Desert Hot Springs City Council
February 20, 2024

CITY OF CORONA HOMELESS STRATEGIC PLAN 50
City of Corona Police Department
The Corona Police Department provided the following survey responses:

1. What is the total number of all calls for service in 2017, 2018, and 2019? • 2017: 106,333
• 2018: 85,634
• 2019: 83,186

2. What is the total of all homeless related calls for service in 2017, 2018, and 2019? • 2017: 2512
• 2018: 2768
• 2019: 3584

3. Of the total calls for service in 2017, 2018, and 2019, what percentage were transient related calls for service for each year?
• 2017: 2.3%
• 2018: 3.2%
• 2019: 4.3%

4. What are the estimated homeless related cost impacts for police officers? (note:
administration, records, dispatch, vehicle costs not included) • 2017: $698,000
• 2018: $743,000
• 2019: $887,00

5. Based on the total number of homeless related calls for service over the past three years a. Should the Corona Police Department Homeless Outreach & Psychological Evaluation (HOPE) Team be expanded in terms of additional Police Officer II staff? Yes
b. If so, how many additional positions are needed and what is the fully loaded cost for an entry level Police Officer II position?
We concur with the Hilliard Heinz Assessment recommendation of two additional officers at $208,000 each (does not include a vehicle and other equipment costs). The two additional HOPE Team Officers would be working the opposite days of the week and therefore could utilize the truck assigned to the team. On overlapping days, additional vehicles are available for short-term use and would be utilized.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 51
c. Should the HOPE team be expanded to a 24/7 service/response model? No. The second team would be assigned to swing shift type hours, perhaps 2 pm to midnight and could address the issues occurring at night. We are also re-inventing our HOPE Liaison Officer Program where additional patrol officers will be helping during the hours when both teams are off duty.

6. Based upon feedback from the HOPE Team and Patrol, what are the biggest barriers and challenges facing the homeless in the City of Corona:
a. Mental Health Treatment
b. Substance Abuse Treatment
Several patrol officers and sergeants weighed in on this question. Mental Health and Substance Abuse were identified as the biggest challenges facing the chronically homeless in Corona.

Officers opined that recent changes to state law minimizing the consequences for the use and possession of dangerous drugs has had a significant impact on the system’s ability to mandate treatment for the addicted portion of the homeless population. Other barriers and challenges such as emergency shelter, transitional shelter, permanent supportive housing and other system components were viewed as political in nature and officers declined to weigh in on them.

7. What policy options and best practices does Corona PD believe will make the most dramatic impact in addressing homelessness in the City of Corona? The overall sentiment from patrol officers is that these policy options are best established by policy makers familiar with the issues.

8. Is there any additional information that Corona PD would like to provide to help City Council make the most appropriate policy decisions regarding the Homeless Strategic Plan? Admission to any shelter established within the City should be restricted and closely monitored to discourage dumping. Tight controls would minimize the diversion of critical resources from their mission.

The number of reported calls for service related
to homelessness indicate an upward trend.

Based upon those calls it is estimated that 8,160
man-hours were spent on these calls last year.

Limited patrol resources are diverted from
responding to other emergency, nonemergency and self-initiated calls. Officers are required to respond from greater distances as
zone integrity is sacrificed due to time
committed to homeless related calls.

Patrol response times to emergency calls
continue to remain in the five-minute range. However, non-emergency response times are increasing as is officer fatigue. City Council approval of increased staffing and additional resources for the unsheltered would certainly have a positive impact on this trend.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 52
City of Corona Police Department Continued
The following charts and graphs provide a visual overview of homeless cost impacts to the City’s Police Department:

Year
Total Calls
For Service
Homeless Calls
For Service Homeless Cost Impact
2017 106,333 2,512 $698,000
2018 85,634 2,768 $743,000
2019 83,186 3,584 $887,000
In 2019, 8,160 man-hours were spent on transient related calls for service.

Limited patrol resources were diverted from responding to other emergency and nonemergency calls.

While total police department calls for service are decreasing, homeless related calls for service and cost impacts increasing.

The following charts and graphs provide a visual overview of homeless related calls for service cost impacts to the City’s Police Department:
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
2017 2018 2019
Corona PD Homeless
Cost Impacts
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
2017 2018 2019
Corona PD
Homeless Calls For Service
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 53
City of Corona Fire Department
The Corona Fire Department provided the following survey responses as part of the City’s Homeless Cost Impact Assessment:

1. What is the total number of all Fire Department calls for service in 2017, 2018, and 2019? • 2017: 12,979
• 2018: 13,048
• 2019: 13,880

2. What is the total number of all Fire Department homeless calls for service in 2017, 2018, and 2019? • 2017: 237
• 2018: 294
• 2019: 620 (6 months’ worth of data from new Image Trend System which captures more accurate data)
Analysis of Corona Fire Department Homeless Cost Impacts Year
Total Calls
for Service
Six Months of
Transient
Related Calls
for Service
Six Months of
Homeless Cost Impacts
2019 13,880 620 $980,302
Corona Fire Department's new Image Trend data system captures more accurate information than the legacy system. Six months of data from the new system provides an accurate reflection of transient calls for service and cost impacts.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 54
City of Corona Fire Department Continued:

3. Over the past three years (2017, 2018, 2019), have transient related calls for service diverted fire department resources away from critical emergencies and first response? If so, please describe the impact.

Any homeless/transient related call for service potentially diverts resources away from critical emergency response. Though we have other available units to respond to additional calls for service, they are generally responding from greater distances which impacts the quality of care.

Calls are best characterized in two general categories, Emergency Medical Service (EMS) related or Non-EMS related. Non-EMS related incidents include responses such as fires.

As a point of reference, below is some data from Image Trend that depicts the homeless impacts.

The totals below are times where fire resources were assigned to homeless incidents and unable to respond to other emergencies:

July 19, 2019
–
February 28, 2020
Homeless/
Transient Incidents
Emergency Medical
Service Incidents
Total Hours
Assigned
Non-Emergency
Medical Service
Incidents
Total Hours Assigned
Total Commitment
317 hours
186 hours 131 hours
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 55
City of Corona Fire Department Continued:

4. What is the Fire Department’s perspective on the biggest barriers and challenges facing the homeless in the City of Corona?
Based on feedback from operations personnel the below items are the biggest barriers/challenges:

Mental Health Treatment
Substance Abuse Treatment
Lack of Emergency Shelter
Most of the Fire Department’s interactions with the homeless population are transactional. The homeless neighbor needs a service and we provide it. Statistically, the majority of the Fire Department’s homeless responses are initially medical in nature. However, in inclement weather we are often called out for a medical issue as a mechanism for the caller to get out of the elements.

Many of the other barriers and challenges listed are systemic or philosophic and do not resonate with our reality. For example, our work is not impacted by the homeless population’s lack of employment or life skill training.

5. What policy options and best practices does the Fire Department believe will make the most dramatic impact in addressing homelessness in the City of Corona? Navigation Centers/Low-Barrier Emergency Shelter

6. Is there any additional information that the Corona Fire Department would like to provide to help the City Council make the most appropriate policy decisions regarding the Homeless Strategic Plan?
As a complex problem, this will obviously require complex solutions that include strategy, policy, administration and operations.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 56
City of Corona Parks and Facilities
The City of Corona Parks Department provided the following survey responses as part of the City’s Homeless Cost Impact Assessment:

1. Vandalism and Building Maintenance Cost Impacts:

Please provide details related to homeless cost impacts from vandalism and building maintenance for the past three years (2017, 2018, and 2019):

Fiscal Year Total Cost
16/17 $17,752.52
17/18 $21,003.35
18/19 $51,079.90
Total $89,835.77
$-
$10,000.00
$20,000.00
$30,000.00
$40,000.00
$50,000.00
$60,000.00
16/17 17/18 18/19
City of Corona Parks
Homeless Cost Impacts
Vandalism & Clean-Up Costs
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 57
City of Corona Parks and Facilities Continued

2. Please list the types of homeless related vandalism and maintenance issues during the period 2017, 2018, and 2018:

Theft of wire, brass or copper plumbing
Broken light fixtures or painting over light fixture lens Broken doors and windows to gain entry
Burned items in shelters or restroom

3. Please provide a summary of feedback from Parks staff regarding concerns related to homeless impacts at City Parks:

Concerns about biohazardous of
clean-up of human waste (both
urine and fecal)
Concerns about biohazardous
clean-up of hypodermic needles
and other drug paraphernalia
Concerns about employee
safety
Concerns about public safety

4. Please identify park locations where Corona’s
homeless congregate:

City Park
Stagecoach Husted Park
Joy Park
Merrill Park
Sheridan Park
Rimpau Park
Butterfield Park
Kellogg Park
Santana Park
It is important to note that City Park is the primary location where Corona’s homeless congregate; however, we also see homeless typically in vehicles or sleeping in restrooms or baseball dug outs at Rimpau Park, Butterfield Park, Kellogg Park and Santana Park. Many appear to either have substance abuse issues and/or mental health issues.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 58
City of Corona Parks and Facilities Continued

5. Please indicate which park locations have required Corona Police Department response regarding homeless issues:

City Park
Butterfield Park
Santana Park
Citrus Park
Rimpau Park
Stagecoach Park
Husted Park
Joy Park
Merrill Park
Please summarize the most common homeless-related complaints received from residents:

Parks and Recreation staff receive complaints from residents who use the parks for recreational purposes. Residents complain about safety concerns, unsanitary conditions, and other inappropriate homeless behavior in public parks. In addition, the leagues who use the sports parks have major complaints about open drug use, sleeping or showering in restrooms when children are present and finding drug paraphernalia or human waste in the dug outs or bleacher areas.

