame is 90 days; however, the shelter guest will be on a strict housing plan schedule, meeting with their Case Manager on a weekly basis. Additionally, the Case Manager is to provide resources and support to the client during their stay, including encouragement to access any and all services provided at the Esperanza Villa Program.

The Case Manager will ensure that all clients have a complete assessment and are entered into the Coordinated Entry system, as the first line of housing engagement. However, this will not be their only housing plan option. The case manager will continue to seek other housing opportunities, which could also include diversion services.

Case Managers will assist Esperanza Villa Program clients with obtaining the necessary documentation such as: California Identification, Social Security card or Birth Certificate to

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT move forward in their housing connection process, once matched to permanent housing opportunities.

Together the Case Manager and the client will complete a Housing Plan which will guide their efforts toward securing permanent housing opportunities. Meeting weekly, the Case Manager will document the client's progress towards actions outlined in the Housing Plan. Additionally, Case Managers will work with clients to provide referrals to services in the Esperanza Villa Program or any community referrals as necessary.

Documentation of Case Management Services and Data Security Policies City Net case management staff will complete the intake process with the new shelter guest upon client entry. Case Managers will keep case notes updated with recording interactions with clients. The database will track the resources and referrals given, support rendered, and any infractions the client may accrue. Outcomes are recorded at exit and throughout participation in the program. When the client is exited from the Esperanza Villa program, the Shelter case manager staff will update the client file.

Paper files will be stored in a secure, locked location in the City Net Case Managers’ office, which can only be accessible by necessary shelter staff.

The Shelter Operator will use HMIS as its primary database and ensure that every client completes and signs a City of Baldwin Park HMIS Client Consent Form upon entry into the program. Intake Specialists will ensure collection of all HUD Data standards as required by the HMIS system.

The Shelter Operator will have a policy restricting computer access records and client information to authorized staff. All database and HMIS access will require passwords by authorized users.

Disclosure of client information to other social service agencies may be permitted only with the client’s written consent. Disclosure of records relating to clients may be released without client consent in certain circumstances, as required by law.

Daytime Program Policies

Clients that are participating in the Esperanza Villa Program may, but are not required to, leave the facility during the day. The Shelter Operator will make every good-faith effort to encourage all clients to stay on-site during the day and to take advantage of the on-site services provided to them during the daytime.

Clients are encouraged to stay at the facility and utilize the services and resources available.

Clients will have access to daytime services and will be able to meet with their assigned Case Manager on a weekly basis. They will also have access to activities provided by shelter staff and volunteer organizations. Clients are welcome to use the facility’s recreational areas, lounge, computer lab, and designated outdoor spaces.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Esperanza Villa Program Policies

Esperanza Villa Program Clients
Access to the Esperanza Villa Program will be limited to homeless clients of the Program. Clients will be responsible for their own transportation to and from the shelter when they leave the property.

Esperanza Villa Program clients are expected to follow all shelter rules and maintain appropriate behavior with consideration for all other clients of the shelter. Rules of the Shelter Village will prominently be displayed in lobby waiting areas. Those in violation of these rules will be exited from the site, suspended, or terminated from receiving services depending on the severity of the offense.

Lead Agency Protocols
The role of the Shelter Operator is not to provide all the supportive services offered at the Esperanza Villa Program but to recruit and manage a group of partner agencies specialized in providing an array of supportive services beneficial to shelter clients and other homeless populations.

The Shelter Operator will include in its staffing plan a Esperanza Villa Program volunteer coordinator position. The duties of the Esperanza Villa Program Volunteer Coordinator will be to recruit and encourage participation by outside service providers, maintain service provider room reservation schedule and ensure the day-to-day operational functions of the Esperanza Villa Program .

The Shelter Operator should ensure that the Esperanza Villa Program has flexible hours to allow clients to come before or after work, or alternatively, on the weekends.

Requirements for Service Provider Partners
All service providers who desire to offer direct services at the Esperanza Villa Program will complete an interest application.

Responsibilities of the Service Provider Partners will include, but are not limited to:

● Set and maintain their own appointment schedule with clients; ● Provide clients with access to transportation to fulfill their scheduled appointments, if needed;
● Ensure that all clients are aware of Esperanza Villa Program rules and enact appropriate; enforcement of client shelter rules for their clients if and when necessary;
● Agree to share service output and outcome information; ● Communicate room reservation conflicts with Esperanza Villa Program Concierge in advance;
● Respect, maintain and keep clean all areas of the Esperanza Villa Program; ● Respect and cooperate with Shelter Operator staff, other service providers and clients;
● Participate in quarterly Service Partner Advisory Board meetings and provide

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT input to the improvement of the Esperanza Villa Program.

Good Neighbor Policy - Community Coordination and Communication

Communication and Coordination with Neighborhood, Businesses and Public The Shelter Operator is committed to communication with neighbors on an ongoing basis. As part of this commitment, prior to commencement of any services at the Esperanza Villa Program, the Shelter Operator will facilitate a number of Community Forums, as needed. These Community Forums will provide opportunities to answer any questions that members of the surrounding community might have on the operations of the Esperanza Villa Program. The Shelter Operator will provide information to the public including operational design plans, estimated date to begin and complete construction efforts on the project, and when services will begin.

A public inquiry phone number and contact information will also be posted. Community stakeholders may call this number for information about the site or to have any questions answered. The phone number will be retained as a resource for community members while the shelter is up and operational. All community complaints and/or inquiries about the Esperanza Villa Program will be recorded and forwarded to the appropriate staff for prompt investigation.

The Shelter Operator will be fully committed to an appropriate customer service response and will consider the resolution of community complaints a high priority.

The Shelter Operator will also create and maintain a program website that will include important information for community stakeholders and clients alike. The website will include a “Frequently Asked Questions” section which will help to provide instant answers to community concerns. Additionally, the website will include a digital copy of the Shelter Operator’s full “Good Neighbor Policy” and “Management and Operational Plan” to be made accessible to the public.

Visits by members of the community and tours of the facility will only be available by scheduling an appointment with City Net Staff. All requests must be submitted no less than 24 hours in advance and must be approved by the City Net Operations Manager or designee. Approved shelter tours will only be given during normal business days (M-F), during the hours of 8:30 am - 4:30 pm).

The Shelter Operator will have program brochures available on-site and will also disseminate these resources to groups throughout the community. Information on the brochures will highlight the various services at the facility as well as criteria for admission and eligibility.

Volunteer, in-kind and donation opportunities will also be listed for those who wish to support the program.

The Shelter Operator will create a set of media guidelines and appoint a Public Relations team to handle all media requests. The Public Relations team will be charged with ensuring that the public is regularly updated on the progress and successes of the shelter program through various local media outlets. All media inquiries must be approved the City Net Manager or designee.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT

Communication and Coordination with Local Police and Fire Departments The Shelter Operator is committed to communicating and working collaboratively with local police and fire departments through all stages of program implementation - from facility design to program execution. The intention of the Shelter Operator should be to act as self-sufficient as possible and minimize the shelter’s impact on the local police and fire departments. This includes ensuring that staff and security are trained to properly manage and respond to an array of difficult situations that may occur at shelter.

The Shelter Operator will provide an array of services and support that will be beneficial to local police and fire departments. These services include, but will not be limited, to:

● Access to medical facilities to respond to medical needs of the clients; ● Creation of an on-site police substation, if desired; ● Staff Neighbor Patrol will monitor surrounding area to control issues of loitering, abandoned property, and other blight;
● Training opportunities on mental illness, homeless sensitivity or other topics of interest to supplement existing department trainings;
● Statistical reports on number of clients served, length of stay and/or demographic information.

Additionally, the City Net Staff/Operator will meet with local law enforcement from the host city and surrounding police departments. Initially, it is suggested to meet once per month when the shelter opens. County Public Safety personnel will have the ability to bring forward operator non-performance directly to the County.

Communication and Coordination with City, County, and Service Providers Operation of the Esperanza Villa Program will be for the public good and to move the homeless Continuum of Care system forward. As such, successful implementation of the Shelter will require the partnership of various stakeholders including the City, County and other Service Providers.

The City Net Case Managers/Shelter Operator will be committed to working cooperatively with numerous other Service Providers, community, and government organizations to serve the needs of the homeless population in Sacramento County.

In order to effectively manage and operate a robust shelter that provides an array of services for the shelter clients, Case Managers must demonstrate a strong history of collaboration and willingness to engage other Service Providers.

Additionally, the City Staff/Shelter Operator will be responsive to and provide support to the County Board of Supervisors as needed, in relation to the outcomes and operation of the program.

Policies for Community Involvement
The Shelter Operator will be committed to active participation in County and City wide community events. To the extent reasonable and feasible, representatives of the Shelter

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Operator will attend meetings of the local Neighborhood Association(s) and local Chamber of Commerce(s) when invited and communicate with neighborhood and business participants.

Additionally, the Shelter Operator may sponsor special events, such as community resource fairs which will include the community and the neighborhood on various occasions.

Policies for Neighborhood Patrol
A Shelter Operator staff-led Neighborhood Patrol will assemble daily to monitor the grounds around the shelter perimeter. The role of this patrol group is to collect litter, promote cleanliness, engage with and enhance the safety and cleanliness of the immediate vicinity.

Additionally, they will prevent and control issues of loitering, unauthorized parking of client vehicles in the neighborhood, abandoned property, shopping carts and other blight. A log will be kept of the daily patrols. The following actions will be completed by the Neighborhood Patrol:

All litter and trash items will be removed from the area and properly disposed of; ● Clients found loitering will be issued a warning and be asked to move along. Violations of this rule may cause a client to be exited from the facility; ● Unauthorized parking of client vehicles in the neighborhood are subject to towing; ● Shelter Operator will contact a city-designated shopping cart retrieval program to collect all shopping carts found that do not contain items of personal property; ● Shelter Operator will follow city codes for removing personal property found in the surrounding area;

Shelter Advisory Boards

Advisory Board Composition
The Shelter Operator will establish a Shelter Advisory Board comprised of varying stakeholders with the intent to:

● Regularly review the operations of the Esperanza Villa Program ● Enhance community relations between the shelter and the public ● Address concerns of local community members, businesses, City of Baldwin Park , and partner services providers pertaining to the operation of the Esperanza Villa Program ● Address grievances as they occur in the Esperanza Villa Program Shelter Advisory Board will include: TBD
● City Representatives
● City Net Shelter Manager
● City Net Director or Shelter Programs
● Police Department Representative
● Two Representatives from the Adjacent Business Community ● Two Representatives from the Adjacent Residential Community’

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Meeting Schedule
During the first 90-days of shelter operations, meetings will take place monthly. As operations are established, meetings may be adjusted to bi-monthly/quarterly, or as needed.

Accountability and Grievance Process and Policies
All City Net (AKA “Organization”) clients have the right to have their concerns and grievances heard by Organizational leadership. If you are a City Net client and have a concern or grievance regarding any interaction with City Net, our staff, or our other representatives, please take the steps listed below until your concern is resolved or the second appeal has been completed.

IMPORTANT: If at any time you feel unsafe or uncomfortable following a step in this procedure, skip it and move on to the next step. Additionally, you can contact anyone in the Organization who you feel comfortable speaking to, even if that person is not listed in this procedure. And finally, if you believe that anyone at City Net has engaged in illegal behavior, please contact the police to report your concerns. Illegal behavior includes but isn’t limited to abuse, assault, blackmail, bribery, coercion, and harassment.

Procedure
As much as possible, provide us the details of what happened, including who was involved and the date(s) and time(s).

If you have a Case Manager and your concern is not with your Case Manager, tell your Case Manager.

If you have a Case Manager but your concern is with your Case Manager, call or email City Net’s Program Director: [email protected] or (714) 712-0107. Be sure to provide your name and the best way to contact you.

Discuss the concern with the appropriate staff person. Our experience is that most concerns are resolved through this discussion because we can generally address the problem easily. If we can’t, however, we may need to investigate. Give us time to investigate it. We typically investigate concerns that are brought to us if they can’t be immediately resolved. The amount of time that an investigation takes can vary from one day to several weeks, but we will update you no later than 5 business days after you inform us of the complaint.

Consider our decision. When we’ve finished our investigation, we’ll decide how to respond to what we learned, and we’ll notify you of our decision. To protect people’s confidentiality, we probably won’t provide you all the details, but we’ll share with you the details relevant to your case and/or standing with our organization. Think about whether our decision is acceptable to you. If it is, please let us know. If it’s not, continue following this procedure.

First Appeal
Appeal the decision to City Net’s Executive Director. If you think our decision was unacceptable or did not resolve your concern, tell our Executive Director. S/he prefers to be told about participants’ concerns in writing to make sure s/he has good documentation of the situation, but if you cannot or would prefer not to contact her/him in writing you may call. Our Executive Director’s contact information:
[email protected] or (714) 712-0107. Be sure to provide your name and the best way to contact you.

Give the Executive Director time to investigate the grievance. Our Executive Director will need to conduct an investigation, which could take as little as a day or as long as several weeks. Someone on the Leadership

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Team will update you no later than 5 business days from the time your appeal was received.

Consider the Executive Director’s decision regarding your appeal. When the Executive Director has finished the investigation, s/he will notify you of her/his decision. To protect people’s confidentiality, s/he probably won’t provide you all the details, but s/he’ll share with you the details relevant to your case and/or standing with our organization. Think about whether the decision regarding your appeal is acceptable to you. If it is, please respond to the Executive Director to let her/him know. If it’s not, continue following this procedure.

Second Appeal
Appeal the decision to City Net’s Board of Directors. If you think the Executive Director’s decision regarding your appeal was unacceptable or did not resolve your concern, write a letter to our Board of Directors. Be sure to include your name and the best way to contact you. If you cannot or would prefer not to write the letter yourself, you may call our administrative offices to have a member of our administrative team write the letter for you (based on what you say over the phone). Contact information: Administrative offices:
(714) 712-0107 Board of Directors’ mailing address: 4508 Atlantic Ave, #292, Long Beach CA 90807 Give the Board of Directors time to investigate the grievance. Our Board of Directors will need to conduct an investigation, which could take as little as a day or as long as several weeks. Someone on the Board of Directors will update you no later than 5 business days from the time your appeal was received.