6. From a Parks Department perspective,
what are the biggest barriers and
challenges facing the homeless in the
City of Corona?
Lack of Emergency Shelter
Lack of Housing with Services
Substance Abuse Treatment
Other: Legislation such as
Proposition 47 and 57 causes
enforcement challenges for
Corona PD

7. What policy options and best practices
does the Parks Department believe will
make the most dramatic impact in
addressing homelessness in the City of
Corona?
Alignment with County of Riverside Policy
& System
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 59
City of Corona Library and Recreation Services Department:

The Library and Recreation Services Department survey will not only assess homeless cost impacts and issues but also services available for the homeless.

1. Vandalism and Building Maintenance Cost Impacts:

Please provide an overview of homeless issues related to vandalism and building maintenance during the period of 2017, 2018, and 2019:

Destruction and theft of City property
Breaking and entering
Human waste (urine and
feces)
Hazardous materials
including needles
Hygiene and sanitizing
maintenance
Increased restroom
maintenance
Trash and bulk items
deposited throughout
facilities
Occupancy of resources and
amenities
Wire and equipment theft
Use of electric
Graffiti and arson
Damage to urban canopy and landscaping
To appropriately address these issues, the Library and Recreation Services Department regularly purchases disinfectant sprays and wipes, gloves, trash grabbers, graffiti wipes, sharps disposal containers, and other related supplies.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 60

2. Please provide the name and location of each facility impacted by homeless related vandalism and maintenance issues:

Circle City Center
365 N Main Street, Corona
Historic Civic Center & Room
815 W 6th Street, Corona
Corona Public Library
650 S Main Street, Corona
Parks & Fields:

Brentwood
Butterfield
City
El Cerrito
Kellogg
Promenade
Santana
Sheridan
Stagecoach
Victoria
Senior Center
921 S Belle, Corona
Vicentia Activity Center
550 S Vicentia Avenue, Corona
Victoria Park Community Center
312 E 9th Street, Corona
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 61
City of Corona Library and Recreation Services Department continued:

3. Please provide a grand total of homeless related cost impacts for the period of 2017, 2018, and 2019:

YEAR COST
2017 NOT TRACKED
2018 $19,524
2019 $43,386
TOTAL $62,910

4. Please confirm which locations have required support/response from the Corona Police Department:

Brentwood
Civic Center Gym
City Park Pool
Historic Civic Center
Library
Victoria Park Community Center
0 10,000 20,000 30,000 40,000 50,000 60,000 70,000
2018
2019
Total
Library and Recreation Services
Homeless Cost Impacts
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 62

5. Please provide examples of homeless-related complaints and concerns from staff and the public:

People entering the library and being greeted by someone who is yelling at them or being aggressive. This also covers drug use reports when library users enter the facility.

Regular reports of problems in the restrooms: people bathing, people sleeping or passed out, and drug use.

Parents who are dropping their children off for our day camp express concern about the individuals who spend time near the camp building.

Day Camp staff have had to call Police due to homeless who have displayed erratic and menacing behavior toward staff and children.

User groups unable to utilize their permitted space due to homeless occupying the facility, entryway, bathrooms, and amenities.

Drug use, violence, and prostitution making families feel unsafe and unwilling to continue participation in activities. This results in decreased revenue for programs, leagues, and organizations.

6. Homeless Services provided by the Library and Recreation Services Department:

Do the homeless have access to computers and the Internet at the Library, Senior Center, or any of the seven community centers?
Computer and Internet Access by Facility:

Facility Computer Access Internet
Auburndale
Civic Center Gym
City Park Pool
Circle City Center
Library
Parks & Fields
Senior Center
Vicentia Activity Center
Victoria Park Community Center

7. Does the staff of Library and Recreation Services collaborate with City Net to link the homeless to resources, shelter, and housing? Is staff aware that City Net provides transportation services so that homeless can obtain valid forms of ID?
Yes
Yes

8. Do homeless individuals access community services or recreational activities at the Library, Senior Center, or any of the seven community centers?
Yes
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 63

9. Based upon the experience of the Library and Recreation Services Department, what are the biggest barriers and challenges facing the homeless in the City of Corona? Circle all that apply and list missing barriers/challenges:

Lack of Emergency Shelter
Lack of Transitional Shelter
Lack of Affordable Housing
Lack of Housing with Services
Mental Health Treatment
Substance Abuse Treatment
Appropriate Health Care
Jobs/Workforce Development
Life Skills Training
Lack of a Family Support System
Non-Profit Resources
Transportation

10. What policy options and best practices does the Library and Recreation Services Department believe will make the most dramatic impact in addressing homelessness in the City of Corona? Alignment with County of Riverside Policy & System
Systems-Oriented Approach
Sub-Regional Partnerships (Cities & County)
Building Capacity to increase/leverage funding
Navigation Centers/Low-Barrier Emergency Shelter
Housing for Different Homeless Subpopulations
i. Permanent-Supportive Housing
ii. Rapid Rehousing
iii. Affordable Housing
Public/Private Partnerships with the Faith-Based Community Public/Private Partnerships with the Business Community Cease public feedings and item distribution at parks

11. Is there any additional information the Library and Recreation Services Department would like to provide to help City Council make the most appropriate policy decisions regarding the Homeless Strategic Plan?
As with any effort, a plan to address homelessness must insist all parties share a common mission, vision, and values.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 64
City of Corona Animal Services and Enforcement Department The Animal Services and Enforcement Department survey will assess animal care services available for the homeless with pets.

1. Has Animal Services and Enforcement had to deal with pets that belong to the homeless that live in Corona? If yes, please provide a summary that outlines specific issues and cost impacts during 2017, 2018, and 2019?
The majority of calls that we receive regarding pets belonging to the homeless are from the City Park area. We do not deal one on one with the homeless at the park only because the dog owner, for the most part, has left the area and has left the dog in question loose at the park.

There have been few occasions that the dog owner, who will admit they are homeless, will claim their dog from the animal shelter.

As part of this response, please provide specific details such as response to vicious, noisy, sick, abused, neglected or abandoned animals:

The vast majority of dogs owned by the homeless are very well cared for, so as far as the dogs being abused, neglected or sick, that does not happen. The calls received for dogs belonging to the homeless are stray dog calls, either because the homeless person has left the area for a few hours or has fallen asleep at City Park and the dog is wandering loose in the park.

Please list the types of animals (e.g., dogs, cats, other animals): Mostly dogs, no cats. There was one call indicating that a homeless person was standing near a shopping center with a crow.

2. Does Animal Services and Enforcement have a nonprofit foundation that raises funds to provide animal care services in the City of Corona?
Animal Services and Enforcement uses Corona Police Community Partnership.

3. Does Animal Services and Enforcement receive food and other pet supply donations from PetSmart, Petco, Chewy or other pet product businesses? Our Department receives donated food items from the Walmart that is located off the 91 Freeway and McKinley.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 65

4. Does Animal Services and Enforcement provide free or low-cost services to Corona homeless that own pets?
If yes, please provide details such as spay/neuter, vaccinations, microchips, temporary boarding, food, crates, license fee waivers, collars/leashes, etc.

If the dog in question is a continual problem, we offer to spay/neuter the dog. Our Department also waives most fees for the homeless because they normally do not have any money. We do not keep a homeless dog from its owner because it is usually the only companion the homeless person has and most dogs belonging to the homeless are well cared for.

Does Animal Services and Enforcement provide animal care services at community resource fairs for the homeless or other low-income residents in Corona? Yes. At every community event, we make referrals for resources. For example, we refer residents to the Riverside County Department of Animal Services which has a low-cost spay/neuter program.

5. If the City establishes an emergency
shelter, would Animal Services and
Enforcement have the capacity to
partner with the contracted shelter
operator? Examples of partnership
support could include spay/neuter
services, vaccinations, microchips,
temporary boarding, food, crates,
license fee waivers, collars/leashes, etc.

Yes. We would have emergency shelter
capacity for events such as fires, floods,
or other natural disasters. As far as
providing spay/neuter services and
vaccines, those services would have to
be provided by an outside California
licensed veterinarian.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 66

6. Based upon the experience of the Animal Services and Enforcement Department, what are the biggest barriers and challenges facing the homeless in the City of Corona? Circle all that apply and list missing barriers/challenges:

Lack of Emergency and Transitional Shelter
Lack of Affordable Housing and Housing with Services
Lack of Mental Health and Substance Abuse Treatment
Lack of Appropriate Health Care
Lack of Jobs/Workforce Development and Life Skills Training Lack of a Family Support System

7. What policy options and best practices does the Animal Services and Enforcement Department believe will make the most dramatic impact in addressing homelessness in the City of Corona? Circle all that apply and list missing policy options and best practices:

Alignment with County of Riverside Policy & System
Systems-Oriented Approach
Sub-Regional Partnerships (Cities & County)
Building Capacity to increase/leverage funding
Navigation Centers/Low-Barrier Emergency Shelter
Housing for Different Homeless Subpopulations
i. Permanent-Supportive Housing
ii. Rapid Rehousing
iii. Affordable Housing
Public/Private Partnerships with the Faith-Based Community Public/Private Partnerships with the Business Community Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 67

CITY OF CORONA HOMELESS COST IMPACT

ANALYSIS
The following bar graph quantifies the total homeless cost impacts to the City of Corona over a threeyear period during 2017, 2018, and 2019. The $3,461,047 total cost impact is a very conservative assessment since the Fire Department cost data only covers a six-month period and the Library/Recreation Services Department cost data only covers a two-year period. Over time, a coordinated system of homeless services should not only improve the quality of life in Corona but also reduce homeless related cost impacts to the City.
$2,328,000.00
$980,302
$89,836 $62,910
$0.00
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
Police Fire Parks / Facility
Management
Library / Recreation
2017 - 2019 Corona City Departments
Homeless Cost Impacts $3,461,047
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 68

COMMUNITY ENGAGEMENT
Value of Community Engagement
The most successful models to address homelessness are developed through robust community engagement. Diversity of thought, experience, resources, and program philosophies facilitate the development of solid public/private partnerships and models. Additional benefits of community engagement include:

Provide opportunities for community residents and businesses to express concerns and participate in solutions
Foster community buy-in and ownership
Bring together diverse stakeholder groups that were not previously working together Increase transparency
Build trust
Increase understanding
Improve communication
Develop methods to resolve conflicts
Establish local networks of community stakeholders who can work together towards common goals
Identify creative and practical solutions
Identify unmet needs and service gaps
Leverage public and private sector resources of time, talent and treasure Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 69

COMMUNITY ENGAGEMENT
The following meeting matrix provides a summary of the meetings that were convened to solicit broad community participation to support development of the City’s Homeless Strategic Plan:

Type of Stakeholder Meeting Date

1. Supervisor Spiegel 2nd District Homeless Solutions
Collaborative of Cities/County Agencies
October 21, 2019 2:00 pm

2. Inland Gateway Association of Realtors November 07, 2019 8:00 am

3. City of Corona Department Head Homeless Strategic Plan Meeting
December 10, 2019 10:00 am

4. Homelessness Resources Committee Membership Meeting December 11, 2019 3:00 pm

5. Chamber of Commerce Homeless Strategic Plan
Brainstorming Meeting
January 08, 2020 3:30 pm

6. Affordable Housing Developer Meeting with National CORE January 09, 2020 1:30 pm

7. Affordable Housing Developer Meeting with C&C
Development
January 09, 2020 3:00 pm

8. Faith-Based Community Meeting
Corona Police Department Cops and Clergy Meeting
January 14, 2020 8:00 am

9. Corona Chamber of Commerce
Board Presentation
January 16, 2020 7:00 am

10. Corona Rotary Club February 14, 2020 12:00 pm

11. Corona Chamber of Commerce
Good Morning Corona
February 21, 2020 7:00 am

12. Homeless/Formerly Homeless Neighbors Focus Group February 19, 2020 11:30 am

13. General Community Stakeholder Meeting February 05, 2020 9:00 am

14. General Community Stakeholder Meeting February 05, 2020 1:30 pm

15. General Community Stakeholder Meeting February 12, 2020 9:00 am

16. General Community Stakeholder Meeting February 12, 2020 7:00 pm

17. General Community Stakeholder Meeting February 15, 2020 1:30 pm

18. Supervisor Spiegel 2nd District Homeless Solutions
Collaborative of Cities/County Agencies
March 12, 2020 1:30 pm
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 70

COMMUNITY ENGAGEMENT
Corona’s Homeless Strategic Plan community engagement process was comprised of two components: 1) Stakeholder Meetings, and 2) Surveys. The two-pronged community engagement approach provided flexibility for stakeholder participation, consistency throughout the engagement process, and more than one avenue for the community to provide feedback.

A diverse cross section of public and private stakeholders participated in the community engagement process during the months of October 2019 through March 2020.

Community Engagement Participating Stakeholder Groups

1. City Council and Council Committees
Individual Council Members
Homelessness Resources Committee
Homeless Strategic Plan Ad Hoc Committee

2. City Departments and Commissions
City Manager’s Office
Police Department
Fire Department
Parks Department
Library and Recreation Services Department
Housing Department
Planning/Housing Commission
Parks Commission

3. Homeless and Housing Providers
City Net
C&C Development
Helping Hearts
Hope Through Housing
Illumination Foundation
Mercy House
National Core
Path of Life Ministries
Starting Over
Shelter for Change

4. Homeless/Formerly Homeless Neighbors Focus Group – 23 Attendees Currently Homeless Neighbors
Formerly Homeless Neighbors
City Net
St. Edward Catholic Church
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 71

COMMUNITY ENGAGEMENT
Community Engagement Participating Stakeholder Groups continued:

5. At-Risk/Low Income Service Providers/Other Community Based Organizations Authentic Reflection
211 Community Connect
Inspire Life Skills
Corona-Norco Settlement House
Women’s Improvement Club

6. Faith-Based Organizations
Angels Over Cliffs
Calvary Chapel Corona
The Bridge Church of Corona
Crossroads Christian Church
Connection Church
Church of Jesus Christ of Latter-Day Saints
Faith Fellowship
First Baptist Church of Corona
Islamic Society of Corona-Norco
Sheepdog Warrior Ministry
St. Edward Catholic Church
St. John’s Episcopal Church
St. Matthew Catholic Church

7. School Districts and Colleges
California Department of Education
California Baptist University
Corona-Norco Unified School District
Norco Community College
Riverside County Office of Education
University of Redlands
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 72

COMMUNITY ENGAGEMENT
Community Engagement Participating Stakeholder Groups continued:

8. Business Community
Chamber of Commerce Board Meeting - Businesses Represented:

Akes Family Funeral Home
Alladin Cleaning Services
Allegra Print and Mail
American National Manufacturing
Carstar All Star Collision
Carter Bradley Insurance
City of Corona & County of Riverside
Collins Aerospace
Corona Chamber of Commerce
Corona History Association
Corona Regional Medical Center
Creative By Design
Eduardo’s Mexican Restaurant
Express Employment Professionals
Integrated Medical Center of Corona-Comp Access
Kaiser Permanente
Lifetime Vinyl Fencing
Make Dust
Peabody Engineering
Ryan & Associates Financial Services
Western States Financial

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 73
Community Engagement Participating Stakeholder Groups continued

8. Business Community
Chamber of Commerce Good Morning Corona Businesses Represented 100 Mile Club
ABD Office Solutions, Inc.

Adomani, Inc.

Aflac
Aladdin Cleaning
Services, Inc.

Allegra Marketing
Altura Credit Union
American Cancer Society
Apex Legal Solutions, Inc.

Barn Haus Brewery
Bobcat Properties and
Farms
Braille Institute
Brother 2 Brother Catering
C&C Development
California Baptist
University
CARSTAR Allstar Collision
Carter Bradley Insurance
Solutions
Chef Doc Catering
Citrus Valley Medical
Associates
Corona Chamber of
Commerce
Clout Consulting
Corona-Norco Unified
School District Adult
Education
Corona History
Association
Corona-Norco United
Way
Corona-Norco Schools
Educational Foundation
Corona Regional Medical
Center
Creative by Design
Crystal Roses
DFI Financial Services
Do It American
Manufacturing
Company, LLC
Eduardo’s Mexican
Restaurant
Empire Energy Solutions
Encouragers Counseling
& Training Centers, Inc.

Giving 365
Grace Clark, CPA
Hendrickson Brothers
Herencia Mariachi
Academy
Holstrom, Block, and
Parke, APLC
Home Instead Senior
Care
Hustle Media Group
Jim Dorsey Commercial
Photography
John’s Easy Vacations
Kaiser Permanente
Kowalski Employment
Law Corporation
Legacy Logistics USA
Legal Shield
Level Advisors
Liberate Debt
Luck Air,Inc.

M.E.C
Naval Surface Warfare
Center, Corona Division
New York Life
Norco College
Northwest Mutual
Onsite Computing, Inc.

Peppermint Ridge
Planet Fitness Grand Oaks
PrimePay
Provident Bank
Raincross at Riverside
REMAX Partners
Rhythm Tech Productions
Riverside Area Rape Crisis
Center
Riverside Community
Hospital
Riverside County
Workforce Development
Centers
Roadsafe
Robertson’s Ready Mix
Ryan & Associates
Insurance and Financial
Strategies
S Cube Technologies
Self Made Training Facility
Corona
Selling in Color
Skillet’s Café
St. Edward School
Staybridge Suites Corona
South
T3 Motion
Church of Jesus Christ of
Latter-Day Saints
Inland Gateway
Association of Realtors
Transportation Corridor
Agencies
Town and Country Day
School
Town Planner Community
Calendars
Twistify Balloons
UFC Gym Corona
UFC Gym South Corona
United Paving Co.

University of Redlands
University of Redlands
Riverside Campus
Ur Agenda Social
Marketing
Vulcan Materials
Company
WestCoast Media
Western Municipal Water
District
White Dove Release
Wolcott Insurance
Women’s Improvement
Club of Corona
Z Pizza Tap Room
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 74
Community Engagement Participating Stakeholder Groups continued

8. Other business stakeholders that participated in meetings and/or provided input by email or phone are as follows:

Calvert Real Properties
Corona Rotary Club
Countrywood Estates
Lend US
Lucas Oil
OPR Communications
Pro-Dent Lab
Regan Painting
Strata Realty

9. City of Corona Residents
25 Corona residents participated in community engagement meetings

10. Healthcare Organizations
Citrus Valley Medical Associates
Corona Regional Medical Center
Integrated Medical Center of Corona-Comp Access
Kaiser Permanente
Riverside Community Hospital
Riverside University Health System Behavioral Health

11. County Agencies
County Executive Office
Department of Public Social Services
Homeless, Housing and Workforce Department
Office of 2nd District County Supervisor Karen Spiegel
Probation Department
Riverside University Health System Behavioral Health

12. Neighboring Cities
Eastvale
Jurupa Valley
Norco
Riverside

13. State Elected Officials
Office of Assembly Member Sabrina Cervantes

14. Other Agencies and Organizations
Caltrans
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 75

COMMUNITY ENGAGEMENT
At every stakeholder meeting, community participants had three avenues to submit input:

Verbal input during meetings: Verbal input was captured and summarized on flipcharts or in note taking format for all community meetings. Verbal feedback will be summarized in this plan.