Consider the Board of Director’s decision regarding your appeal. When the Board of Directors has finished the investigation, they will notify you of their decision. Their decision is final. To protect people’s confidentiality, they probably won’t provide you all the details, but they’ll share with you the details relevant to your case and/or standing with our organization.

Notifying Third Parties of Your Concerns
Note that—always and at any time—you have the right to discuss your concerns regarding City Net with the California Office of the Attorney General (https://oag.ca.gov/charities/complaints).

Confidentiality and Retaliation
We will try to keep your identity and the details of your concern confidential as much as possible while conducting investigations and acting on your concerns. However, our goal is to learn exactly what happened, and sometimes we will say who made a complaint and/or the details of the complaint in order to conduct a thorough investigation. No matter what we find or decide, you have the right not to be retaliated against for bringing your concerns to us. That means that no staff member can punish you for bringing your concern to us. For example, they can’t refuse to serve you, reduce your services, or behave unprofessionally toward you as punishment for telling us about your concern. If you believe you are being retaliated against or punished for bringing a concern to us, please contact our Executive Director as soon as possible:
[email protected] or (714) 712-0107. Be sure to provide your name and the best way to contact you.

Safety Policies

Facility Maintenance
The Shelter Operator will keep a schedule for regular facility maintenance and cleaning. The Shelter Operator will contract with a janitorial service to provide daily cleaning services for all areas utilized by clients and weekly for office space at the shelter.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Shelter staff will rotate regular maintenance duties and inspections for minor repairs and replacements. Maintenance and cleaning forms are used to track completion of each task and reviewed monthly. The Shelter Operator will be responsible for staff training and performance in these duties.

The outside grounds will be incorporated into the maintenance schedule and rotation including cleaning of parking lot, watering of plants, maintenance and cleaning of sidewalks and patio areas, and checking of outside lights and furnishings. Graffiti will be reported to the Program Manager for removal within 24 hours.

Need for repairs will be reported promptly by staff to the Operations Manager. Minor repairs may be completed by staff, as trained. Major repairs are reported to the Operations Manager. Difficult repairs will be sent out to an approved list of vendors for bids, approval, and completion.

The Shelter Operator will be committed to maintaining a pest free environment throughout the premises. As such, no food will be allowed in the living areas of the facility. Trash bags will be emptied daily in all areas. Inspection of client spaces and lockers will be conducted for any items that would attract pests. All staff will receive appropriate training for the identification of common pests as well as prevention and control measures. A Pest Control company will be contracted by City Net and will come regularly to spray for bugs, check for infestation of pests, and perform other pest prevention or extermination treatments that will be seen on their visits or reported by staff.

Fire and Earthquake Safety

Evacuation Plan for Ambulatory and Non-Ambulatory Residents Shelter staff will be trained in protecting the safety of everyone in the facility. Staff will respond quickly and safely when an emergency, incident, or natural disaster occurs. Evacuation routes and exits will be posted in each major area of the facility. An evacuation point outside will be designated.

In case of the need for evacuation, the present site lead during the emergency will notify all staff and clients to evacuate, call 911, and direct evacuation plan. Staff will be assigned to oversee the evacuation of clients in each work area. Staff will check client areas, assign assistance to non- ambulatory and disabled persons, and lead clients to safety through the nearest safe evacuation exit.

Staff will assemble clients outside at designated evacuation points, read bed lists for attendance and search for any missing clients, as safety conditions allow.

In case of fire these additional protocols will be completed:

 The Operations Manager or lead staff member will pull the nearest fire alarm if it is not already sounding.
 While evacuating clients, staff will attempt to close all door(s), if safe to do so.  Before exiting a room, the Operations Manager or lead staff member will touch the back of hand to the door to determine if the door is cool, then open it a crack, smell for smoke, and if deemed safe, open the door and leave the building to the evacuation meeting point.

 If the door is hot, it is not opened, and staff will lead clients to leave via the nearest safe exit.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT  Staff will locate and use appropriate fire extinguishers, if safe to do so.  When the Fire Department arrives, a staff person will speak to the officer in charge and give the officer a set of staff keys.
 Staff will contact the Operation Manager or his/her delegate as soon as possible, if not on site.
 Staff will report incident and procedure in Incident Report and staff shift notes as directed in shelter policy.

If the weather is inclement and if the evacuation will not be short, staff will:
● Contact the Operations Manager to identify evacuation locations and disaster teams if assistance is needed for client shelter, meals or services. ● Contact the Chief Program Officer.
● Contact City assigned staff.

For a false alarm or other short-term evacuation, staff will direct occupants back into the community once the Fire Department has authorized an “all-clear.”

Fire Prevention Procedures
The Esperanza Villa Program will be approved by the Fire Department for all fire codes, sprinklers, alarms, and exits prior to service implementation. Emergency lighting will be installed both inside the facility and outside on the grounds for safety and in compliance with all codes.

No smoking will be allowed inside or outside the building, within 20 feet of doors. A smoking section will be designated, and a sign posted in the enclosed patio area.

Fire Drills and Documentation
Fire drills will be conducted at least quarterly. Documentation of fire drills will be kept for three years in Shelter Management Files.

Fire Inspections and Extinguishers
The most recent annual fire inspection will be posted in a designated area of the Esperanza Villa Community and will be included in the shelter management files. Fire extinguishers will be hung in each area of the building as shown in facility plans and in the evacuation plan. Fire extinguishers will be inspected and maintained per City and County requirements. A certificate of the most recent OC fire inspection will be posted in a visible designated area.

Earthquake Safety
Earthquake drills will be conducted quarterly by staff. The evacuation route and procedures may be the same as other hazards. A client tally and search will be conducted once evacuation is conducted.

In case of an actual earthquake that causes damage to facility or grounds, staff from the City's Public Services and Fire Departments will be called to inspect the facility as soon as safety permits. Clients will be evacuated from building and transported to other shelters as needed.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Security Plan

The Shelter Operator will follow policies and procedures that promote utmost safety for clients, staff, volunteers, and the community and will strive to provide an atmosphere that promotes community, stays alert for signs of conflict, and confronts behaviors before they escalate.

Eligibility Screening
No person validated on the sex offender registry (Megan’s Law) or a registered arsonist will be allowed to access the shelter property. Additionally, no felons with open warrants will be allowed to access the shelter property.

Secured Entrances
All clients will be required to enter the shelter in a coordinated, peaceful fashion.

All clients will present identification upon entry. Clients without valid California identification cards will be given supportive services to secure a valid identification card. Clients will also receive a shelter- specific ID to use for admission into the shelter throughout the duration of their stay.

All clients and their belongings will be checked by security personnel, utilizing security wands each time they enter and exit from the shelter and all contraband will be seized. Contraband items include, but are not limited to: weapons, explosives, flammable or volatile substances, illegal drugs, controlled substances or drug paraphernalia, bio-hazardous items or environmentally harmful goods.

Clients will sign in upon entrance and sign out upon exit from the building.

On-site Safety Personnel
The Shelter Operator will ensure the safety and security to the area and the safety of clients along with the surrounding neighborhood. Shelter Operator will appropriately train staff to monitor and secure the site, and safety of the clients enrolled in the program. Screening of the clients’ belongings will be adhered to make sure the entire community is safe.

Daily Recommended Operational Staff

Time Staff
12:00 AM 2
1:00 AM 2
2:00 AM 2
3:00 AM 2
4:00 AM 2
5:00 AM 2
6:00 AM 2
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ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT 8:00 AM 2
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Security Alarms and Cameras
The building will be equipped with security cameras inside and outside, safety alarms, and a portable communication device worn by staff. Staff will also have access to panic buttons which will silently summon police to the facility during emergency situations.

A City Net staff member will monitor security through an administrative office located on site.

Security Lighting
Security lighting will be used both inside and outside the facility to highlight entrances and parking lots. A staff person will escort any person to parking lot or security gate after sunset.

Loitering Policy
Clients will not be allowed to loiter in the surrounding neighborhood. Violations of this rule may cause a client to be exited from the facility. The Shelter Operator’s Good Neighbor Policy will include regular checks of surrounding areas to prevent and control loitering issues.

De-escalating Conflicts
All employees will receive training in communication techniques that de-escalate confrontations.

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Entrance and Exit Procedures
All staff and clients will enter and exit through one main entrance and security checkpoint. Both entrances will be equipped with security cameras for inside and outside the facility, safety alarms, and a portable communication device worn by staff for control of entrance and activity inside the building.

All areas of the building will be locked when not in use. The community will be zoned so that clients will only have access to the areas which they need. During sleeping hours, clients will have restricted access to other areas of the community.

All clients will present identification upon entry, and their person and belongings will be searched by City Net staff. They will sign in upon entrance and sign out upon exit from the building.

Policy Regarding Storage of Clients’ Possessions
All items may be stored that fit inside of the two storage containers provided for the length of the client’s stay at the shelter. The right to store items may be revoked based on violation of rules and/or at the management’s discretion. Once a client has exited the shelter program, any personal effects may be stored for up to 7 days; after which, the property will be donated or disposed of. Clients who have exited from the shelter program must contact staff to set an appointment to collect their personal belongings.

In the event the client cannot come to retrieve their own property, they may name a proxy of their choosing to pick up their effects by filling out an Authorization for Release of Personal Property form. The client will be responsible for asking their designated contact person to retrieve property, if needed.

No contraband items may be stored at the shelter. Contraband items include but are not limited to:
weapons, explosives, flammable or volatile substances, illegal drugs, controlled substances or drug paraphernalia, bio-hazardous items or environmentally harmful goods.

Policy Pertaining to Authorized/Unauthorized Search of Clients’ Property by Staff The Shelter staff will have the right to inspect all storage areas to ensure compliance with contraband policies. Staff have the right to designate a period of time when a client will be ineligible for re-entry to the facility, if contraband is found. Length of ineligible time will be documented according to the “Exit and Readmission Policies”.

When inspecting a client’s possessions without them present, two staff persons will be responsible for the search. An Authorization Form will be signed by the client at the time of entrance into the facility.

When items are found in the client’s possession that are not suitable, clients can choose to have staff dispose of the item or client may store property off site, at their own cost.

Policy on Possession of Weapons On-Site
No weapons or objects which can be used as weapons will be brought into the shelter. All of a client’s belongings brought on-site will be searched upon entry and inspected for weapons and items that

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT could be used as such. Anyone found with a weapon or dangerous materials that can be used as a weapon will be asked to immediately leave the premises and neighborhood of the facility. Sharp objects such as tools or scissors will be stored in locked storage areas and not taken into shelter living areas.

All kitchen knives and sharp objects, hazardous materials, and cleaning equipment that could be used as a weapon will be kept in locked areas with only staff accessibility.

Procedure for Contacting Police
The intention of the Shelter Operator should be to act as self-sufficient as possible and minimize the shelter’s impact on the local police department. This includes ensuring that staff and security will be trained to properly manage and respond to an array of difficult situations that may occur at the shelter.

In establishing a procedure for contacting police, the Shelter Operator will work cooperatively with the local police department to establish shelter policies and procedures on how and when to contact police for conflict resolution, trespassing, theft, unruly behaviors, loitering around property, mental health evaluation, and emergencies.

Upon consensus, a 911 protocol will be established and followed. All staff members will be trained in these procedures. 911 may be called for any medical emergencies, violent behaviors that endanger others, and suicidal ideation.

Health Policies

Housekeeping Policy
The City Net will commit to and understand the importance of maintaining hygienic, sanitary environments for the well-being of clients, volunteers and staff. The Shelter Operator will maintain written, standardized housekeeping procedures. Each procedure will be designed for safety of staff and clients and for a consistent, high standard of housekeeping. Staff will be provided with training in these procedures, will be monitored in performance of the procedures, and evaluated in their effective use of them. Training may include education on any hazardous materials with which staff may come into contact when carrying out their assigned work tasks. The complete list of procedures will be included in a Shelter Policy and Procedures Manual and made available to all employees.

Outside janitorial staff will be contracted to assist in the maintenance and cleaning of the facility.

Thorough daily cleaning of all client areas including living quarters, kitchen and dining and common areas will be done using institution strength antibacterial products. Bathrooms, showers, laundry and eating areas will be given priority attention. The kitchen and dining areas will be cleaned according to strict health standards after each meal. Office space will be cleaned weekly by the contracted janitorial staff and as needed by Shelter staff and partner organizations using the space.

To prevent cross-contamination, clients will be required to store personal toiletries in plastic sealable bags on their beds when not in use. The Shelter Operator will assign a set of linens at intake for their

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT use while in the shelter. The client will be responsible for making and maintaining their bed each morning and washing all their bed linens as recommended by the shelter operator.

Staff will wear appropriate protective garments (i.e. gloves) while completing tasks; ● Staff will use recommended disinfecting cleaning products for each area of facility; ● Staff will practice required hand-washing procedures; ● Kitchen staff will be trained in and practice required food-handling procedures obtaining their California Food Handlers Card

The outside grounds will be included in the housekeeping standards and schedule. The facilities outside spaces, parking lot, and green areas will be cleaned daily from debris and litter. Chairs and tables will be washed according to inside standards. Minor repairs of the facility and grounds will be completed by the Shelter staff such as door lock codes, window covers, etc. Any major repairs or work requiring specialized training will be completed by approved vendors, plumbing or electrical issues.

The Service Partner agencies must adhere to housekeeping procedures. Service Provider Partners will be expected to respect and keep their areas clean after usage.

Pet and Service Animal Policies
The clients will be permitted to bring pets and service animals into the shelter. Clients will be encouraged to have their pet registered and receive current vaccinations in order to access the Esperanza Villa Program. They will also need to agree to have their animal altered in keeping with the shelter’s policy on prohibition on breeding. Not having their pet registered or vaccinated will not be a disqualifier but is something that will be worked on with their case manager. Emotional Support/Service animals will be permitted to stay in the shelter and living areas, all other animals must stay in the provided kennels on the grounds. In order to qualify as a service animal, a client must produce an official letter from a licensed physician stating that the animal is needed to help the disabled individual perform some of the functions and tasks that an individual with a disability cannot perform for him or herself.