Hard Copy Surveys: Surveys were distributed and collected at all community meetings. Survey data was summarized by category for development of bar graphs which will be displayed in this plan; Online Surveys: Website information for access to online surveys was distributed at community meetings. Online survey data was summarized by category for development of bar graphs which will be displayed in this plan.

Survey Content
To ensure that community engagement was consistent throughout the process, all community participants were encouraged to complete the following hard copy or online survey:

1. What are the biggest barriers and challenges facing the homeless in the City of Corona? Circle all that apply and list missing barriers/challenges:
a. Lack of Emergency Shelter
b. Lack of Transitional Shelter
c. Lack of Affordable Housing
d. Lack of Housing with Services/Permanent Supportive Housing e. Lack of Mental Health Treatment
f. Lack of Substance Abuse Treatment
g. Lack of Adequate Health Care
h. Lack of Job Training
i. Lack of Life Skills Training
j. Lack of Family/Friend Support System
k. Other:

2. What are the biggest homeless impacts for the City of Corona? Circle all that apply and list missing impacts:
a. Trespassing
b. Camping
c. Vandalism
d. Citation versus Arrest
e. Visible Mental Health/Substance
Abuse Issues
f. Public Urination/Defecation
g. Trash/Debris
h. Visible Homeless Belongings in
Shopping Carts
i. Panhandling
j. Loitering
k. Theft
l. Safety Concerns
m. Accessing Public Restrooms for
Drug Use
n. Drug Trafficking
o. Other
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 76

COMMUNITY ENGAGEMENT
Survey content continued:

3. What are the biggest opportunities, policy options,
and best practices that you believe will make the
most dramatic impact in addressing homelessness in
the City of Corona? Circle all that apply and list
missing opportunities, policy options and best
practices:
a. Alignment with County of Riverside Policy &
System
b. Systems-Oriented Approach
c. Sub-Regional Partnerships (Cities & County)
d. Building Capacity to Increase/Leverage
Funding
e. Navigation Centers/Low-Barrier Emergency
Shelter
f. Housing for Different Homeless Subpopulations
i. Permanent-Supportive Housing
ii. Rapid Rehousing
iii. Affordable Housing
g. Public/Private Partnerships with the FaithBased Community h. Public/Private Partnerships with the Business
Community
i. Other:

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 77

COMMUNITY ENGAGEMENT
All hard copy and online survey data was collected, categorized, and incorporated into spreadsheets to provide a visual representation of priorities identified by community stakeholders.

The following bar graph provides a composite summary of community input regarding the biggest barriers and challenges facing the homeless in the City of Corona. The top three homeless barriers and challenges identified by all community stakeholders is listed below in priority order:

Lack of Affordable Housing
Lack of Mental Health Treatment
Lack of Substance Abuse Treatment
0 20
40 60
80 100
120
140
160
180
177
154
125
91 88
76 75 69
45 39

BIGGEST CHALLENGES AND BARRIERS
Overall Totals - Community Outreach
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 78

COMMUNITY ENGAGEMENT
The following bar graph provides a composite summary of community input regarding the biggest homeless impacts affecting the City of Corona. The top three homeless impact concerns identified by stakeholders are listed below in the following in priority order:

Trash/Debris
Public Camping
Safety Concerns
0 20
40 60
80 100
120
140
160
157
140 140
133 128
121 120 120 114 114 108 103
84 69

BIGGEST HOMELESS IMPACT FOR CITY
Overall Total - Community Outreach
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 79

COMMUNITY ENGAGEMENT
The following bar graph provides a composite summary of community input regarding best practices that will facilitate the most dramatic and positive impact for the City of Corona. The top three best practices identified by community stakeholders are listed below in the following in priority order:

Permanent Supportive Housing
Rapid Rehousing
Public/Private Partnerships
0 10
20 30
40 50
60 70
80 90 82 79 79 78 74 73 71 69 67
55 BEST PRACTICES FOR DRAMATIC IMPACT
Overall Total - Community Outreach
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 80

COMMUNITY ENGAGEMENT
In addition to hard copy and online survey responses, during all community meetings, verbal responses were captured on flipcharts or notes were taken. Community feedback that was not duplicative of data already captured in the hard copy or online survey responses is as follows:

Proposition 47 and 57 as well as AB109 are exacerbating the homeless issue and creating challenges for law enforcement. There is a revolving door of people moving in and out of homelessness.

Community opposition from NIMBY (Not In My Backyard) creates huge barriers for development of affordable housing and emergency shelter.

Homeless should be connected to mental health and substance abuse treatment before placement in permanent housing.

Businesses and residents need to be a part of the solution to address homelessness in Corona.

Need to create incentives (not handouts) to serve the homeless.

Provide businesses with homeless resource cards to pass out to the homeless.

Establish homeless solutions through public/private partnerships.

Low barrier emergency shelters can serve chronical and situationally homeless.

The Women’s Improvement Center as well as many businesses in Corona have ongoing problems with homeless vandalism. Ongoing collaboration with Corona PD for enforcement of no trespassing is needed.
24-hour homeless shelter programs with wrap around services will provide a good model to improve the quality of life for the entire community.

Because of the demographic data of Corona’s homeless population, chronic homelessness should be the City’s first priority. The City’s emergency shelter and housing should match client needs to service interventions.

Pet-friendly programs are critical
as many homeless will not accept
services/shelter if they cannot
take their pets with them.

Motel shelter programs can work
but not every homeless client or
family can be placed in an
independent environment.

Lack of a mailing address creates
challenges for the homeless. An
emergency shelter/multi-service
center should provide mailing
addresses for Corona’s homeless.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 81

COMMUNITY ENGAGEMENT
Verbal feedback from community meetings continued:

The homeless are reluctant to accept shelter. They do not prefer institutional or prison-like settings.

Each City needs to develop its own homeless solutions and not shuffle the homeless to other jurisdictions.

The homeless need access to restrooms and showers. Quality of life crimes would be decreased if these resources were available.

There are too many regulations imposed on affordable housing developers. The regulations increase costs and delay project development.

The cost of not addressing the homeless issue is far more expensive than the cost of services, shelter, and housing.

The City needs a campaign to dispel myths and address stigma associated with the homeless.

Homeless programs should include whole person/holistic approaches with a path to stability.

We need to prepare for the age tsunami and wave of homeless seniors living on fixed incomes.

Homeless Prevention programs and strategies are also needed. Prevention interventions are easier and success is more likely.

Homeless programs should include spiritual, physical, and mental health components.

Homeless programs should provide a hand-up versus a hand-out.

Homeless programs should be LGBTQ sensitive and supportive.

Homeless programs should address generational homelessness.

Homeless programs should have components to address health care issues.

Homeless programs should provide ID replacement services.

The City’s shelter should have navigation center/multi-service center components.

Replace the term homeless with unstably housed our unhoused.

Programs should ensure the homeless can contribute and give back to facilitate self-worth and employment opportunities.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 82

COMMUNITY ENGAGEMENT
Verbal feedback from community meetings continued:

Measurements of Success
o Should be short term and long term
o It is a journey not a destination
o Evaluate housing readiness
o Evaluate and recalibrate
o Build in flexibility
o Realistic measurements
o Data Driven
Vision Statement Language
o Healing
o Restoring
o Fostering
o Transforming
o Making homelessness a thing of the past
Mission Statement Language
o Disrupting the Cycle of Homelessness
o Opportunity to End Homelessness
o Breaking the Cycle of Homelessness
Strategic Plan Names:
o A Home for Everyone
o All in, All Together
o All Together, All of Us
o At Home in Corona
o Bounce Back
o Circle Home
o Community Matters
o Finding My Home
o Finally Home
o Give Me Shelter
o Heading Home
o Home is Where the Heart Is
o H2H: Homeless to Housing
o Homeward Bound
o Journey Home
o My Good Neighbor Next Door
o More Than a Home
o No Place Like Home
o Operation Zero Homeless
o Restored
o Self-Actualization in Corona
o Standing on My Own
o Together, We Can
o What Home Means to Me
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 83

COMMUNITY ENGAGEMENT
On February 19, 2020, the City of Corona worked with City Net to conduct a Homeless/Formerly Homeless Neighbors Focus Group. The goal of the focus group was to provide an opportunity for homeless and formerly homeless neighbors to give the City input of the development of the Homeless Strategic Plan. To achieve the greatest level of participation, the following strategies were used:

City Net conducted street outreach to invite homeless/formerly homeless neighbors to the focus group.

City Net and the Homeless Solutions Coordinator worked with homeless advocates and representatives of faith-based organizations to encourage them to reach out to their homeless/formerly homeless clients to invite them to the focus group.

City Net provided transportation so interested homeless/formerly homeless neighbors could attend the meeting.

Through a donation from the Islamic Society of Corona-Norco, City Net hosted lunch to provide a healthy meal for all focus group attendees.

Through a donation from the Islamic Society of Corona-Norco, City Net provided food gift cards for all focus group attendees.

The focus group meeting was well attended with 23 attendees. The meeting was facilitated by the Homeless Solutions Coordinator. During the meeting, Corona’s homeless/formerly homeless neighbors provided the following feedback for the City’s Homeless Strategic Plan:

Summary of Challenges:

Homelessness can happen to anyone.

Many people are one paycheck away from homelessness.

Every homeless person has unique and individual circumstances causing their homelessness Trauma can cause homelessness.

With respect to trespassing and loitering, if you are homeless, there is nowhere to go. Everywhere you walk or step seems to cause trespassing or loitering. It feels illegal to exist.

There are many homeless individuals who are respectful of public and private property. They encourage other homeless to respect the surrounding areas.

Many people who are not homeless do not understand that the homeless are living day by day and it is extremely difficult.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 84

COMMUNITY ENGAGEMENT
Homeless/Formerly Homeless Neighbors Summary of Challenges continued:

Losing personal belongings through theft or confiscation is devastating. When homeless lose their belongings, they often lose everything they own.

Chronic health issues, mental health, and substance abuse issues not only cause people to become homeless but also keep them homeless for long periods of time.

There are many causes of homelessness. Some of these include:
• Financial issues and the high cost of living
• Working in low paying jobs and not being able to afford housing • It is difficult to save for extremely high security deposits and last month’s rent costs when working in a low paying job or on a fixed limited income • Financial limitations of part-time work
• Death
• Divorce
• Loss of breadwinner
• Injury and loss or reduction of income
• Long wait for SSI/disability income
• Unreliable transportation (old cars)
• Lack of resources and supports after high school or college graduation • Family challenges
• Arguments/disagreements over wills/trusts
• Emotional and physical abuse
• Taking advantage of the one who always wants to help/support • Co-Dependency
Homelessness in Corona is not limited to single adults. There are homeless families with children, homeless young adults, and even homeless older adults.

United families can pool income to afford housing versus single income individuals.

Homeless people often must share housing just to afford a roof over their heads. Shared housing can sometimes lead to conflicts and disagreements among residents because of existing life issues and challenges.

Expectations for youth entering adulthood without proper resources or life skills There is a public stigma against homeless. People staring at the homeless cause feelings of rejection and discouragement.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 85

COMMUNITY ENGAGEMENT
Homeless/Formerly Homeless Neighbors Summary of Challenges continued:

Societal rejection of the homeless leads to a downward spiral. The homeless often feel like outcasts.

Other people often prey on the homeless. The homeless are vulnerable. Other people that prey on the homeless range from adults, youth, etc.

When homeless are attacked by other people, they sometimes sustain injuries such as getting kicked, punched, hit in the head with blunt objects, hit by cars, set on fire, and other cruel attacks.

Because the homeless are often victims, they feel safer in numbers or homeless congregations.

Many times, the homeless community is being blamed for the activities of others (e.g., gang bangers, troubled youth, bullies, etc.).

When personal belongings are confiscated or stolen, it can lead to the loss of cell phones, identification, prescription drugs for health care and other life essentials. When this happens, some homeless feel they are forced into low levels of crime just to survive.

There are different categories of homelessness including those living in motels, living in cars or RVs, couch surfing, living on the streets, living in shelters, etc. People living in motels, cars and couch surfing are often not acknowledged as being homeless.

Even with three generations of sharing income and assets, some homeless families are still living in motels and sharing one old car that barely runs.

There are income limitations due to part time work and the inability to get extra hours.

It is difficult to have reliable transportation when your vehicle is old and needs repairs.

There is a snowball effect when people are hanging on by a thread and then one thing happens to cause a downward spiral. A downward spiral can happen quickly:
a. Loss of Housing to Living in a Motel
b. Living in a Motel to Living to in Your Car
c. Living in Your Car to Living on the Streets
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 86

COMMUNITY ENGAGEMENT
Homeless/Formerly Homeless Neighbors Focus Group Summary of Challenges continued:

Many homeless refuse housing, shelter or services unless they can take their pets with them. Pets often become a barrier as they provide therapy and mean everything to the homeless.

The homeless/formerly homeless neighbors focus group identified the following solutions:

Summary of Solutions:
• Designated area for camping with water, sewer, trash pick-up and located off the beaten path and not visible to the public (example: lot on Alcoa and Rincon). • Safe/designated parking lots for folks living in cars, RVs, tents, etc. Need accommodation for older vehicles that still operate but need repairs. Many homeless drive cars that are ten years and older. • Resource Center with trained professionals that can provide multi-disciplinary services including but not limited to:
o Mental Health Treatment/Services & Substance Abuse Treatment/Services o Job Development
Access to computers for job searches (public libraries feel uncomfortable and not welcoming as people stare and do not seem to welcome the homeless) Interview and job application skill development
o Place to store personal belongings
• One Stop to connect the homeless to the system with start in shelter will lead to other resources, housing, and stability.
• Corona needs its own shelter. Homeless in Corona do not want to go to Riverside. • Shelter should be “IN YOUR OWN COMMUNITY” (IN OUR OWN COMMUNITY) • The homeless system should start with outreach and engagement and connect to shelter then connect to permanent housing and ongoing services/support once in housing.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 87

COMMUNITY ENGAGEMENT
Homeless/Formerly Homeless Neighbors Focus Group Summary of Solutions continued:
• Need more 24-hour detox resources.
• Engagement of the homeless helps by building relationships and sharing meals. • At the shelter/resource center, create a pathway for the homeless to give back through volunteering. Also create job opportunities for the homeless to work at the shelter/resource center. • The homeless have skills. Utilize their skills. Also, utilize the skills of people living in the community. The homeless and the members of the community can support the resource center/shelter. • It is very important to involve the faith community when addressing the homeless issue.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 88

COMMUNITY ENGAGEMENT
Field Survey of Homeless Neighbors Living on the Streets of Corona:

To capture as much Homeless Strategic Plan input as possible from Corona’s homeless/formerly homeless neighbors, the Homeless Solutions Coordinator asked City Net to conduct field surveys of homeless neighbors who were not able to attend the focus group meeting. Two questions were included in the field survey:

1. Based upon your personal life experience, what types of services, shelter, and housing are needed in the City of Corona?

2. Could you please explain what caused you to become homeless? The following bar graph provides a summary of Question #1 field survey responses from homeless neighbors living on the streets of Corona:
0 2
4 6
8 10
12 14
16 16 16
10 7
6 5
4 4 4
2 2
Homeless Field Survey Responses
What Resources are Needed in Corona?
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 89

COMMUNITY ENGAGEMENT
The following bar graph provides a summary of Question #2 field survey responses from homeless neighbors living on the streets of Corona:

The homeless/formerly homeless neighbors focus group meeting input and field survey responses provided critical data that accomplished the following:

Provided a mechanism to confirm that the Homeless Needs Assessment data conclusions are in alignment with what the homeless/formerly homeless confirm are system gaps and needs.

Provided an opportunity for the homeless and formerly homeless to feel important, appreciated, and considered as valuable contributors to the City’s Homeless Strategic Plan. 0 1
2 3
4 5
6 7
8 8 8
7 7
4 4
2 2 2 2 2
1 Homeless Field Survey Responses
What Caused You to Become Homeless?
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 90

IMPACT OF LAWSUITS
Addressing homelessness is extremely complex for local government. Lawsuits and legislation impact the way law enforcement responds to homeless calls for service as well as the methods and strategies local government can use to incentivize participation in services, shelter, and permanent housing.

When developing a systems-oriented approach to homelessness, it is important to understand the applicable legal principles.

In Martin v. City of Boise (9th Cir. 2018) 902 F.3d
1031, the United States Ninth Circuit Court of
Appeal found that the Eighth Amendment
prohibits the imposition of criminal penalties for
sitting, sleeping, or lying outside on public
property for homeless individuals who cannot
obtain shelter. The Court emphasized that its
holding was a narrow one and that it was not
dictating that a city must provide shelter. Rather,
the Court held that “so long as there is a greater
number of homeless individuals in a jurisdiction
than the number of available beds in shelters, the
jurisdiction cannot prosecute homeless individuals for involuntarily sitting, lying and sleeping in public.

That is, as long as there is no option of sleeping indoors, the government cannot criminalize indigent, homeless people for sleeping outdoors, on public property, on the false premise they had a choice in the matter.”
The Court further clarified that “Naturally, our holding does not cover individuals who do have access to adequate temporary shelter, whether because they have the means to pay for it or because it is realistically available to them for free, but who choose not to use it. Nor do we suggest that a jurisdiction with insufficient shelter can never criminalize the act of sleeping outside. Even where shelter is unavailable, an ordinance prohibiting sitting, lying, or sleeping outside at particular times or in particular locations might well be constitutionally permissible. So, too, might an ordinance barring the obstruction of public rights of way or the erection of certain structures.” In short, under Martin v. City of Boise, a city’s ability to use criminal citations as a tool to address homelessness is heavily dependent on the fact-intensive question of the practical availability of shelter, which may vary by person and by day, or even hour-to-hour.

On December 16, 2019, the U.S. Supreme Court declined to intervene in the Martin v. City of Boise case, without explanation. Therefore, the Ninth Circuit’s Martin v. City of Boise ruling stands as precedent for cities and counties in Alaska, California, Hawaii, Idaho, Montana, Nevada, Oregon, and Washington.

The Martin v. City of Boise decision is a good reminder that it is not a crime to be homeless, and that homeless citizens have the same constitutional rights afforded to all citizens of the United States. In general, some people – whether homeless or sheltered – commit crimes while many others do not.

Further, it is also important to distinguish crime from quality of life issues.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 91

IMPACT OF LEGISLATION
Legislation also has a huge impact on the way local government addresses homelessness. Between voter ballot initiatives and bills that are enacted by the Legislature, thousands of new laws are passed each year. Some of these laws cause unintended consequences that exacerbate the homeless issue in California. Proposition 47 is one example.

Proposition 47 was passed by the voters of California in November of 2014. The criminal justice system was dramatically changed as a result of Proposition 47. The following summary provides examples of the changes in penalties for certain lower-level drug and property crimes:

Drug Possession for personal use for most illegal drugs is a misdemeanor.

Shoplifting property worth $950 or less is a misdemeanor.

Theft of property, including a car, worth $950 or less is in most cases a misdemeanor.

Circumstances for felony charges are limited.

Writing Bad Checks for $950 or less is a misdemeanor. If there are three previous forgery related convictions, the crime is a potential felony offense.

Check Forgery for $950 or less is a misdemeanor unless in connection with identity theft.

Receiving Stolen Property worth $950 or less is a misdemeanor.