The health and well-being of all pets and service animals brought into the Esperanza Villa Program will be the responsibility of their owner. Clients must feed and clean up after their pets and service animals, Shelter staff will not be able to provide food. Clients who are unable to care for or feed for their pets or cannot control them while at the shelter will be asked to remove the pets from the facility.

The Shelter Operator will work with the county to define rules and policies around pets, service animals and animal management at the shelter. City Net will contract with a local veterinarian clinic to help provide animal management services to pets residing at the Esperanza Villa Program. Such services include but are not limited to: examination of pet health upon entering shelter and throughout, flea treatment, spaying/neutering services, vaccinations, treatments for injuries/health issues and pet owner education. All animals must remain either inside the facility or within the gated area of the shelter in the designated outdoor animal area.

Possession and Use of Controlled Substances
The Shelter Operator will have a strict policy prohibiting the possession or use of alcohol or controlled substances at the Esperanza Villa Program and on the Shelter premises by employees, residents, clients, and the general public.

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It will be the intent of the Shelter Operator to promote a safe, healthy and productive environment for everyone. Staff recognize that the illegal and/or excessive use of drugs and alcohol, or the inappropriate use of prescribed drugs is not conducive to a safe living environment. It will be the objective of the Shelter Operator to have an environment that is free from the influence of controlled substances and alcohol at all times on the premises. The unlawful purchase, possession, transfer, manufacturing, distribution, dispensation or use of any illegal drug is inconsistent with the objective of operating in a safe and efficient manner, is contrary to the shelters mission, and will be strictly prohibited.

Policy for Drug Possession
Staff will have the right to refuse entrance to any client who is noticeably under the influence, exhibiting behavior that is inappropriate due to influence, or otherwise cannot follow the rules and expected behaviors of a client while participating in Shelter activities. If alcohol, illegal substances, or paraphernalia are found in a client’s possession after they have completed entry paperwork and necessary security screenings, that client may be asked to exit the facility at the discretion of staff.

They may be given a timeframe of their next eligible readmission date. The illegal drug or alcohol will be disposed of and documented by two staff following written protocol in a Policy and Procedures Manual.

Security, Use and Access of Prescription Medications
If a client has medications that must be administered throughout the evening/night or will be damaged by extreme heat or cold, they may retrieve them from a designated staff person. If a medication needs to be refrigerated, the medication will be packaged and labeled with the person’s name, pallet house number, and name of medication and placed inside a designated locked refrigerator.

A client who qualifies and requests their medications to be stored in a locked area must sign an Agreement Form and will have access to the medications as soon as possible by their request to the staff on duty. The client will be responsible for requesting and taking their own medications within limits of how they are prescribed. Only the person whose name is on the medications will be able to retrieve them.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Client Use of Over-The-Counter Medications
Use and storage of over-the-counter medications follow the same policy and procedures of prescription medications.

Client Access to Emergency and Medical Care
Clients may have access to medical care at any time. Clients should communicate to staff members on duty their need for medical care, if possible.

If a client requires first aid items, they may access them from a shelter staff member at the service desk. The staff member may assist the client in first aid care with client’s permission, as he/she will be trained, and using universal precautions.

In case of a seizure, staff will be trained in appropriate safety precautions or will call 911 if seizure persists or causes bodily harm. If a client needs emergency or serious medical care, the staff on duty will call 911 and follow 911 procedures. In case of an injury, staff will not move the client. They will contact other staff, call 911, and if appropriate, check breathing and pulse and begin CPR if needed.

One staff member or trained volunteer will attempt to keep the client comfortable and keep other clients away from immediate scene, while another staff member will wait for medical personnel, give medical personnel information about the client, and direct them to client.

The Operations Manager will be called as soon as possible. After client emergency or incident has been controlled, the lead staff member will complete an Incident Report form which will be sent to the Program Manager and higher-level staff as needed.

First Aid Equipment, Supplies and Procedures
The Shelter Provider and/or approved medical partner will have first aid supplies available at all times.

The first aid kit will be inspected monthly, updated as items expire, and re-stocked after each use. Staff members will be trained annually in universal precautions, first aid care, seizure, and Mental Health crisis. Any incident occurring at the shelter requiring first aid will be documented in the daily report and an Incident Report will be prepared and sent to the Operations Manager and other higher-level staff as necessary.

Policies & Procedures for Disease Prevention
The Shelter Operator will have protocols for the prevention and treatment of certain diseases and conditions such as COVID, seizures, diabetic episodes, mental health episodes, lice, bed bugs, influenza, and other communicable and contagious diseases. Universal precautions will be maintained at all times in handling of fluids, client clothing, laundry, and in all cleaning of premises.

When a client test positive COVID, the Shelter Operator will respond immediately following all CDC guidelines:
 Clients will immediately isolate for 5-7 days, test the client again on the 5th day of isolation until a negative COVID test is a achieved
 Clients wear a well-fitted mask around others
 Clients will adhere to 6-foot distancing
 Shelter Operator will assist the client with food in their personalized pallet home  After use of the restrooms, Shelter Operator will sanitize and clean the restroom and shower

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT When an accident or injury to an employee or client occurs or when there has been damage to Shelter property, staff will follow a set protocol which includes:

● Immediately contacting their supervisor about the situation ● Dealing with any injuries
● Securing the accident scene by obtaining names, addresses, and phone numbers of witnesses (if possible), taking photos (if possible), and noting any unusual circumstances ● Recording all necessary information to complete a formal report ● Not accepting any responsibility on behalf of the Shelter Operator ● Reporting all accidents or injuries within 24 hours to insurance carrier

If a client shows symptoms of a contagious disease or other public health concern that might threaten another person, the client will be sent to a local medical facility or emergency room for diagnosis and treatment. If a client leaves due to disease, the bedding and client’s clothes will be washed, bed cleaned, and bedding replaced on the bed. Clothes and belongings will be stored in designated areas and held for the maximum amount of time permitted. The shelter will operate to conform to best health practices and concerns.

Universal precautions will be used for all handling of client possessions. Staff will follow hand washing techniques recommended by the Health Department.

If a client shows symptoms of tuberculosis, the client will be sent for medical diagnosis and asked to receive a TB test. All clients may be offered TB testing through partner medical services as a community health benefit.

Food Policies

Provision of Nutritional Needs of Clients
The Shelter Operator will provide breakfast, lunch and dinner to each client every day. Meals will be prepared at an approved off-site facility. They will ensure that meals will be nutritious and balanced.

The Shelter Operator is responsible for providing and calendaring all meals and snacks either through a food volunteer network or through a registered food vendor.

The Shelter Operation will include in its in-kind donation strategies, opportunities for food donations and partnerships with local food banks. The Shelter Operator will also work with community and church partners and existing community meal service programs to offer opportunities to feed the homeless individuals and families at the shelter. The shelter operator may elect to schedule daily food deliveries through a third-party vendor and include such expenses in their operating budget.

Tables will be set up for meals in the central dining area of the Shelter at the scheduled meal times.

Food will be served at designated times of operation for registered shelter clients. All such meals must meet Health Departments standards.

The Shelter Operator, Food Coordinator, and Kitchen Staff will meet all County Health Department standards. Inspections will be completed by the Health Department and any changes will be made if indicated. The certificates for Health Department inspection results will be posted in the kitchen area of the facility. All cooking staff will be required to have completed the ServSafe Food Handler Program.

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Provisions for the Sanitary Storage and Preparation of Food The Esperanza Villa Program will have adequate space for storage of dry foods, refrigerated foods, frozen foods, and supplies. Separate refrigerator/freezer space should be available for client medications. The Shelter Operator will provide extra refrigeration and freezer appliances as needed to supplement safe storage of food, if space is available. Current certificates of food handling safety will be posted in the kitchen area and in the employee file for each cook. Cooks and volunteers assisting them will follow the procedures of the County Health Department as taught in the ServSafe Food Handler Program. All volunteers will be supervised by a Shelter employee.

All storage areas will be cleaned on a planned schedule and outdated food will be disposed of. There will be a rotation schedule for storage and use of food in freezer, refrigerator, and dry goods pantry that maximizes use of food so that it does not become outdated.

Transportation Policies

The policies for travel to and from the Esperanza Villa Program will be designed to support client needs and minimize potential impact on the adjacent residential neighborhood and businesses. The following transportation measures will be implemented:

Transportation Flow On and Off the Property
The Esperanza Villa Program Operator will create a plan for safe and effective flow of traffic on and off the property based on the schematics of the shelter grounds and surrounding neighborhood.

Considerations should include provisions for personal automotive transportation and bus and shuttle services.

Pedestrian Traffic
The shelter will operate by bed reservation only and no walk-ins will be accepted. Clients who are staying at the shelter will only be allowed access to the shelter via walk up.

Any individual that does walk-up will receive information on how to make a bed reservation, set-up appointments with the Esperanza Villa Program and be provided transportation to a self-directed location out of the surrounding area to return only when the established reservation protocol has been followed.

Bicycle Traffic and Parking
A bicycle rack will be provided in a secured outdoor area. Bike locks will be encouraged but are the responsibility of the client to obtain. Every client is allowed one bicycle on site while enrolled in the Esperanza Villa Program. Clients will not be allowed to store any nonoperational bicycles or bicycle parts on site of the community.

Personal Vehicle Transportation and Parking
The Shelter parking lot will be available to Shelter staff. Volunteers, vendors, and community visitors may also park their vehicles in the shelter lot while at the facility.

Vehicles eligible to park in the shelter lot will be listed on the Vehicle Parking Form by license plate and client name. Vehicles parked in lot overnight must be registered on this log each night. Security staff

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT will include the parking lot during security rotations.

Shelter Operator also has the right to tow any vehicle found parked in undesignated areas outside the shelter in the surrounding neighborhoods.

Staff Transportation of Clients
Shelter staff will not be permitted to transport clients under any circumstances in their personal vehicles. Only designated staff in shelter owned/operated or contracted vehicles may transport clients.

Delivery of Shelter Goods and Community Donations
Deliveries for shelter goods and community donations will be dropped off in a designated area. The planned location for these designated drop-offs will take into consideration pedestrian, bike and other vehicle traffic routes to minimize safety risks and impact to the shelter site and surrounding area.

It is anticipated that delivery of goods from contracted vendors will occur approximately three times weekly. The delivery of community donations by private donors will occur approximately three times daily during designated donation drop-off times.

All deliveries of goods and/or donations will occur between the hours of 10:00 AM- 4:00 PM. Shelter Manager will ensure that there is adequate space either onsite or offsite to store these donations.

Financial Policies

Financial Requests from Clients
Financial requests from clients must be requested and received through their City Net Case Manager to receive the requested item (bus pass, clothing/food voucher, etc.) to assist the client achieve their housing goals. All bus passes and/or vouchers are kept in a locked safe in a locked office or closet at all times when not in use.

Client Possessions and Funds
No monetary funds of clients will be handled by the shelter staff. Clients are responsible for their belongings, including funds, while at the shelter. It will be encouraged by staff for clients not to have funds on site, and to store wallet, electronic devices, and any cash in appropriate locked storage. The Shelter Operator will have a policy of not being responsible for lost or stolen items that is included in a Policy and Procedures Manual, listed in the signed Rules agreement, and read nightly when rules will be reviewed before intake.

Clients will not be permitted to give cash to shelter operator staff at any time, for any reason.

Annual Outside Audit
An independent financial audit of the Shelter Operator may be completed on an annual basis. The most current audit will be kept on file at the Shelter Operator’s administration office(s) and may be viewed as necessary.

The Esperanza Villa Program may also be subject to an annual program audit or monitoring. It will be the responsibility of the shelter operator to correct any deficiencies reported by the audit within the time limits available to them.

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Financial Reports Review
Financial reports will be produced each month by the accounting department of the Shelter Operator.

The Administration Office of the Shelter Operator will review financial statements and budgets with each Program Manager on a regular basis. Adjustment will be made in spending as necessary.

Legal Policies

Policy for Compliance with Local Laws
The Shelter Operator and City of Baldwin Park will follow all County Health Department and City Fire Code requirements, and has staff trained for food handling, CPR, fire drills and other disaster evacuation procedures. The Shelter Operator and staff will work cooperatively with local law enforcement to communicate any breaking of laws by clientele while on its premises. Additionally, Shelter staff and management will cooperate with law enforcement agencies on investigations for persons wanted for crimes as much as is possible while maintaining policies on client confidentiality.

Policy for Compliance with Labor Laws
The Shelter Operator will comply with all required labor laws. OSHA training and reviews will be done during staff meetings on a quarterly basis. OSHA flyers will be posted in administrative offices.

The Shelter Operator’s wages will be at or above minimum wage. Employee breaks, meals, and overtime will be monitored legally and compensated as needed. The Shelter Operator will be contracted with a company to examine any work injuries. The proper incident reports, Workmen’s Compensation forms, and requirements will be completed.

Non-Discrimination Policies

The Shelter Operator and City of Baldwin Park will adhere to a policy of non-discrimination which will be stated in the Shelter Operator’s Policies and Procedures Manual.

The Shelter Operator and City of Baldwin Park will not discriminate in the provision of client care based on age, race, color, religion, sex, sexual orientation or gender identity and expression, marital status, geographic, national, or ethnic origin, HIV status, disability, or veteran status.

Policy for Compliance with Americans with Disabilities Act The Shelter Operator and City of Baldwin Park will comply with appropriate standards of The Americans with Disabilities Act (ADA). Staff will be trained about and will be cognizant of any physical disability upon entrance of the client and will assist as needed to conquer any barriers from the structure of the building. Staff will receive training to work appropriately with persons with disabilities.

All persons will be treated with dignity, value, and worth.

Gender-Specific Programming Policy
Persons accessing Esperanza Villa Program services will be identified by the gender identification for which they choose. Staff will provide beds to persons of gender identity, expression, and sexual orientation with due regard to privacy and client rights.

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Bathrooms and showers will be constructed with equal privacy for all clients, regardless of sexual orientation, expression, or identity. All programs and services will be available with the dignity of all clients as highest priority.

Sexual Harassment Policy
All clients, volunteers, and employees should be able to coexist at the Esperanza Villa Program in a trauma informed care environment, free from sexual harassment and inappropriate sexual behavior.

The Shelter will have a zero-tolerance policy for sexual harassment and inappropriate behavior of a sexual nature. No sexual harassment will be tolerated by anyone on the facility grounds - including by staff, volunteers, or clients. Clients, staff, and volunteers will be notified if in the Shelter Operator’s sole discretion any of their remarks, advances, gestures, or attire constitutes sexual harassment toward any person in the shelter facility.

Anyone who believes he or she has been the subject of any such behavior will be urged to report it to the staff or supervisor immediately. A report will be completed and taken to the appropriate staff or supervisor for resolution. Reported incidents will be investigated on a confidential basis. Provisions will be instituted to guard the safety and emotional health of persons who have been victims of a reported incident. After proper review, a person found to have engaged in sexual harassment or inappropriate behavior of a sexual nature will be subject to disciplinary action including possible immediate exit from program or termination from employment.

Policy Regarding Sex Offenders
The Shelter Operator and City of Baldwin Park will have strict requirements for the safety of vulnerable adults. Staff and volunteers will be trained in sex abuse definitions, sex offender policies, child abuse, and vulnerable adult abuse. All employees must review this training yearly and be certified to have passed its standards.

The Shelter Operator and City of Baldwin Park will follow federal law requirements in reporting sex offenders. All clients will be screened for sex offenses through the National Megan’s Law database.

Screening will be conducted at the time of reservation; no potential participants with a registered sex offense will be admitted as clients.

Confidentiality Policies

Personal Confidentiality
People seek help from emergency shelters at a difficult time in their lives. Their need for service and the help that can be given is determined through sharing of factual and personal information. For this to be effective, every client must be able to trust that every staff member and volunteer hold confidential the shared information.

Therefore, City Net staff will keep strict confidentiality practices as written in Confidentiality Policy.

These practices include:

a. Fact of Participation: The fact that an individual is or has been a participant in the Esperanza

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Villa Program should not be disclosed except as may be specifically defined. Inquiries by visit, telephone or letter regarding a participant in the program should be answered with the statement that information as to whether a particular person is or has been in residence cannot be divulged; that if in fact the individual is in residence, they will be advised of the inquiry, and that, at their discretion, they will or will not communicate with the inquirer.

b. Disclosure to Other Agencies: Disclosure of client information to other social service agencies, whether on a referral to or from the agency, generally may be permitted only with the person’s written consent. Information is to be withheld where enjoined by law and whereby contract the Shelter Operator has agreed to maintain the confidentiality of client records (as under the Privacy Act). Disclosure of information relating to program participants should not be made to employers, credit agencies, unions, or other similar organizations, except at the request, and with the consent of the participant.

c. Information to the Client: In some situations, it may be required by law to disclose to the participant information contained in his/her own case record. Information disclosed should be limited to that which is included in the formal case record. The formal case record should contain factual information, not counselor notes and observations. Information provided by other agencies should not be shared.

d. Law Enforcement Agencies: All requests for information regarding clients originating from law enforcement agents, should be referred to the Shelter Operator’s acting Legal Department.

Before any action is taken, on any legal request, a staff member or program manager should contact their Legal Department as there are boundaries in place to determine the sharing of information with law enforcement personnel according to its policies on client confidentiality (as stated in the Shelter Operator’s Policy Manual) and applicable law.

When an arrest warrant or a search warrant has been issued by a court after a showing of probable cause, if such a warrant is presented to the facility relating to a client in the residence, staff will cooperate with the law enforcement agency in making the arrest or the search, preferably in a manner which will involve the least disruption of the program at the facility.

e. Written Consent: If there is any doubt as to whether client information should be disclosed, the consent of the client should be first obtained, except as otherwise required by law. The consent will be in writing on a Release of Information form and should identify the information to be disclosed, the person or agency to whom it will be disclosed, and the purpose of the disclosure, and the period of time during which authorization is granted.

f. Abuse Reporting: Shelter staff will comply with all state and municipal laws requiring reporting to governmental agencies of instances of child abuse, domestic violence, and elder abuse.

Staff will report any suspicion or evidence of child abuse or vulnerable adult abuse according to the law’s requirements. All staff persons at the shelter will be mandatory reporters. An incident report will also be completed and submitted to the Program Manager and any higher- level staff as needed. All staff will be trained at time of hire to spot signs of abuse and to properly document and report it. Training will be repeated annually.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT g. Harm to Self or Others: If a client at the shelter program shares with a staff person a viable threat to do harm to self or another, the terms of confidentiality can be revoked, as in the case of suicidal or homicidal admittance.

Database Confidentiality Policies
Only trained Intake staff, Case Managers, and management staff will be authorized to access the HMIS Database. Each staff person will have a separate password for entry. Staff are only to use computers that are authorized and HMIS compliant. No persons without a username and password set up by the Shelter Operator’s IT department should have access to staff-only computers.

Exceptions to the Confidentiality Policy
All clients will be informed that when the law requires management to disclose client-related information, such as to prevent danger to self or others, or to report child and elderly/vulnerable adult abuse, staff will do so.

Grievance Policies

The grievance procedure will be applicable for any conflicts or disagreements between clients, and between clients and staff. For example, the grievance process may be employed to address disruptive behavior or appeal incorrect formal action. However, in no way does the grievance procedure suspend the rules or consequences established in the Shelter Rules signed upon entering the program. Clients will have the right to file a grievance without the fear of harmful repercussions from staff or other residents.

Receiving and Posting
The Grievance Procedure should be clearly posted in the Policy and Procedure Manual and available at the shelter facility. A client will be given a copy of the grievance procedure when a conflict has occurred that cannot be resolved satisfactorily between the client and a staff person or another client, or the client has a complaint about an event that occurred at the Shelter involving that client. The Grievance Policy Form will be read by the client and signed.

Meeting with Staff
Once received, staff will decide at the earliest regular staff meeting which grievances warrant a meeting. If needed, a formal grievance meeting will be called, headed by the Program Manager or their assistant. Prior to this meeting, the client defendant will be given a copy of the grievance so he/she may prepare to respond to the grievance.

At the grievance meeting, the plaintiff will begin stating his/her case. The defendant will then respond.

All present will be allowed to ask questions of either the plaintiff or defendant. The burden of proof rests with the plaintiff. All decisions will be binding and after the formal grievance procedure has been completed, staff and residents will be expected to regard the matter as settled and in the past.

If a client expresses a concern or makes a complaint concerning their involuntary discharge, he/she may take the following steps:

 The client may request to discuss the matter with the Program Manager, who will make a decision on any corrective action required within the boundaries of his/her authority.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT When appropriate the Manager will notify higher-level staff.  If the client is still unsatisfied with the outcome, he may submit a request for intervention to the Shelter Operator’s Executive Director, who will acknowledge receipt within a reasonable time frame. The Executive Director will take any corrective action required within 10 days and inform the client, in writing, of the resolution.  Clients have the right to ask assistance of another person to speak on their behalf, or to help fill out a grievance form.
 Client grievances will be reported in monthly program reports. The Executive Director, or other Shelter Operator executive staff member entity, review all grievances quarterly and/or annually, providing a level of review that does not involve the client about whom the complaint was made or the person who reached the decision.  Grievances and resolutions should be documented in client file and incident reports.

Whistleblower Policy
Clients should have several ways in which they may share a grievance – verbally or written, anonymous or through a third party. A suggestion and grievance box will be available in the common area and will be checked weekly by staff.

Confidentiality will be strictly kept between the person making the complaint and the Program Manager which will withhold information internally to the extent prudent where a complaint involves a staff member or volunteer. The Grievance Procedure will be clearly posted in the Policy and Procedure Manual and available at the facility

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT SECTION III. STAFFING AND MANAGEMENT PLAN

A. Staff Policies

1. Hiring Policy
The Shelter Operator must be an equal opportunity employer. A copy of its applicable Equal Opportunity and Affirmative Action Policy will be available in the Employee Handbook and through the Human Resources Department of the Administrative Offices.

All staff positions and newly hired staff will be approved by the Director of Programs and will be thoroughly vetted through a new hire process as outlined below.

2. Screening Procedure
Position openings will be posted on various employment networking websites. Potential applicants will be screened through a two-step interview process.

The first interview will be scheduled with City Net Human Resources. If deemed eligible, the applicant will conduct an in-person interview with the Director of Programs.

3. Acceptance Procedure
A completed application packet and staff letter of recommendation will be sent to the head of the Human Resources Department who conducts a thorough background check. Every potential applicant will be screened for active warrants, violent felony convictions, sexual offenses which require registration, and legal ability to work. The applicant must successfully complete all screening requirements before they will be able to begin working directly with clients.

Upon hire, the new employee will sign a job agreement form and will be provided a job description informational sheet for their records. They will also attend a general orientation program led by the Head of the Human Resources Department. This orientation will cover important topics, such as but not limited to, sexual harassment policies, and appropriate interactions with co-workers, volunteers, and clients. Training places a heavy emphasis on appropriate conduct between staff and clients and will be expected to adhere to these practices when interacting with clients. Program Manager and Operations manager will complete a lengthier program-specific orientation process.

4. Staffing Policies for Safe Humane Environment
The Esperanza Villa Program will be staffed to provide the safest, most dignified environment for all clients. All staff will be easily identifiable and will be required to wear Shelter Operator-Approved shirts, as well as name tags while on site. Staffing will be scheduled to optimize safety of staff, volunteers, and clients and to provide optimal coverage during hours of high volume. Initially, some positions described below maybe be fully or partially filled by existing City Net staff

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT

Operations Manager. The Manager will be a full-time, salaried position with at least 2 years of direct life experience working with long- term homeless, low income, and diverse populations. The Operation Manager will be responsible for coordinating program services for the shelter. Primary responsibilities include supervising support staff. This position will report directly to the City Net Director of Programs. Operations Manager will be responsible for coordinating volunteer services and providing support for the Esperanza Villa Program.

The Operations Manager will work directly with volunteers, conduct orientation, training and provide support to volunteers at the shelter. This role will also recruit and encourage participation by outside service providers, maintain the service provider room reservation schedule and ensure the day-to-day operational functions of all shelter and volunteer services.

Regional Program Supervisor will be responsible for overseeing the delivery of case management services. Case management and supportive services will follow Housing First principles and will prioritize clients being linked to housing opportunities through CES and other opportunities. The Program Manager will provide guidance in the delivery of services and will be responsible for approval of client extensions based on the clients level of engagement in their housing plan. The Program Manager will provide support to staff during designated shifts and will assign tasks, oversee administrative duties that support program services. The Regional Program Manager reports directly to the Director of Programs.

Logistics Staff will be responsible for providing supportive services and logistical support to the Shelter during designated shifts. This position will require a flexible work schedule including weekend, morning, evening, and holiday shifts to provide optimal coverage during Shelter hours. This position will report directly to the Operations Manager. This position will assist with shelter setup and maintenance, general cleanliness, and safety of the facility, assisting and receiving orders from vendors, posting and updating signs and service calendars, and more as needed.

Case Manager positions will be supervised by City Net Regional Program Manager. The Case Manager(s) will be responsible for all intakes and will conduct an individual assessment of needs, followed by provision of targeted services focused on returning individuals to permanent housing as quickly as possible. The Case Managers will conduct the VI- SPDAT assessment, determine eligibility, enter assessment into CES for prioritization and linkage to housing provider, helps clients obtain necessary documents, and provides individuals with employment guidance and community resources. When clients are referred to other programs, the Case Manager provides a warm hand-off to the service provider.

Overnight Logistics Coordinator position will provide overnight coverage at the Shelter. They will resolve conflicts and file incident reports as necessary, report violations and general

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT events in the daily log. They also oversee the cleaning crew and conduct property checks.

The Overnight Logistics Coordinator provides general support for clients, ensuring their safety during the night.

Shelter Volunteers will assist with daily ongoing operations of the shelter as needed.

Volunteers will be needed 7 days per week to help between the hours of 8:00am and 8:00p.

Volunteers will be assisting with set- up, clean-up, preparing and serving meals.

B. Policies for Staff Training

All Esperanza Villa Program staff will be trained when hired in emergency evacuation, first aid procedures, mandated reporting policies, crisis intervention, and CPR procedures. This training will be repeated and updated annually and as needed. Staff may receive additional training on different topics as opportunities arise and are needed.

Each staff member also receives on-going in-service training in crisis management. Staff will also be trained in Strength Based Approaches and positive communication skills. Each staff member will be required to attend annual training to update and improve their knowledge. Documentation of training will be kept in each employee’s file by the Program Manager and is provided to the Head of Human Resources for filing, when appropriate.

Security staff will be provided sensitivity training to better equip them to work with homeless clients, and those in crisis.

5. Emergency Procedures - Evacuation, First Aid, and CPR, 911 Reporting Shelter staff will be trained in fire, earthquake, and chemical spill evacuation procedures when hired and annually. Evacuation drills with all staff and clients will be held and recorded quarterly.

Evacuation protocols will be recorded at the Service Desk for reference.

Evacuation maps will be posted throughout the facility. All staff will be trained in first aid and CPR procedures annually. 911 reporting will be taught in orientation and reviewed annually. CPR certificates will be kept in staff files. Universal precautions will be followed.

6. Safety Conduct - Prevention of Abuse, Crisis Intervention, Conflict Resolution City Net will have a required training program in prevention of child abuse, vulnerable adult abuse, child abuse reporting, and sexual harassment titled. Each staff member will complete this training program annually. Certificates of completion will be recorded in Human Resource files.

Esperanza Villa Program staff will complete a course in conflict resolution and crisis intervention upon hire and annually. Documentation of completion will be recorded in staff file.