Law enforcement throughout California
believe that court mandated drug
rehabilitation was the best chance to
save many lives. Since Proposition 47 was
enacted, many cities throughout
California have experienced increases
in the number of street homeless who
suffer from mental illness and drug
addiction. Data from Corona’s March
2019 Homeless Census and Corona PD
transient calls for service validate this
trend.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 92

BEST PRACTICES AND MODELS
Successful Cities
A few cities in the nation have made considerable progress in reducing homelessness. One shining example is the City of Houston. The greater Houston area reduced its homeless population by over half from a peak in 2011 at 8,538 to 3,938 in 2019. Houston’s change started with a Mayor and City Council who made ending homelessness a top priority. Houston attributes its success to its embrace of evidence-based, permanent solutions to homeless and the development of a robust collaborative system of over 100 public and private organizations working together to coordinate resources and efforts, and continually update a data dashboard tracking client, program and system-level progress.

Key to the success of sharing information and tracking client progress was the use of the regional Homeless Management Information System (HMIS) and the Coordinated Entry System (CES). HMIS and CES are local database systems required by HUD to track homeless client demographics, service utilization patterns and program performance, as well as assess, triage, prioritize and refer clients for placement into permanent housing.

Through regular case management and workgroup meetings between Houston’s public/private collaborative, over half of Houston’s homeless were systematically connected to permanent housing options and supportive service programs.

It is important to note that because of its targeted focus on best-practice housing interventions and its resulting
success, Houston was able to increase its annual HUD
Continuum of Care Homeless Assistance funding from $20
million in 2008 to $38.2 million in 2018. That $18 million increase in HUD funding only helped Houston further its endeavors to permanently reduce homelessness.

Although a variety of factors contributed to Houston’s
success, the most important intervention was its focus and development of more permanent supportive housing,
which provides long-term housing, with wrap-around social, behavioral, and health support-services tailored to each client’s specific needs.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 93

BEST PRACTICES AND MODELS
Recommended Best Practices and Interventions
Based upon the conclusions of the Homeless Strategic Plan needs assessment, the following summary will outline recommended interventions that will most effectively address the unique needs of the chronically homeless in the City of Corona:

Outreach and Engagement
o Going to locations where homeless congregate and bringing services directly to the homeless versus requiring the homeless to seek services o Coordinated and persistent outreach and engagement to connect the homeless with services and shelter
o Provide transportation services to connect the homeless to a low barrier navigation center/emergency shelter
Low-Barrier Emergency Shelter/Navigation Center
o Coordinated referrals from Corona PD HOPE Team and City Net o Eliminate “pre-conditions” to shelter entry which could include:

Criminal background checks
Required Identification
Credit checks
Alcohol and Drug Testing
o Client-centered approach to address unique needs of homeless. This approach provides chronically homeless with all the services they need to stabilize. This approach as also known as the Wrap Around Services Model. o Flexibility on time limit with target of 180-consecutive day, maximum length of stay o Shelter staff that help chronically homeless to navigate the system of medical, behavioral, and social service assistance programs to end crisis and quickly move towards housing stability
o 24/7 shelter/service center to provide continuity of care o Low barrier does not mean low expectations. It means meeting the homeless where they and navigating a path to supportive services and stable housing Permanent Supportive Housing
o Proven housing solution for the chronically homeless
o Combines wrap-round supportive services in an affordable housing environment o High success with low recidivism rates
o Improves health and stability
o Reduces high cost impacts to publicly funded crisis services such hospitals, jails/prisons, detox centers, psychiatric centers
o Helps chronically homeless with permanent mental health and other disabilities to maintain housing stability through ongoing supportive services Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 94

BEST PRACTICES AND MODELS
Recommended Best Practices and Interventions continued
Based upon the conclusions of the Homeless Strategic Plan needs assessment, the following summary will outline recommended interventions that will most effectively address the unique needs of the situationally homeless in the City of Corona. Because of the varying needs of situationally homeless individuals and families, a blended model of interventions would be effective for the City of Corona. The blended model should include:

Outreach and Engagement Services as previously described Low Barrier Emergency Shelter/Navigation Center as previously described Transitional Housing
o To align with national, state, and local best practices, development of new transitional housing is not recommended; however, partnerships with existing transitional housing operators could provide an additional strategy for assisting the situationally homeless. o Transitional Housing provides longer-term shelter (usually up to 24 months) with intensive supportive services.
o Although the primary goal should be to place situationally homeless in permanent housing as soon as possible, in some cases, placement in existing transitional housing might bridge resource gaps between emergency shelter and permanent housing.

Additionally, some situationally homeless may thrive in a structured transitional shelter environment
Workforce Development Programs are needed to provide a wide variety of job development services for situationally homeless clients. Workforce development services should include but not be limited to:
o Assessment of Employment Barriers
o Vocational/Career Counseling
o Job Readiness Training
o Job Placement Opportunities
o Computer Training
o Life Skills Training
o Credit Counseling
o Budgeting
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 95

BEST PRACTICES AND MODELS
Recommended Best Practices and Interventions continued
Based upon the conclusions of the Homeless Strategic Plan needs assessment, the following summary will outline recommended interventions that will most effectively address the unique needs of the atrisk of homelessness in the City of Corona. Many of the best practice programs that prevent homelessness are designed to help individuals and families with the cost of daily necessities to free up limited or reduced income for payment of rent or mortgage obligations. Prevention programs include but are not limited to the following:

Eviction and Foreclosure Prevention Assistance Programs that provide short-term financial assistance to pay back rent or mortgage payments owed as well as late payment fees.

Workforce Development Services designed to help at-risk of homelessness clients improve job skills and increase wages.

Clothing Assistance Programs that provide business suits or business attire in preparation for job interviews as well as day-to-day clothing for needy families and individuals.

Utility Assistance Programs that provide short-term financial assistance to prevent utility shut offs.

Food Assistance Programs to provide food and other daily necessities.

Transportation Assistance Programs provided through gas cards, bus vouchers or transportation providers.

Healthcare services that assist families and individuals with costs or co-payments associated with prescriptions, dental services, and medical services.

Credit Counseling Services to help families and individuals with credit debt and credit history.

Although the City of Corona’s Homeless Strategic Plan needs to address chronically homeless, situationally homeless, and at-risk of homeless individuals and families, the recommended top priority is to address the chronically homeless population.

According to the national studies as well as the homeless needs assessment and community engagement data in this plan, the chronically homeless are the most medically fragile, have the highest rates of premature death, and cause the highest cost impacts to local government.

The chronically homeless also cause a higher level of impact to Corona’s businesses and residents.

Therefore, the next section of this plan will highlight best practice models that address chronic homelessness through local government partnerships with nonprofits.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 96

SHELTER AND HOUSING MODELS
Mercy House
Mercy House is a nonprofit organization that provides a full spectrum of services, shelter and housing for the homeless. Mercy House is headquartered in Santa Ana, California and operates homeless programs in Orange County, Los Angeles County, Riverside County, San Bernardino County, and Ventura County. Mercy House also operates programs in other states such as Arizona.

Mercy House operates a wide variety of programs including:

Homeless Prevention Programs
Street Outreach and Engagement
Access Center Services
Low Barrier Year-Round and Seasonal Emergency Shelters
Transitional Shelters
Rapid Rehousing
Residential Services
Permanent Supportive Housing
Affordable Housing
Based upon the number of chronically homeless individuals in the City of Corona, this section of the plan will showcase two Mercy House best practice programs that are effective in moving chronically homeless from the streets to low barrier shelter and permanent supportive housing:

Bridges at Kraemer Emergency Shelter:

The Bridges at Kraemer facility is owned by the County of Orange and operated by Mercy House. The Bridges at Kraemer was Orange County’s first large-scale, year-round emergency shelter with a multi-service center. The facility provides 200-beds of low barrier emergency shelter with a wide variety of services provided by the following public and private agencies.

Share Ourselves (SOS) for Medical and
Behavioral Health Services
Lighthouse for AA Support
CalOptima for Healthcare Services
Career Wise for Job Services
SOAR for Social Security/Disability Benefits
Services
HEART Veterinarian for Pet Services
HURTT Medical Mobile for Healthcare
Services
County Health Care Agency for
Outreach/Engagement and Public Health
Jobs for Life for Workforce Development
Public Law Center for Legal Services
Public Defender’s Office for Legal Services
County Social Services for Benefits
Assistance
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 97

SHELTER AND HOUSING MODELS
Mercy House Bridges at Kraemer continued
The Bridges at Kraemer project was the catalyst for the development of a Management Operating Plan (MOP) that involved a collaborative between the County of Orange, Mercy House, and North County Cities such as Anaheim, Brea, Buena Park, Fullerton, Placentia, and Yorba Linda. Mercy House wrote the MOP with a collaborative of nonprofit agencies and the County of Orange facilitated a working group of Police Chiefs from North Orange County Cities to provide input on policies that would guide the Good Neighbor polices of the MOP.

The following provides a summary of MOP polices and best practices as well as project costs and funding sources:

MOP Good Neighbor Policies
Limited referrals through
o County Outreach
o City Net
o North County Police
Departments
No Walk-Ins/No Walk Outs
Transportation Shuttle Services
Community Advisory Board
24/7 Emergency Shelter/Services
MOP Best Practices
Low Barrier
Client-Centered
Housing Focused
Systems-Oriented
o Outreach
o Shelter
o Multi-Disciplinary Services
o Housing
Good Neighbor Plan
Shelter Advisory Boards
Operating Budget/Funding
$2,736,309 Annual Shelter Operating Budget
Partner Agency Supportive Services Not Part of Shelter Operating Budget 73,000 Bed Night Per Year Capacity
Funding Sources
o County General Funds (majority of operating budget)
o Emergency Food and Shelter Program Funds
o State Adult Reentry Funds & SB 850 Funds
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 98

SHELTER AND HOUSING MODELS
Mercy House – The Orchard Permanent Supportive Housing Project The Orchard is an innovative project that transformed a motel into 72 units of permanent supportive housing to serve chronically homeless individuals. Additional details about this development are as follows:

Development Partner: Community Development Partners
Property Management Partner: Solari Enterprises
Primary Service Provider: Mercy House
Other Supportive Service Partners
o Orange County Healthcare Agency for Mental Health & Substance Abuse Treatment o SOS and Pathways for Mental Health Services
o Anaheim Lighthouse, Salvation Army, Serve the People and AA/NA for Substance Abuse Treatment
Total Development Cost Per Unit: $278,006/Total Project Development Cost: $20,016,432 Capital Funding
o Tax Credits
o State Affordable Housing Program (AHP)
o City of Santa Ana HOME Permanent Loan & Deferred Developer Fee o 71 Project Based Vouchers (PBV) awarded from the Santa Ana Housing Authority o County Continuum of Care funding to support services costs o City of Santa Ana Rapid Rehousing Funds to cover the cost of deposits Other Best Practice Components
o Property Management has permanent supportive housing/housing first experience o Security features include gating, cameras, and security guards o Community garden that
engages residents
interested in helping to
maintain the garden
which fosters community
involvement and pride in
the project
o Commercial kitchen that
ensures residents with
lack of resources have
access to quality meals.

This has been a benefit
to Orchard residents and
utilizes a non-profit
partner to provide meals
at no cost.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 99

SHELTER AND HOUSING MODELS
Tustin Temporary Emergency Shelter
Another example of a best practice, low barrier emergency shelter is the Tustin Temporary Emergency Shelter (TTES). TTES is a partnership between the City of Tustin, Tustin Police Department, and Temporary Shelter, Inc. TTES provides safe and dignified shelter to homeless men, women, and children who have a link to the City of Tustin. Additional information about TTES is as follows:

Program was quickly operational using
modular buildings
Referrals must come from the Tustin Police
Department or City Net
Tustin Police Department has officers on
site at the shelter
57-bed, 24/7, low-barrier emergency
shelter with wrap-round services
Pets are allowed
City of Tustin funds $1,230,000 of shelter
operating costs
City funding sources include General Fund,
Low/Mod Housing Fund and State SB2
Public Local Housing Allocation Funds
Total Annual Operating Costs are
$2,114,805 including City-funded shelter
operating costs and modular building
lease as well as in-kind guest services such
as medical, dental, behavioral health,
legal, food, volunteer coordination and
other services provided by Temporary
Shelter, Inc.

Fully loaded per night shelter bed cost,
including in-kind services is $101.65
Examples of other service partners include
the County Health Care Agency and
County Social Services Agency
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 100

HOMELESS STRATEGIC PLAN GOALS
The following ten goals were developed to transform the City of Corona’s approach to addressing homelessness. These goals were based upon the four plan elements: 1) Community Engagement, 2) Homeless Needs Assessment, 3) Cost Impact Analysis, and 4) Models and Best Practices.

Fifty-six implementing strategies were developed to support goal achievement. The plan will be implemented in phases over a five-year period. Data tracking systems will measure success to ensure that this plan is flexible, scalable, and responsive to changing needs and issues.

Goal 1 Develop A Systems-Oriented Approach to Address Homelessness Goal 2 Develop A Low-Barrier Emergency Shelter/Navigation Center System Goal 3 Develop Permanent Supportive and Affordable Housing Solutions Goal 4 Expand Outreach and Engagement
Goal 5 Develop and Participate in Sub-Regional Collaboratives with Neighboring Cities
Goal 6 Develop Public/Private Partnerships to Support Plan Initiatives Goal 7 Develop Partnerships with the County and Continuum of Care to Support Plan Initiatives
Goal 8 Develop A Homeless Prevention Initiative
Goal 9 Develop An Advocacy Campaign to Support Plan Initiatives Goal 10 Expand Data Tracking Systems and Dashboard to Measure System Performance
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 101

IMPLEMENTING STRATEGIES
The following fifty-six implementing strategies were developed to provide a clear set of actions that are necessary to facilitate achievement of the ten goals outlined in the City’s strategic plan.

Goal Implementing Strategy
Goal 1
Develop A
Systems-Oriented
Approach to
Address
Homelessness
A systems-oriented approach to homelessness moves from a one-size, fits all approach to a system of care that matches the appropriate interventions to homeless individuals and families. A systems-oriented approach also reduces fragmentation, improves leveraging of resources and aligns to Federal, State, and County/Continuum of Care Policy. The following strategies are key to a systems-oriented service delivery system for Corona:

Align City Policy to Federal, State, County and Continuum of Care Homeless Policy and Funding Initiatives to position City for funding and partnership opportunities and to develop a system of services and housing to address homelessness in Corona.

Develop City initiatives that link outreach/engagement, emergency shelter, supportive services, and permanent housing as part of a continuum of services for homeless clients.

Improve coordination between public/private agencies serving the homeless in Corona to reduce fragmentation or duplication of services and to leverage limited resources.

Develop City initiatives that promote coordination among multidisciplinary service providers to improve wrap around services to homeless clients and to expedite permanent housing placements.

For eligible programs, participate in the County’s Homeless Management Information System and Coordinated Entry System.

Maintain Homeless Solutions Coordinator Position.

Allocate $1,000,000 in FY 20/21 general funds to support City’s Homeless Strategic Plan initiative and carry over unspent FY 19/20 Homeless Programs general funds of $714,827 to supplement FY 20/21 Homeless Strategic Plan initiatives.

Encourage the County and the Continuum of Care to offer technical assistance and planning grants for cities to build capacity to develop a systems-oriented approach to addressing homelessness.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 102
Goal Implementing Strategy
Goal 2
Develop A LowBarrier Emergency
Shelter/Navigation
Center System
Emergency Shelter should be connected to a system of services utilizing lowbarrier, housing first polices that facilitate rapid placement in housing. The following strategies will facilitate the development of Corona’s emergency shelter system:

Align City CDBG Capital Funds to support the development of a shelter/navigation center system (proposed funding activity of $765,209 for FY 20/21).

Align City CDBG Public Service Funds to support operation of a shelter/navigation center system (proposed funding activity is $187,000 per year for FY 21/22 through FY 24/25 of the Consolidated Plan). This action factors the use of FY 20/21 $187,000 CDBG allocation to fund the 3rd and final year of the existing public service providers.

Direct staff to apply for 1st year of $582,003 State SB2 Permanent Local Housing Allocation Entitlement Funds allocated to the City of Corona.

Link funds to the Emergency Shelter/Navigation Center System to use for program operation and/or permanent housing placements.

Develop required five-year plan to use the $3,492,018 in SB2 funds to support the Shelter/Navigation Center System (proposed funding activity includes City’s 5% administrative allowance).

Establish a partnership with HomeAid Inland Empire to leverage City resources for rehabilitation or construction of an Emergency Shelter/Navigation Center. HomeAid Inland Empire is a nonprofit arm of the Building Industry Association and can leverage in-kind donations of materials and labor to develop emergency shelters. HomeAid Inland Empire is interested in partnering with the City of Corona. Direct the Homeless Solutions Coordinator to submit an application to HomeAid to initiate the partnership process.

Select an Emergency Shelter/Navigation Center Option. Details on choices are outlined in the Emergency Shelter/Navigation Center Options Section of this plan. Once option is selected, direct staff to take actions to facilitate project readiness to serve clients (e.g., rehabilitation or construction activities, etc.).

Issue an RFP and select a nonprofit to operate the Emergency Shelter/Navigation Center System. As part of RFP, require selected operator to apply for other funding sources to leverage City funding and expand the components of the Center’s system of services and housing resources.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 103
Goal Implementing Strategy
Goal 3
Develop
Permanent
Supportive and
Affordable Housing
Solutions
The key to ending homelessness is housing. Using a housing first approach provides the framework to ensure that situationally and chronically homeless can stabilize through quick transitions to housing resources. The following strategies will help the City of Corona to achieve these objectives:

Align Five-Year Consolidated Plan HOME Estimated Funding Allocation of $1,779,345 to support proposed Homeless Strategic Plan housing initiatives such as Tenant-Based Rental Assistance and Permanent Supportive Housing. For Year 1 of the Consolidated Plan, allocate $355,869 in HOME Funds to support the creation of permanent supportive housing/affordable housing placements using a TBRA model (Tenant-Based Rental Assistance). Link TBRA housing initiative to the Navigation Center/Emergency Shelter as part of the Systems-Oriented Goal in this plan (proposed budget activity of $355,869 for FY 20/21).

Use City-Owned 12 Housing Units on 5th Street for Permanent-Supportive Housing for the homeless. Initial placements will use existing 3 vacancies. Additional homeless will be placed as more units become available through turn-over in occupied units. Link 5th Street Housing Units to the Navigation Center/Emergency Shelter as part of the Systems-Oriented Goal in this plan. Direct Homeless Solutions Coordinator to return to Council with recommendations on the best model for operation of the City-Owned Housing Units (CityOwned/Operated versus Nonprofit Operated through ownership or lease).

Use City-Owned 4.76 Acres on 2nd & Buena Vista to create a combination of affordable housing and permanent supportive housing units. Through a competitive process, select a developer with experience in securing Federal, State, County, and other funding to develop and operate a blended motel of affordable housing and housing permanent supportive housing units.

Develop partnership with the County Behavioral Health Department and other public and private agencies to provide services needed for Permanent Supportive Housing.