7. Appropriate Behavior for Dignity and Respect
Operations, program, administrative and management staff will be trained in a Strengths Based Perspective model of client care. They will be trained regularly, including at time of hire, on the best methods of working with, treating, and responding to clients who have had difficult and traumatic life experiences. Each staff member will be expected to put these models to use in every interaction they have with clients and potential clients. Staff members will be offered training regularly and expected to participate actively. Notice of completion will be recorded in staff files, and each staff

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT member should have access to this information in the readily available staff handbook.

8. Communication
Clients, Staff, Community
Shelter staff will undergo classes in communication skills – such as handling phone calls, confidentiality policies, crisis management and de-escalation of conflict. The communication skills will be reinforced through practice and reviewed at regular staff meetings as warranted. Courses covering topics such as communication skills with mentally ill persons, receptionist skills, communication with difficult people, and conflict resolution will be completed. This training should be done at least monthly and additionally, if deemed necessary.

9. Resources and Referrals
Operations, Program, and Case Manager staff will be oriented to resources, homeless services, and organizations for collaboration and referral. They will also be highly trained staff to connect clients to the Coordinated Entry System, as a system designated entry point.

Protocols for offering and accepting referrals from other agencies will be in place, reviewed by staff, updated, and kept in a manual on-site.

10. Mental Health and Addiction Skills
All program staff will attend mental health training events which include naming of symptoms, co- occurring diseases, de-escalation techniques, and safety protocols. This training will be done at time of hire and annually, or as necessary. Client speakers present workshops on various aspects of mental health diagnoses, symptoms, and care. Staff will be trained in symptoms of drug abuse, and referrals for treatment. Recovery programs will be encouraged, and off-site referrals will be made as appropriate.

Though sobriety will not be a requirement to stay in the shelter or participate in services, clients will be expected to be able to practice self-care, follow all rules and regulations, and behave appropriately and respectfully toward staff, volunteers, and other clients. Drug use while at the shelter will be prohibited and will result in immediate exit from the program.

11. Self-care
Regular staff meetings will be held for all staff. Part of the purpose of these meetings will be communication and processing of stressors while working in the difficult environment of a large- scale Shelter Program. Staff will be welcome to participate in team-building activities throughout the year, including holiday parties, and events with co-workers.

All staff will be trained in effective communication with coworkers and in proper techniques to address coworker harassment and stressors and will be made aware of the importance in practicing self-care. Staff will be informed of an open-door policy with supervisors and the Head of the Human Resources department.

12. Annual Staff Evaluation and Training Plan
All staff will be evaluated by their direct supervisor at 60 days from their hire date and at annual intervals. The evaluation form will be stored in the employee file held at the Human Resource office.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT

13. Documentation of Staff Training
Attendance of and participation in staff training will be recorded in each staff file by the Program Manager of Emergency and Shelter Services. Training required by all staff members will also be recorded in the Human Resources file to ensure each member’s knowledge and information will be up- to-date.

B. Volunteer Policies

1. Selection, Screening, and Background Checks
The Esperanza Villa Program Volunteer Coordinator will actively recruit through a variety of sources, including schools, church groups, and community programs. Volunteer Coordinators will hold regular Volunteer Recruitment events in order to increase the number of volunteers that serve at the Shelter.

Individuals, as well as groups, will be invited to volunteer at the shelter. It is recommended that all volunteers be 18 years of age or older.

All potential volunteers will be screened for sex offenses and criminal background checks before being confirmed for volunteer duty.

With regard to meal provision, all volunteers interested in providing meals to shelter clients will have their applications forwarded to City Net Volunteer Coordinator. The Volunteer Coordinator will be responsible for holding orientations with meal volunteers regarding ServSafe food handling procedures, Health Department rules regarding meal provision at the shelter and calendaring all volunteer meals with the Operations Manager. This meal calendar will be provided 30 days in advance to allow the shelter adequate time to work with Meal Vendor and ensure that projected volunteer meals are substituted for regular meals in the upcoming month.

2. Orientation and Training
City Net will include a Volunteer Coordinator position(s) in its staffing plan to support volunteer coordination efforts at the shelter. The Volunteer Coordinator will handle scheduling, orientation and training of the volunteers.

Before beginning service, volunteers will be provided an Application and Agreement that includes information about volunteer duties, appropriate conduct with clients, staff, and other volunteers.

Each volunteer will be required to sign this Agreement before they will be assigned a duty at the shelter.

Volunteers who do not agree with the requirements or refuse to sign will not be assigned a duty and will not be able to volunteer at the shelter.

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT Volunteers will be trained on-site at tasks by the Volunteer Coordinator on duty. Any tasks that require a trained staff member will be supervised by that staff member to ensure accuracy and cleanliness.

Volunteers will be given opportunities to attend community forums and events to receive more training about community resources and network with other community agencies.

Volunteers will be expected to adhere to a strict code of ethics and standards. Those found in violation of this code will be removed from the facility and may be limited in future volunteer opportunities.

The volunteer code of ethics includes the following:
a. Each volunteer Must Maintain a Firm Commitment to Professional Conduct Volunteers of the shelter will be expected to maintain the highest level of moral, ethical, and professional conduct while at the site. Volunteers will not engage in verbal abuse, inappropriate jokes and stories, and or any type of inappropriate interaction with Esperanza Villa Program staff or clients.

b. Limiting Relationships with Clients
Volunteers will be prohibited from developing dual relationships with any clients they meet through their volunteer involvement at the Esperanza Villa Program. Examples of dual relationships include (but will be not limited to) a volunteer entering a business, romantic, or sexual relationship with a client. Soliciting clients for their business will be strictly prohibited.

Volunteers will be not allowed to be named as having authority to make decisions for a client under any type of power of attorney or other legal procedure.

c. Food and Other Substances
Volunteers will not consume any food items or drinks supplied by the shelter while volunteering. Food and drinks will be purchased solely for the consumption of the homeless clients. Volunteers must also commit to not consuming any type of illicit drugs on the property while volunteering. Volunteers who appear to be under the influence of any substance that impedes their ability to perform their duties safely and efficiently may be turned away.

d. Discrimination
Volunteers will not discriminate against any client. They will not judge an individual based on their race, disability, religious preference, sexual orientation, color, age, veteran status, citizenship, ancestry, national origin or gender.

e. Volunteer Boundaries
Volunteers will be not permitted to loan or give money to clients, should not meet with clients outside of the Esperanza Villa Program without permission from program staff, and will be not allowed to drive clients in their vehicles

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT f. Commitment
The shelter will be reliant upon the work of volunteers. This commitment should be taken seriously. If a volunteer misses a shift without removing themselves from the schedule and giving notice, the volunteer may be limited or restricted from volunteering.

g. Identifiable Lines of Authority
Volunteers will be informed of identifiable lines of authority in their Application Packet.

Volunteers will defer to the Volunteer Coordinator on duty to give resources, referrals, and handle situations beyond their responsibility and volunteer agreement.

Volunteers will also have access to the Operations Manager or lead staff member on site, for questions and grievances.

All volunteers will be provided with a name tag identifying them as such.

3. Descriptions of Volunteer Tasks
Volunteers will be needed 7 days per week. The Shelter Volunteer Coordinator will ensure all volunteers will be provided with a task and description of any duties they might perform. Tasks and duties include, but will be not limited to:

● Setting up and breaking down tables for dinners and breakfasts ● Distributing donations and hygiene items
● Organizing and setting up donations of clothing
● Helping direct lines to donations and food
● Serving meals, setting up snacks and drinks for clients

ESPERANZA VILLA PROGRAM - MANAGEMENT, OPERATIONS AND PROCEDURES: DECEMBER 2022 DRAFT

STAFF REPORT
ITEM NO. _______17__________

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TO: Honorable Mayor and Members of the City Council
FROM: Enrique C. Zaldivar, City Manager
DATE: December 21, 2022
SUBJECT: Reorganization of the City Council – Selection of Mayor Pro Tempore

SUMMARY
The purpose of this report is to complete the reorganization of the City Council with the selection of a new Mayor Pro Tempore as spelled out in the Baldwin Park Municipal Code.

RECOMMENDATION
It is recommended that the City Council complete the reorganization of the City Council and f ollow procedures as suggested for the selection of Mayor Pro Tempore as follows: 1. The City Clerk opens the nominations for the office of Mayor Pro Tempore. Any Councilmember may nominate and no second to the nomination is required; and 2. After receiving nominations, the City Clerk closes the nominations; and 3. The City Clerk then conducts the election of the Mayor Pro Tempore by roll call vote. If there is more than one nomination, a roll call vote is conducted in the order in which nominations are received until a Mayor Pro Tempore is elected by majority vote.

FISCAL IMPACT
There is no fiscal impact associated with this item.

BACKGROUND
In accordance with Ordinance No. 1249, which established section 30.02 it is appropriate at this time to reorganize the City Counci l and select one of its members as Mayor Pro Tempore. Attachment 1 shows the recent rotation of Mayor Pro Tem.
§ 30.02 COUNCIL REORGANIZATION.

The Council shall reorganize and select one of its members as Mayor Pro Tempore, on the following occasions:

1. In even-numbered years at the Council meeting at which the canvass of the results of the general municipal election are declared.

2. In odd-numbered years at the first regular meeting conducted in the month of December.

3. At such other times as a majority of the City Council shall order.

ALTERNATIVES
None

LEGAL REVIEW
This report has been reviewed and approved by the City Attorney as to legal form and content.

ATTACHMENTS

1. Mayor Pro Tempore Roster

CITY OF BALDWIN PARK
ROSTER OF MAYORS AND MAYOR PRO TEM’S

MAYOR APPOINTED MAYOR PRO TEM APPOINTED
Henry J. Littlejohn January 25, 1956 Lynn H. Cole January 1956 Hub H. Bloxham April 17, 1956 to
March 4, 1957
Henry J. Littlejohn April 1956
Henry J. Littlejohn June 3, 1957 Lynn H. Cole June 1957 Lynn H. Cole April 15, 1958 Henry J. Littlejohn April 1958 Lynn H. Cole April 1959 Henry J. Littlejohn April 1959
Lynn H. Cole April 19, 1960 Letcher Bishop April 1960
Letcher Bishop June 19, 1961 Henry J. Littlejohn April 1961 Letcher Bishop April 10, 1962 Donald V. Holmes April 1962 Hub H. Bloxham April 17, 1963 Donald V. Holmes April 1963 Charles E. Morehead April 21, 1964 Adelina Gregory April 1964 Ivory D. Crites April 20, 1965 Adelina Gregory April 1965 Joseph McCaron April 19, 1966 Charles E. Morehead April 1966 Charles E. Morehead April 5, 1967 Ivory D. Crites April 1967 Joseph McCaron April 17, 1968 Charles E. Morehead April 1968 Joseph McCaron April 16, 1969 Charles E. Morehead April 1969 Joseph McCaron April 14, 1970 Adelina Gregory April 1970 Adelina Gregory April 7, 1971 Russell E. Blewett April 1971 Russell E. Blewett April 18, 1972 Leo W. King April 1972 Leo W. King April 17, 1973 Virgil V. Hamilton April 1973 Virgil V. Hamilton March 12, 1974 Adelina Gregory March 1974 Virgil V. Hamilton March 5, 1975 Joseph McCaron March 1975 Emmit R. Waldo
(Recalled 11/22/77)
March 9, 1976 Jerry R. Kitchel
(Recalled 11/22/77)
March 1976
Russell E. Blewett December 2, 1977 Virgil V. Hamilton December 1977 Russell E. Blewett
(Resigned 10/18/78)
March 14, 1978 Jack B. White March 1978
Jack B. White November 1, 1978 Robert H. McNeill November 1978 Jack B. White March 7, 1979 Felipe Aguilar, Jr. March 1979

THE MAYOR BECAME A “DIRECTLY ELECTED BY THE PEOPLE” OFFICE IN 1980

MAYOR ELECTED MAYOR PRO TEM APPOINTED
Jack B. White April 8, 1980 Robert H. McNeill
Leo W. King
April 1980
April 1981
Jack B. White April 13, 1982 Bobbie W. Izell
Robert H. McNeill
April 1982
April 1983

Roster of Mayors and Mayor Pro Tems

Page 2 ends

MAYOR ELECTED MAYOR PRO TEM APPOINTED
Jack B. White April 10, 1984 Leo W. King April 1984
** April 1986 Election Cancelled due to insufficient candidate filing - only incumbents filed ** Jack B. White
(Recalled 3/31/87)
Richard Gibson
Richard Gibson
April 1986
April 1987
Leo W. King July 21, 1987 Bobbie W. Izell August 1987
Leo W. King
(Resigned 12/2/89)
April 19, 1988 Julia S. McNeill
Bette L. Lowes
April 1988
April 1989
Bette L. Lowes April 17, 1990 Julia S. McNeill
Juliia S. McNeill
April 1990
April 1991
Fidel A. Vargas April 21, 1992 Martin Gallegos
Martin Gallegos
April 1992
April 1993
Fidel A. Vargas April 14, 1994 Raul Martinez
Raul Martinez
Teri Muse
April 1994
April 1995
April 1996
Bette Lowes March 4, 1997 Teri Muse
Manuel Lozano
March 1997
March 1998
Manuel Lozano March 2, 1999 Wm. “Bill” Van Cleave
Ricardo Pacheco
March 1999
March 2000
Manuel Lozano March 6, 2001 Linda Gair
Marlen Garcia
March 2001
March 2002
Manuel Lozano March 4, 2003 Wm. “Bill” Van Cleave
Ricardo Pacheco
March 2003
*March 2004 to
December 2005
*Term extended due to change
in election date from March to
November of Odd years
Manuel Lozano November 8, 2005 David J. Olivas
Marlen Garcia
December 21, 2005
December 6, 2006
Manuel Lozano November 6, 2007

Anthony J. Bejarano
Monica Garcia
December 5, 2007
December 17, 2008
Manuel Lozano November 3, 2009 Ricardo Pacheco
Marlen Garcia
December 16, 2009
December 1, 2010
Manuel Lozano November 8, 2011 Susan Rubio
Monica Garcia
December 7, 2011
December 5, 2012
Manuel Lozano November 5, 2013 Ricardo Pacheco
Cruz Baca
December 4, 2013
December 3, 2014
Manuel Lozano November 3, 2015
(election moved to
even # of years)
Monica Garcia

December 16, 2015

Manuel Lozano November 8, 2016 Susan Rubio
Ricardo Pacheco
December 7, 2016
December 6, 2017
Manuel Lozano November 6, 2018 Monica Garcia
Paul C. Hernandez
December 5, 2018
February 19, 2020
Emmanuel J. Estrada November 3, 2020 Alejandra Avila
Danial Damian
December 2, 2020
December 15, 2021

STAFF REPORT
ITEM NO. ______18___________

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TO: Honorable Mayor and Members of the City Council
FROM: Sam Gutierrez, Director of Public Works
DATE: December 21, 2022
SUBJECT: Consider Approval of Professional Service Agreement with EcoTech Services, Inc. and The Home Depot, Inc. for the High Efficiency Toilet & Shower Head Replacement Program.

SUMMARY
This item will approve and authorize the award of a professional service agreement for the High Efficiency Toilet & Shower Head Replacement Program, in an amount that does not exceed $800,000.00. The program consists of replacing up to 2000 high efficiency toilets and 2000 high efficiency shower heads.

RECOMMENDATION
It is Staff’s recommendation that the City Council:

1. Approve a Professional Services Proposal from EcoTech Services, Inc. of Azusa, CA, in the not- to-exceed $550,000 for the High Efficiency Toilet & Shower Head Replacement Program and authorize the C hief Executive Office (CEO) and staff to negotiate a Professional Services Agreement to be executed by the Mayor and City Clerk; and,

2. Approve a materials procurement quote from The Home Depot, Inc. of Baldwin Park, CA, in the not-to-exceed amount of $250,000 for the High Efficiency Toilet & Shower Head Replacement Program and authorize the CEO and staff to negotiate a procurement agreement that fits the project budget to be executed by the Mayor and City Clerk; and,

3. Authorize the Director of Finance Department to appropriate $800,000 from ARPA Funds to Account # 275-50-755-58100-55026.

FISCAL IMPACT
There is no impact to the General Fund. Funds for the High Efficiency Toilet & Shower Replacement program will come from Fund #275 – American Rescue Plan Act through the community set -aside allocated portion. The following table lists the estimated cost for the program:

Program Costs Amount
The Home Depot, Inc. not to exceed $250,000.00
EcoTech Services, Inc. not to exceed $550,000.00
Total Program Budget $800,000.00

Requested Funds Amount
ARPA – Fund # 275-50-755-58100-55026 $800,000.00
Total Funding $800,000.00

BACKGROUND
2009 state legislation, Senate Bill X7-7, requires all water suppliers increase water use efficiency. The legislation set an overall goal of reducing per capita urban water use by 20%. And In an effort toward that goal, the City in partnership with The Home Depot established a High Efficiency Toilet & Shower Head Replacement Program for our local residents (tenants, homeowners, and landlords) to purchase

Page 2 ends

and install approximately 2,000 new high efficiency toilets and 2,000 showerheads to replace their old toilets and shower heads that are not considered as a conservation.

There are plenty of older model toilets in the City of Baldwin Park that could be replaced with new 1.28 gallon models. Providing customer incentives has proven to be an effective means of encouraging people to retrofit their fixtures with new water efficient products. Note that all new development must now install a 1.28 gallon or less model to meet the new California Green Building Standards Code.

The water savings for one new high efficiency toilet is approximately 155,052 gallons for the life of the toilet (3 people x 3 flushes/person /day- from 6 gallons to 1.28 x 10 years) without any sacrifice in performance. There is also duel benefit to this which is a reduction of water in our sewer system.

The toilet replacement program will also offer another effective indoor conservation device, a low flow,

1.8 gallon per minute showerhead. Older showerheads use about 5 gallons a minute while newer ones use 2.5. The water savings for a 1.8 gallon per minute heads is approximately 80,091 to 280,320 gallons for the life of the showerhead (3 people x 8 minute shower x 365 days a year x 1 gallon per minute savings or 3.2 gallons per minute savings x 10 years). In addition to saving water, these low flow devices are reducing the amount of wastewater that flows to the treatment plant, saving money to our residents, and improve our environment.

DISCUSSION
On January 19, 2022, Mayor Estrada requests City Council discussion and direction on citywide toilet replacement.

On February 8, 2022, a Request for Proposals (RFP) was advertised by the City of Baldwin Park, inviting proposals for the purchase and installation of high efficiency toilets and new shower heads.

On Feb 28, 2022, the City received proposals from The Home Depot, Inc. of Baldwin Park, CA. and from EcoTech Services, Inc. of Azusa, CA. Upon review of the proposals, staff determined that EcoTech Services was the most experienced firm for installation of the fixtures while The Home Depot, Inc. provided the best price for fixtures. Staff determined that it will be in the best interest of the City to purchase the fixtures from The Home Depot, Inc. and retain EcoTech Services, Inc. for the installation to save cost. In October, the City reached out to the two proposals to resubmit their proposals according to the revised scope for each.

On November 17 th and 22nd, 2022, the City received revised proposals from EcoTech Services, Inc. and The Home Depot, Inc . accordingly. Staff reviewed the proposals and based on the review, determined the most effective and cost savings approach would be move forward with both firms.

ALTERNATIVES

1. The City Council may choose not to approve the program, reject all proposals and quotes, and re-circulate an RFP. This action is not recommended as new round of RFP’s will delay the implementation of the program and may result in increased costs.

2. Provide Staff with alternate direction.

CEQA REVIEW
Pursuant to CEQA, a "project" is defined as a "whole action" subject to a public agency's discretionary funding or approval that has the potential to either (1) cause a direct physical change in the environment or (2) cause a reasonably foreseeable indirec t physical change in the environment. "Projects" include discretionary activity by a public agency, a private activity that receives any public funding, or activities that involve the public agency's issuance of a discretionary approval and is not statutor ily or categorically exempt from CEQA. (Pub. Res. Code § 21065.) To the extent that matters listed in this

Page 3 ends

Agenda are considered “projects” under CEQA, their appropriate CEQA determination will be listed below each recommendation. If no CEQA determination is listed, it has been determined that the action does not constitute a “project” under CEQA.

LEGAL REVIEW
This report has been reviewed and approved by the City Attorney as to legal form and content.

ATTACHMENTS

1. Tentative Professional Service Agreement with EcoTech Services, Inc. based on final proposal

2. The Home Depot, Inc. Quote.
1 AGREEMENT FOR SERVICES (Template) This Agreement is entered into this 21st day of December by and between the City of Baldwin Park (“CITY”) and EcoTech Services, Inc. (“SERVICE PROVIDER”). RECITALS A. CITY has determined that it requires the following professional services from a SERVICE PROVIDER: EcoTech Services, Inc. B. SERVICE PROVIDER represents that it is fully qualified to perform such professional services by virtue of its experience and the training, education and expertise of its principals and employees. SERVICE PROVIDER further represents that it is willing to accept responsibility for performing such services in accordance with the terms and conditions of this Agreement. NOW THEREFORE, in consideration of mutual covenants and conditions herein contained, CITY and SERVICE PROVIDER agree as follows: 1. DEFINITIONS A. “Scope of Services”: Such professional services as are set forth in Exhibit A attached hereto and incorporated herein by this reference. B. “Approved Fee Schedule”: Such compensation rates as are set forth in the fee schedule attached hereto as Exhibit B and incorporated herein by this reference. C. “Commencement Date”: December 21, 2022 D. “Expiration Date”: December 31, 2024 2. SERVICE PROVIDER’S SERVICES A. Scope of Services. Subject to the terms and conditions set forth in this Agreement, SERVICE PROVIDER shall perform the services identified in the Scope of Services. CITY shall have the right to request, in writing, changes in the scope of work or the services to be performed. Any changes mutually agreed upon by the parties, and any increase or decrease in compensation, shall be incorporated by written amendments to this Agreement. B. Time for Performance. SERVICE PROVIDER shall commence the services on the Commencement Date and shall perform all services in conformance with the project timeline set forth. This project shall be completed by December 31, 2024. C. Standard of Performance. SERVICE PROVIDER shall perform all work to the highest professional standards and in a manner reasonably satisfactory to CITY. SERVICE PROVIDER shall comply with all applicable federal, state and local laws, ordinances, codes and regulations. 2 3. REPRESENTATIVES A. City Representative. For the purposes of this Agreement, the contract administrator and CITY’s representative shall be the Director of Public Works, (hereinafter the “City Representative”). It shall be SERVICE PROVIDER’s responsibility to assure that the City Representative is kept informed of the progress of the performance of the services, and SERVICE PROVIDER shall refer any decisions which must be made by CITY to the City Representative. Unless otherwise specified herein, any approval of CITY required hereunder shall mean the approval of the City Representative. B. SERVICE PROVIDER Representative. For the purposes of this Agreement, is hereby designated as the principal and representative of SERVICE PROVIDER authorized to act on its behalf with respect to the services specified herein and make all decisions in connection therewith (the “Responsible Principal”). The Responsible Principal may not be changed by SERVICE PROVIDER without the prior written approval of CITY. 4. SERVICE PROVIDER’S PERSONNEL A. SERVICE PROVIDER represents that it has, or will secure at its own expense, all personnel required to perform the services required under this Agreement. All such services will be performed by SERVICE PROVIDER or under its supervision, and all personnel engaged in the work shall possess the qualifications, permits and licenses required by applicable law to perform such services. B. SERVICE PROVIDER shall be solely responsible for the satisfactory work performance of all personnel engaged in performing services required by this Agreement, and compliance with all reasonable performance standards established by CITY. C. In the event that the CITY, in its sole discretion, at any time during the term of this Agreement, desires the removal of any person or persons assigned by SERVICE PROVIDER to perform services pursuant to this Agreement, SERVICE PROVIDER shall remove any such person immediately upon receiving notice from CITY of the desire of CITY for the removal of such person or persons. D. SERVICE PROVIDER shall be responsible for payment of all employees’ and subservice Providers’ wages and benefits and shall comply with all requirements pertaining to employer’s liability, workers’ compensation, unemployment insurance, and Social Security. E. Permits and Licenses. SERVICE PROVIDER shall obtain and maintain during the Agreement term all necessary licenses, permits and certificates required by law for the provision of services under this Agreement, including a City of Baldwin Park business license. 3 5. FACILITIES AND EQUIPMENT Except as otherwise authorized by CITY in writing, SERVICE PROVIDER shall, at its sole cost and expense, furnish all facilities and equipment which may be required for furnishing services pursuant to this Agreement. 6. TERMS OF AGREEMENT This Agreement is effective as of the Commencement Date and shall terminate on the Expiration Date, unless sooner terminated as provided in Section 18 herein. 7. COMPENSATION A. CITY agrees to compensate SERVICE PROVIDER for the services provided under this Agreement, and SERVICE PROVIDER agrees to accept in full satisfaction for such services, a sum not to exceed Five Hundred Fifty Thousand ($550,000) payable as earned during the Project in accordance with Exhibit B. The compensation payable hereunder includes all professional services. Payments shall be made in accordance with Section 8 herein. CITY shall not withhold applicable federal or state payroll or any other required taxes, or other authorized deductions from each payment made to SERVICE PROVIDER. No claims for compensation in excess of the not- to-exceed amount for the Project as shown in Exhibit B will be allowed unless such additional compensation is authorized by CITY in writing. All requests for compensation in excess of the not-to-exceed amount must be submitted to and approved by the City Representative. B. The amount set forth in paragraph A shall include reimbursement for all actual and necessary expenditures reasonably incurred in the performance of this Agreement. C. Additional Services. No claims for additional services performed by SERVICE PROVIDER which are beyond the scope set forth in Exhibit A will be allowed unless such additional work is authorized by CITY in writing prior to the performance of such services. Additional services, if any are authorized, shall be compensated on a time and materials basis using SERVICE PROVIDER’s Approved Fee Schedule (Exhibit A). Fees for such additional services shall be paid within thirty (30) days of the date SERVICE PROVIDER issues an invoice to CITY for such services. 8. METHOD OF PAYMENT SERVICE PROVIDER shall submit to CITY an invoice, on a monthly basis, for the services performed pursuant to this Agreement. Each invoice shall itemize the services rendered during the billing period and the amount due. Such itemizations shall include the days worked, number of hours worked, and authorized reimbursable expenses incurred with appropriate back- up documentation and receipts evidencing the authorized expenses, if any, for each day in the period and shall separately describe any additional services authorized by CITY. Any invoice claiming compensation for additional services shall include appropriate documentation of CITY’s prior authorization. Within ten (10) business days of receipt of each invoice, CITY shall notify SERVICE PROVIDER in writing of any disputed amounts included on the invoice. Within thirty (30) calendar days of receipt of each invoice, CITY shall pay all undisputed amounts included on the invoice up to the maximum amount set forth in Section 7. 4 9. OWNERSHIP OF WORK PRODUCT All reports, documents or other written material (“written products”) developed by SERVICE PROVIDER in the performance of this Agreement shall be and remain the property of CITY without restriction or limitation upon its use or dissemination by CITY. SERVICE PROVIDER may take and retain such copies of the written products as desired, but no such written products shall be the subject of a copyright application by SERVICE PROVIDER. 10. TRAVEL REIMBURSEMENT Travel required by SERVICE PROVIDER or any SUBSERVICE PROVIDER or subcontractor pursuant to this Agreement shall not be a reimbursable expense. 11. INDEPENDENT CONTRACTOR SERVICE PROVIDER will act hereunder as an independent contractor. This Agreement shall not and is not intended to constitute SERVICE PROVIDER as an agent, servant, or employee of CITY and shall not and is not intended to create the relationship of partnership, joint venture or association between CITY and SERVICE PROVIDER. 12. CONFIDENTIALITY All data, documents, discussion, or other information developed or received by SERVICE PROVIDER or provided for performance of this Agreement are deemed confidential and shall not be disclosed by SERVICE PROVIDER without prior written consent by CITY. CITY shall grant such consent if disclosure is legally required or necessary to provide the services under this Agreement. All CITY data shall be returned to CITY upon the termination of this Agreement. SERVICE PROVIDER’s covenant under this Section shall survive the termination of this Agreement. 13. CONFLICTS OF INTEREST SERVICE PROVIDER hereby warrants for itself, its employees, and subcontractors that those persons presently have no interest and shall not obtain any interest, direct or indirect, which would conflict in any manner with the performance of the services contemplated by this Agreement. No person having such conflicting interest shall be employed by or associated with SERVICE PROVIDER in connection with this project. SERVICE PROVIDER hereby warrants for itself, its employees, and subcontractors that no such person shall engage in any conduct which would constitute a conflict of interest under any CITY ordinance, state law or federal statute. SERVICE PROVIDER agrees that a clause substantially similar to this Section shall be incorporated into any sub-contract that SERVICE PROVIDER executes in connection with the performance of this Agreement. 14. INDEMNIFICATION A. To the full extent permitted by law, SERVICE PROVIDER shall indemnify, hold harmless and defend CITY, its elected officials, officers, agents, employees, attorneys, servants, volunteers, successors and assigns from and against any and all claims, demands, causes of action, liability, losses, costs or expenses for any damage due to death or injury to any person and injury 5 to any property resulting from any alleged intentional, reckless, negligent or otherwise wrongful acts, errors or omissions of SERVICE PROVIDER or any of its officers, employees, servants, agents, subcontractors, volunteers or any other person or entity involved by, for, with or on behalf of SERVICE PROVIDER in the performance of this Agreement. Such costs and expenses shall include reasonable attorneys’ fees incurred by counsel of CITY’s choice. The parties understand and agree that the duty of SERVICE PROVIDER to indemnify and hold harmless includes the duty to defend as set forth in Section 2778 of the California Civil Code. B. SERVICE PROVIDER’s obligations under this or any other provision of this Agreement will not be limited by the provisions of any workers compensation act or similar act. SERVICE PROVIDER expressly waives its statutory immunity under such statutes or laws as to CITY, its officers, agents, employees and volunteers. C. SERVICE PROVIDER agrees to obtain executed indemnity agreements with provisions identical to those in this Section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of SERVICE PROVIDER in the performance of this Agreement. In the event SERVICE PROVIDER fails to obtain such indemnity obligations for the benefit of CITY, SERVICE PROVIDER agrees to be fully responsible and indemnify, hold harmless and defend CITY, its officers, agents, employees and volunteers from and against any and all claims and losses, costs or expenses for any damage due to death or injury to any person and injury to any property resulting from any alleged, intentional, reckless, negligent or otherwise wrongful acts, errors or omissions of SERVICE PROVIDER or any of its officers, employees, servants, agents, subcontractors, volunteers or any other person or entity involved by, for, with or on behalf of SERVICE PROVIDER in the performance of this Agreement. Such costs and expenses shall include reasonable attorneys’ fees incurred by counsel of CITY’s choice. D. CITY does not, and shall not, waive any rights that it may possess against SERVICE PROVIDER because of the acceptance by CITY, or the deposit with CITY, of any insurance policy or certificate required pursuant to this Agreement. This hold harmless and indemnification provision shall apply regardless of whether or not any insurance policies are determined to be applicable to the claim, demand, damage, liability, loss, cost or expense. SERVICE PROVIDER agrees that SERVICE PROVIDER’s covenant under this Section shall survive the termination of this Agreement. E. SERVICE PROVIDER agrees to pay all required taxes on amounts paid to SERVICE PROVIDER under this Agreement, and to indemnify and hold CITY harmless from any and all taxes, assessments, penalties, and interest asserted against CITY by reason of the independent contractor relationship created by this Agreement. SERVICE PROVIDER shall fully comply with the workers’ compensation laws regarding SERVICE PROVIDER and SERVICE PROVIDER’s employees. SERVICE PROVIDER further agrees to indemnify and hold CITY harmless from any failure of SERVICE PROVIDER to comply with applicable workers’ compensation laws. CITY shall have the right to offset against the amount of any fees due to SERVICE PROVIDER under this Agreement any amount due to CITY from SERVICE PROVIDER as a result of SERVICE PROVIDER’s failure to promptly pay to CITY any reimbursement or indemnification arising under this Section. 6 15. INSURANCE A. SERVICE PROVIDER shall at all times during the term of this Agreement carry, maintain, and keep in full force and effect, insurance as follows: 1. Commercial General Liability Insurance with minimum limits of Two Million Dollars ($2,000,000) for each occurrence and in the aggregate for any personal injury, death, loss or damage. 2. Automobile Liability Insurance for any owned, non-owned or hired vehicle used in connection with the performance of this Agreement with minimum limits of One Million Dollars ($1,000,000) per accident for bodily injury and property damage. 3. Worker’s Compensation insurance as required by the State of California. 4. Professional Liability Insurance with a minimum limit of One Million Dollars ($1,000,000) per occurrence. B. SERVICE PROVIDER shall require each of its sub-SERVICE PROVIDERs or sub-contractors to maintain insurance coverage that meets all of the requirements of this Agreement. C. The policies required by this Agreement shall be issued by an insurer admitted in the State of California and with a rating of at least A:VII in the latest edition of Best’s Insurance Guide. D. SERVICE PROVIDER agrees that if it does not keep the insurance required in this Agreement in full force and effect, CITY may either immediately terminate this Agreement or, if insurance is available at a reasonable cost, CITY may take out the necessary insurance and pay, at SERVICE PROVIDER’S expense, the premium thereon. E. Prior to commencement of work under this Agreement, SERVICE PROVIDER shall file with CITY’s Risk Manager a certificate or certificates of insurance showing that the insurance policies are in effect and satisfy the required amounts and specifications required pursuant to this Agreement. F. SERVICE PROVIDER shall provide proof that policies of insurance expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Such proof will be furnished at least two weeks prior to the expiration of the coverages. G. The general liability and automobile policies of insurance shall contain an endorsement naming CITY, its elected officials, officers, agents, employees, attorneys, servants, volunteers, successors and assigns as additional insureds. All of the policies shall contain an endorsement providing that the policies cannot be canceled or reduced except on thirty (30) days’ prior written notice to CITY. SERVICE PROVIDER agrees to require its insurer to modify the certificates of insurance to delete any exculpatory wording stating that failure of the insurer to mail 7 written notice of cancellation imposes no obligation, and to delete the word “endeavor” with regard to any notice provisions. H. The insurance provided by SERVICE PROVIDER shall be primary to any other coverage available to CITY. Any insurance or self-insurance maintained by CITY, its officers, employees, agents or volunteers, shall be in excess of SERVICE PROVIDER’s insurance and shall not contribute with it. I. All insurance coverage provided pursuant to this Agreement shall not prohibit SERVICE PROVIDER, and SERVICE PROVIDER’s employees, agents, subcontractors, or volunteers from waiving the right of subrogation prior to a loss. SERVICE PROVIDER hereby waives all rights of subrogation against CITY. J. Any deductibles or self-insured retentions must be approved by CITY. At the option of CITY, SERVICE PROVIDER shall either reduce or eliminate the deductibles or self- insured retentions with respect to CITY, or SERVICE PROVIDER shall procure a bond guaranteeing payment of losses and expenses. K. If SERVICE PROVIDER is a Limited Liability Company, general liability coverage must be amended so that the Limited Liability Company and its managers, affiliates, employees, agents, and other persons necessary or incidental to its operation are insureds. L. Procurement of insurance by SERVICE PROVIDER shall not be construed as a limitation of SERVICE PROVIDER’s liability or as full performance of SERVICE PROVIDER’s duties to indemnify, hold harmless and defend under Section 14 of this Agreement. 16. MUTUAL COOPERATION A. CITY shall provide SERVICE PROVIDER with all pertinent data, documents and other requested information as is reasonably available for the proper performance of SERVICE PROVIDER’s services. B. In the event any claim or action is brought against CITY relating to SERVICE PROVIDER’s performance in connection with this Agreement, SERVICE PROVIDER shall render any reasonable assistance that CITY may require. 17. RECORDS AND INSPECTIONS SERVICE PROVIDER shall maintain full and accurate records with respect to all matters covered under this Agreement for a period of three (3) years. CITY shall have access, without charge, upon reasonable notice, during normal business hours to such records, and the right to examine and audit the same and to make transcripts therefrom, and to inspect all program data, documents, proceedings, and activities. 18. TERMINATION OF AGREEMENT A. CITY shall have the right to terminate this Agreement for any reason or for no reason on five (5) calendar days’ written notice to SERVICE PROVIDER. SERVICE PROVIDER shall have the right to terminate this Agreement for any reason or no reason on sixty (60) calendar 8 days’ written notice to CITY. SERVICE PROVIDER agrees to cease all work under this Agreement on or before the effective date of such notice. All completed and uncompleted products up to the date of receipt of written notice of termination shall become the property of CITY. B. In the event of termination or cancellation of this Agreement by CITY, due to no fault or failure of performance by SERVICE PROVIDER, SERVICE PROVIDER shall be paid based on the percentage of work satisfactorily performed at the time of termination. In no event shall SERVICE PROVIDER be entitled to receive more than the amount that would be paid to SERVICE PROVIDER for the full performance of the services required by this Agreement. 19. FORCE MAJEURE SERVICE PROVIDER shall not be liable for any failure to perform if SERVICE PROVIDER presents acceptable evidence, in CITY’s sole judgment, that such failure was due to causes beyond the control, and without the fault or negligence of SERVICE PROVIDER. 20. NOTICES Any notices, bills, invoices, or reports required by this Agreement shall be deemed received on: (a) the day of delivery if delivered by hand or overnight courier service during SERVICE PROVIDER’s and CITY’s regular business hours; or (b) on the third business day following deposit in the United States mail, postage prepaid, to the addresses heretofore below, or to such other addresses as the parties may, from time to time, designate in writing. If to CITY: If to SERVICE PROVIDER: Attn: Sam Gutierrez Attn: Malcolm McLaren Director of Public Works President City of Baldwin Park EcoTech Services, Inc. 14403 E. Pacific Avenue 816 N. Todd Ave. Baldwin Park, CA 91706 Azusa, CA 910702 Telephone: (626) 813-5251 Telephone: (626) 733-2056 e-mail: [email protected] [email protected] With a courtesy copy to: Marco A. Martinez, City Attorney Best Best & Krieger LLP 18101 Von Karman Ave. Irvine, CA, 92612 Telephone: (949) 263-6582 21. NON-DISCRIMINATION AND EQUAL EMPLOYMENT OPPORTUNITY In the performance of this Agreement, SERVICE PROVIDER shall not discriminate against any employee, subcontractor, or applicant for employment because of race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation or other basis prohibited by law. SERVICE PROVIDER will take 9 affirmative action to ensure that subcontractors and applicants are employed, and that employees are treated during employment, without regard to their race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation. 22. PROHIBITION AGAINST ASSIGNMENT SERVICE PROVIDER shall not delegate, transfer, subcontract or assign its duties or rights hereunder, either in whole or in part, without CITY’s prior written consent, and any attempt to do so shall be void and of no effect. CITY shall not be obligated or liable under this Agreement to any party other than SERVICE PROVIDER. 23. ATTORNEY’S FEES In the event that CITY or SERVICE PROVIDER commences any legal action or proceeding to enforce or interpret the provisions of this Agreement, the prevailing party shall be entitled to recover its costs of suit, including reasonable attorney’s fees. 24. ENTIRE AGREEMENT All documents referenced as exhibits in this Agreement are hereby incorporated in this Agreement. In the event of any material discrepancy between the express provisions of this Agreement and provisions of any document incorporated by reference, the provisions of this Agreement shall prevail. This instrument contains the entire Agreement between CITY and SERVICE PROVIDER with respect to the subject matter herein. No other prior oral or written agreements are binding on the parties. Any modification of this Agreement will be effective only if it is in writing and executed by CITY and SERVICE PROVIDER. 25. GOVERNING LAW; JURISDICTION This Agreement shall be governed by and construed in accordance with the laws of the State of California. In the event of litigation between the parties, venue in State trial courts shall lie exclusively in Los Angeles County. In the event of litigation in a United States District Court, exclusive venue shall lie in the Central District of California. 26. SEVERABILITY Wherever possible, each provision of this Agreement shall be interpreted in such a manner as to be valid under applicable law. If any provision of this Agreement is determined by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions shall nevertheless continue in full force and effect. 27. CAPTIONS The captions used in this Agreement are solely for reference and the convenience of the parties. The captions are not a part of the Agreement, in no way bind, limit, or describe the scope or intent of any provision, and shall have no effect upon the construction or interpretation of any provision herein. 10 28. EXECUTION This Agreement may be executed in any number of counterparts, each of which shall be deemed an original, but all of which when taken together shall constitute one and the same instrument. TO EFFECTUATE THIS AGREEMENT, the parties have caused their duly authorized representatives to execute this Agreement on the dates set forth below. IN WITNESS WHEREOF, the parties have executed this Agreement as of the date first written above. ECOTECH SERVICES, INC. CITY OF BALDWIN PARK By: ________________________________ By: ______________________________ Malcolm McLaren Emmanuel J. Estrada President Mayor, City of Baldwin Park Date: ________________________________ Date: ______________________________ APPROVED AS TO FORM: APPROVED AS TO FORM: By: ______________________________ By: ______________________________ Emmanuel J. Estrada Marco A. Martinez Mayor City Attorney Date: ________________________________ Date: ______________________________ Exhibit A
816 N Todd Ave., Azusa CA, 910702
www.EcoTechServices.net
626.335.1500

CITY OF BALDWIN PARK

HIGH EFFICIENCY

TOILET & SHOWER HEAD

INSTALLATION PROGRAM
816 N Todd Ave.

Azusa, CA 91702
www.ecotechservices.net
Type of Business:

Business License:

Federal Tax Identification Number:

Corporation / California
BL 03625 / issued by City of Azusa
45-4731434
Malcolm McLaren, President
(626) 733-2056
[email protected]

THE ECOTECH ADV ANTAGE
• Turnkey Program Solutions
• Dedicated Manager Assigned to Project
• Fully Staffed Customer Service Department
• Certified Field Technicians
Our goal as your contractor is to be the least of your worries. When it comes to project management, you as our client come first. We use the goal and the spirit of your project in all of our decision making.
• Company Uniforms & ID Badges
• Branded Fleet Vehicles w/ Logos & Phone #
• Dependable Track Record
• No 1099’s, No Up-Sales

CONTENTS
City Of Baldwin Park
High-Efficiency Toilet & Shower Head Installation Program 4LETTER OF TRANSMITTAL
5SCOPE OF WORK
9PROPOSED COST

4 November 17, 2022
Romany Basilyous
Engineering Manager
City of Baldwin Park
[email protected]
Dear Romany Basilyous,
EcoTech Services, Inc. (EcoTech) is proud to submit this proposal to City of Baldwin Park(BP) to provide turn key high-efficiency toilet program to customers. We applaud your commitment to water conservation.

With over ten years of experience in the water conservation industry, EcoTech is well positioned to provide cost-effective and successful solutions to City of Baldwin Park. EcoTech has maintained a long tradition of promoting water conservation and has created and managed a wide variety of multi-faceted programs.

Throughout this proposal, EcoTech will reveal its familiarity with the scope of work required for a successful toilet Install Program and the company’s capability of preforming timely, quality work to achieve The City of Baldwin Parks objectives.

This program in its entirety will be managed out of our office in Azusa, CA.

I am authorized to bind my company to this proposal for 30 continual days post November 17, 2022, which includes the facts and figures herein.

Sincerely,
Malcolm McLaren, President & Director of Operations
EcoTech Services, Inc.
816 N Todd Ave., Azusa CA, 910702
Cell: (626) 733-2056
E-Mail: [email protected]

LETTER OF TRANSMITTAL
5 City of Baldwin Park | HE Toilet and Shower Head Installation 2023 Scope of Work
EcoTech hereby proposes to administer the High‐Efficiency Toilet (HET) & Shower Head Installation program (Program) on behalf of City of Baldwin Park to provide water-saving devices at no cost.

The following further details these approach and the tasks EcoTech shall undertake to successfully implement the Program.

Program Marketing & Participant Procurement
• City of Baldwin Park will be responsible for the development and distribution of marketing materials. • City of Baldwin Park will provide veted qualified list(map). • EcoTech will provide a toll-free phone number to be included in Program marketing. The toll-free line shall be staffed by EcoTech’s bilingual customer service team during company business hours. • For an additional cost, EcoTech is happy to offer a dedicated Program page on EcoTech’s website where customers can be directed to review Program information, eligibility requirements, the release of liability, product spec sheets, and FAQs. This web page would also allow customers to apply for the program online. All online application information is securely sent to EcoTech’s customer service team for follow-up. Cost will be dependent on discussion with City of Baldwin Park about extent of webpage design.

Customer Service
• EcoTech will provide bilingual (English/Spanish) customer service representatives on a toll-free line to assist customers. Representatives will be available Monday through Friday from 9:00 a.m. to 4:00 p.m.

Dates and times may be subject to change.
• During business after-hours, a greeting will be set up to accept customer’s messages in both English and Spanish. On non business days an automated greeting will be set up to inform the customer of EcoTech’s closure. All call-backs and resolutions taken will be recorded in EcoTech’s Program database. • Customer service representatives will explain the program in more detail and confirm specific information related to participation and eligibility requirements. Customer service will provide basic product information, brand name, model number, and GPF . If necessary, customer service can direct customers to the manufactures website for a detailed cut sheet. All customer questions will be politely addressed.

Product Procurement
• City of Baldwin Park will partner with Home Depot to provide EcoTech with product. The items should included HET(s) set inclusive of toilet bowl, tank, toilet seat, wax ring, and flange bolts and shower head(s).
6 City of Baldwin Park | HE Toilet and Shower Head Installation 2023 Data Collection & Management
• EcoTech shall use a Product Release Form to capture each participant’s information, including the following:
◦ Contact information (i.e. name, address, phone, account number and pre- qualification information) ◦ Product distribution information
◦ Warranty/replacement part information for the new toilets being distributed ◦ Release of liability and agreement to participation guidelines • EcoTech shall collect and store all Program information in a robust and secure cloud based database dedicated to the Program. This cloud based system allows seamless customer management and central data storage from initial contact to the fulfillment of the program. • All Program forms are saved in digital storage.

Program Reporting & Invoicing
• EcoTech will provide detailed monthly reports to include customer and toilet delivery information, as well as any other data points requested.
• All program reporting data will be stored in EcoTech’s cloud based database which can easily be exported for reports on a monthly basis or at any time upon request. • Invoices will also be submitted on a monthly basis. An electronic copy of invoices and an electronic copy of the Program database will be forwarded via email to City of Badwin Park Program Manager for review and approval.

Rescheduled Appointments
Unfortunately, in programs like this where the customer receives something for free they do not always honor their commitment to be present during their Program appointment. In the instance a customer missed their appointment completely and EcoTech arrives at a home and the appointment needs to be rescheduled, EcoTech will need to charge the dispatch fee to compensate for administration, fuel and labor expenses. A customer will only be able to miss one appointment before they will be dropped from the program.

Safety
• EcoTech has policies in place to ensure the up-most safety throughout the entirety of the Program. • All field technicians are required to wear branded EcoTech apparel to identify them as contractor personnel.
• Before the program starts, EcoTech will conduct a group activity hazard analysis (AHA) meeting with technicians to identify common safety concerns that an employee might encounter during the course of this program, such as dogs, traffic, improper lifting and how to avoid them. • EcoTech will hold a mandatory weekly safety meeting for the program field employees on appropriate topics to reinforce the safety hazards identified at the AHA meeting. 7 City of Baldwin Park | HE Toilet and Shower Head Installation 2023 Toilet Installation
Existing Toilet Removal
• EcoTech will remove the existing toilet(s) and place it in a location designated by the customer. • The customer is responsible for calling their trash company to schedule a pickup for the old toilet.

EcoTech is not responsible for disposing of old toilets. • EcoTech will clean the area under the toilet as best as possible and vacuum any debris as a courtesy.

New HET Installation
• EcoTech shall note home’s current toilets, including the gallons per flush (GPF), and conditions of the home’s restroom to determine qualification status.
• EcoTech shall attempt to visually inspect for water damage, damaged flanges, leaking valves and supply lines.
• EcoTech will inform the customer of the work that will be done to complete the installation. • If the technician runs into any issues during the installation that were not detectable they will inform the customer and Project Manager.
• EcoTech will install the new selected high-efficiency toilet (HET) following all industry standards. • All materials will be brand new, including the 100% wax ring, solid brass bolts, and PVC flange spacers. • Caulk or “DAP” installed around the toilet edge where it meets the floor is optional at customer’s preference. Caulk is a cosmetic choice and has no impact on toilet functionality or quality of installation.
• Customer will sign customer instalation confirmation, signing this confirms that the product was installed correctly, is free of defect (ie. scratches or chips) and functioning correctly.

Customer Education
• EcoTech will educate the customer about their new toilet, explaining the difference between the old toilet and the new toilet, how to use the angle water stop, adjust the tank water height and any other product specific information.
• The manufacturer’s product instruction manual will be given to the customer. • EcoTech will demonstrate to the customer that the toilet is working properly before leaving.

Repairs(as needed)
During the toilet installation there are two very common repairs that may need to be performed in order to successfully install the new high efficiency toilet. These two repairs are the flange and the water angle stop.

Flange Repairs
The flange is a vital piece of plumbing for toilet installations. A flange secures the toilet to the floor and provides the mating piece to one side of the wax ring seal. Over several years the flange can break, come loose or wear away due to rust from improper hardware. If EcoTech notices that a leak is coming from the bottom of the toilet bowl or the toilet rocks back and forth this could be due to a broken flange. Over time this leak can cause extensive water damage to the floor and sub floor. After the existing toilet is removed the technician will be able to visually inspect the flange for problems. A new toilet cannot be installed on a broken flange due to liability issues. If a flange needs to be repaired, EcoTech will use an appropriate repair kit to make the repair whenever possible. If a flange has been broken for an extended amount of time the resulting water damage can make the safe installation of a new toilet impossible. Water damage repair to a floor is outside of the scope of work EcoTech can perform. 8 City of Baldwin Park | HE Toilet and Shower Head Installation 2023 Angle Stop Repairs
Behind every toilet or sink/faucet there is a valve that can manually turn the water supply on and off without a tool. Over the years this can freeze up and can no longer be turned or the gaskets can fail, which will cause a leak. EcoTech will replace any angle stop that is determined to be faulty. Old angle stops that are one piece with hard copper supply pipe will also need to be replaced because these units cannot be used with newer toilets.
*Note: It is not required to replace the angle stops to change the toilet. If a device has a non-functioning angle stop the device to continue to leak until water can be shut off to the entire building and the repair can then be made. It is our recommendation that we leave the site with fully functioning angle stops at all devices.

Removal Only(Incomplete Install)
• After the existing toilet is removed the technician will be able to visually inspect any out of scope flange damage. If a flange can not be repaired with the use of an appropriate repair kit Ecotech can not proceed with installation because the toilet would not be installed to code and would be a liabilty to EcoTech and the City of Baldwin Park.
• EcoTech will need to charge Removal Only fee to compensate labor expenses. • Responsibility to hire a third-party professional to perform this kind of extensive repair is at the discretion of the City of Baldwin Park and Homeowner.

EcoTech Services Warranty
• EcoTech provides a warranty on workmanship of installation for a period of one (1) year of normal use. • EcoTech’s labor workmanshop warranty does not cover normal wear and tear, cosmetic damage post- installation sign-off, staining, toilet malfunction diagnostic post-installation sign-off, a “running” toilet or flushing problems.
• Any issues that fall under EcoTech’s workmanship warranty will be addressed at no cost to City of Baldwin Park.

Manufacturer’s Limited Warranty
• Manufacturer’s warranty will differ with each manufacturer and product. • Program participants are given manufacturer’s product literature and owner’s manual, which will contain manfactue warranty information.
• It is the program participant’s responsibility to contact the manufacturer for any warranty issues.

Exhibit B
9 City of Baldwin Park | HE Toilet and Shower Head Installation 2023 Proposed Cost
EcoTech is proposing for the fee schedule to be a organized as a dispatch fee plus items. This cost proposal includes all tasks and deliverables listed in the Scope of Work. The cost per unit below is all inclusive of taxes and overhead associated with program administration.

For multi-year contracts, a minimum of 7% cost increase will be added each year during the life of the contract.

Item Cost
Dispatch Fee (per customer) $ 65
PLUS
Install Item Unit Cost ea.

Toilet Installation $ 250
Shower Head Installation $ 15
Repair cost
Flange $ 125
Angle Stop $ 100
Misc. Item
Removal Only(Incomplete Install) $ 110
pricing is based off of having an average 5 installs per day 10 City of Baldwin Park | HE Toilet and Shower Head Installation 2023 Due to the variations in qualifing services available cost will very per home, here are a few examples.
*Cost Per One Toilet and One Showerhead
$65 (Dispatch Fee) + $250 (Toilet Install cost) *1 + $15 (Showerhead Install) *1 Total cost to City of BP = $330
*Cost Per two Toilet and two Showerhead
$65 (Dispatch Fee) + $250 (Toilet Install cost) *2 + $15 (Showerhead Install) *2 Total cost to City of BP = $595
*Cost Per two Toilet Home and two Showerhead and one Angle Stop $65 (Dispatch Fee) + $250 (Toilet Install cost) *2 + $15 (Showerhead Install) *2 + $100 Angle Stop * 1
Total cost to City of BP = $695
*Cost Per One Toilet Install, One Removal Only and two Showerhead $65 (Dispatch Fee) + $250 (Toilet Install cost) *1 + $100 (Toilet Removal Only cost) *1 + $15 (Showerhead Install) *2
Total cost to City of BP = $445
*Cost for Customer missed appointmet need to rescedule
$65 (Dispatch Fee)
Total cost to City of BP = $65
Cost Per Home Examples
Customer Quote
11/07/2022, 4:12 PM PST
Sales Person VXF1LXS Store Phone # (626) 813-7131
Store # 6663 Location 3200 PUENTE AVENUE, BALDWIN PARK, CA 91706 | We reserve the right to limit the quantities of merchandise sold to customers.Page 1 of 1 Customer Information

CITY CITYOFBALDWINPARK
(626) 813-5255

CITY CITYOFBALDWINPARK
4100BALDWINPKBLVD
BALDWIN PARK, CA 91706
Quote # H6663-216571
elongated toiletPO / Job Name
Will Call HD Supply MRO 6 Days
Customer will be notified when order
is ready for pickup

CITY CITYOFBALDWINPARK
Will Call HD Supply MRO 6 Days
Customer will be notified when order
is ready for pickup

CITY CITYOFBALDWINPARK
Will Call Details
Estimated Arrival
Alternate Pickup Person
Item Description Model # SKU # Unit Price Qty Subtotal

Premier Power Flush 2-piece 1.28 GPF Single Flush
Elongated Toilet in White Seat Included

DISCOUNT $21.78 OFF EACH
1005404286 $145.18 / each
$123.40 / each
2000 $246,800.00
Will Call Details
Estimated Arrival
Alternate Pickup Person
Item Description Model # SKU # Unit Price Qty Subtotal

Waterpik 9-Spray 4.5 in. Single Wall Mount 1.8 GPM
Fixed Shower Head in Chrome

DISCOUNT $6.00 OFF EACH
1003065535 $29.98 / each
$23.98 / each
2000 $47,960.00
Prices Valid Through: 11/22/2022
at The Home Depot #6663
Subtotal $350,320.00
Discounts -$55,560.00
Sales Tax $28,002.20
Quote Total $322,762.20

STAFF REPORT
ITEM NO. _______19__________

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Baldwin Park City CouncilDecember 21, 2022

Baldwin Park City Council
December 21, 2022