To increase the supply of affordable housing and permanent supportive housing for the homeless and to leverage limited affordable housing resources, establish an inclusionary zoning policy and ordinance as part of the City’s FY 20/21 Housing Element Update. Best practice inclusionary zoning polices require developers of market rate housing to include a percentage of affordable housing or pay a feein-lieu that goes to an affordable housing fund.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 104
Goal Implementing Strategy
Goal 4
Expand Outreach
and Engagement
The homeless needs assessment confirmed that Corona has a large percentage of long-term street homeless. Effective engagement and connection to services and housing will require expanded outreach efforts.

The following strategies will support these objectives:

Expand ability to respond to business and resident concerns and the needs of the homeless by increasing outreach and engagement efforts.

Increase successful engagements through persistent, expanded and coordinated outreach.

Link outreach and engagement initiatives to the City’s Emergency Shelter/Navigation Center to support the Systems-Oriented Goal of this plan and to facilitate warm hand-offs to shelter case managers.

Expand Corona Police Department HOPE Team Outreach and
Engagement efforts from five days to seven days per week for day and evening shifts. This recommendation supports the City’s Police Department survey response in the Homeless Cost Impact Section of this plan. This recommendation is also consistent with the Hillard Heintze November 2019 Assessment of the Corona Police Department.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 105
Goal Implementing Strategy
Goal 5
Develop and
Participate in SubRegional
Collaboratives with
Neighboring Cities
The homeless needs assessment of this plan confirmed that a percentage of homeless regularly migrate between the cities of 2nd District. Because of the transient nature of the homeless, the City of Corona needs to work with the County, Continuum of Care, and 2nd District cities to develop sub-regional partnerships. Implementing strategies to support this objective include:

Encourage the County and Continuum of Care to establish policies that help to facilitate sub-regional collaboration among cities.

Examples of policies include:
o Offer technical assistance/planning grants to cities to build capacity to develop sub-regional partnerships to address the homeless issue
o Offer bonus point incentives on grant applications for cities (or city endorsed nonprofits/developers) that are applying for funds to serve respective homeless clients living in cities within a sub-region.

Approach neighboring cities with potential sub-regional partnership opportunities. Examples include:
o Requesting Nonprofit Partners to apply for funds to serve respective homeless in cities within the 2nd District SubRegion. o Establishing data sharing agreements between Police
Departments, Outreach Workers, and Case Managers to
evaluate service patterns and unmet needs and gaps.
o Evaluating feasibility and willingness to share homeless resources and/or costs (e.g., dedicated beds and services at an emergency shelter/navigation center).

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 106
Goal Implementing Strategy
Goal 6
Develop
Public/Private
Partnerships to
Support Plan
Initiatives
Addressing homelessness should be a community-wide effort to leverage resources and to develop creative programs. The following strategies support this objective:

Establish Faith-Based Partnerships to City’s leverage homeless resources. There are approximately 100 faith-based organizations in the City of Corona. Examples of partnership opportunities include:
o Volunteers to support the Emergency Shelter/Navigation Center
o Donations for Food, Clothing, Hygiene Kits, and other essential items
o Financial Donations to support operation of the Emergency Shelter/Navigation Center
o Facilitating warm hand-offs and referrals for homeless receiving services from members of the faith community
o Land donations for affordable housing
Establish Partnerships with the Healthcare Community to expand services to the homeless. Potential partnership examples include:
o Partnership with Corona Regional Medical Center and City’s Emergency Shelter/Navigation Center System for safe
hospital discharges and recuperative care.
o Partnerships with medical professionals who are willing to donate behavioral health and medical/healthcare services to the homeless.
o Partnerships with Colleges and Universities for provision of mental health counseling to the homeless through Clinical Psychology Master’s Programs to assist students and
graduated psychology alumni interns through providing
clinical practicum and internship experiences.

Establish Partnerships with the Business Community and Corona Chamber of Commerce. Examples of partnership opportunities include:
o Volunteers to support the Emergency Shelter/Navigation Center
o Donations for Food, Clothing, Hygiene Kits, and other essential items
o Financial Donations to support operation of the Emergency Shelter/Navigation Center
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 107
Goal Implementing Strategy
Goal 7
Develop
Partnerships with
the County and
Continuum of
Care to Support
Plan Initiatives
According to data received from the County Executive Office, the County and the Continuum of Care invest an average of $100 million per year to support services, shelter, and housing to prevent and end homelessness throughout the region of Riverside County. Examples of partnership opportunities to leverage/secure these resources include:

Participate in County and Continuum of Care regional efforts related to the homeless. Examples include but are not limited to:
o Homeless Management Information System
o Coordinated Entry System
o 100-Day Challenges
o Annual Count and Survey of the Homeless
o Continuum of Care Meetings
o Continuum of Care Sub-Committee Meetings
o Continuum of Care Board of Governance Meetings
Partner with County Behavioral Health for Mental Health and Substance Abuse Treatment Supportive Services.

Partner with County Department of Social Services for benefits services and supports such as CalWorks, CalFresh/SNAP, GAIN/Welfare-to-Work, General Relief, and Medi-Cal.

Partner with County Housing, Homelessness Prevention and Workforce Solutions Department for affordable housing financing resources, Section 8 Project-Based Vouchers and Housing Choice Vouchers, Workforce Development Services, and other resources.

Partner with County Executive Office Homeless Solutions for homeless encampment response support, linkage to County services, homeless policy and program information, and other strategic support.

Partner with County Probation for re-entry services which include whole person care service coordination for health, behavioral health, and social services.

Partner with the County Veterans Service Office and Office on Aging for veteran and older adult services.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 108
Goal Implementing Strategy
Goal 8
Develop A
Homeless
Prevention
Initiative
The COVID-19 pandemic has caused unprecedented impacts to the economy. As a result, the City of Corona will likely experience an increase in homeless families and individuals. The following implementing strategies will support homeless prevention:

Develop an Emergency Shelter/Navigation Center System that includes Homeless Prevention programs and resources.

Partner with public and private agencies that provide Homeless Prevention services and assistance programs such as:
o Utility Assistance
o Food and Clothing Assistance
o Credit Counseling
o Employment Services
o Financial Support for Eviction Prevention
o Fair Housing Counseling for Landlord/Tenant Disputes
Establish a flexible pool of funding that can provide financial assistance to those who are at-risk of losing their existing housing.

Work with County and Continuum of Care to support and improve discharge planning policies and regional efforts to prevent homelessness resulting from discharges from jails/prisons, hospitals, foster care and other institutions of care.

Approve amendment to the Fiscal Year 2019 Annual Action Plan for allocation of CARES Act funding to provide Homeless Prevention financial assistance to at-risk of homeless individuals and families in the City of Corona. Program to be administered by the City’s Housing Department staff (proposed funding activity of $411,908) Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 109
Goal Implementing Strategy
Goal 9
Develop An
Advocacy
Campaign to
Support Plan
Initiatives
Homelessness is a complex and challenging issue that is impacted by laws, regulations, economic trends, and social stigmas. The following advocacy strategies will increase effectiveness of plan initiatives:

Include Homeless Solutions Coordinator in annual process for development of City’s legislative platform. Collaborate with Inland Empire League of California Cities and County of Riverside to identify legislative advocacy issues and actions related to homelessness and housing.

Recommend legislative, policy, and program changes to:
o Address legislative, legal, and regulatory barriers
o Increase funding
o Improve effectiveness of program solutions
Expand community education and engagement efforts to:
o Increase awareness and compassion to reduce social
stigmas
o Increase awareness of homeless cost impacts resulting from non-solutions
o Build support for investment in effective homeless
solutions
o Increase public/private partnerships
o Engage landlords to increase affordable housing
opportunities
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 110
Goal Implementing Strategy
Goal 10
Expand Data
Tracking Systems
and Dashboard to
Measure System
Performance
The most effective way to measure success is through effective data tracking systems and dashboards that evaluate system performance. Measuring system performance aligns the City of Corona with Federal, State, County, and Continuum of Care data policy. Accurate data tracking will help the City to measure success in addressing homelessness and maintain a system of services that is flexible and scalable based on changing needs and resources. The following implementing strategies will help the City of Corona to accomplish these objectives:

Client Measurements:

Track new public and private partnerships to measure additional resources.

Track new and existing funding sources allocated to the City’s system of homeless services.

Modify existing dashboard to provide more specific
outreach/engagement street exit destinations including placements in emergency shelter, transitional shelter, permanent housing, family reunification, etc.

Track first time homeless.

Track length of homelessness.

Track length of stay in City’s emergency shelter system.

Track non-employment income changes.

Track increases in employment and employment income changes.

Track housing placement and retention rates.

Track number of document ready clients waiting for permanent supportive housing, rapid rehousing or other housing placements.

Track returns to homelessness.

Compare and evaluate annual point in time count and survey data with client-level data from City’s system of services, including client data on by-name list of homeless from street outreach.

Modify City’s Homeless Solutions Website Dashboard to include new data elements.

System Measurements:

Number of emergency shelter units to be developed
Number of permanent supportive housing and affordable housing units to be developed
Number and type of public/private partnerships to be developed with an overview of the types of resources to be secured or leveraged Number of sub-regional partnerships to be developed with an overview of the types of resources to be secured or policies to be approved to facilitate improved homeless services in the region
Number of new grants to be secured to support or expand the City’s system of homeless services.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 111

PHASES OF PLAN
The City of Corona Homeless Strategic Plan will be implemented in phases over time. The plan is designed to be a living-breathing document that supports a flexible and scalable system of services that can respond to changing needs, issues, and opportunities. Public/private partnerships as well as ongoing community engagement will be key to successful implementation of the goals in the plan.

Phase I
FY 20/21
Goal 1: Develop a Systems-Oriented Approach to Address Homelessness – Full completion in Phase I.

Goal 2: Develop a Low-Barrier Emergency Shelter/Navigation Center System – Full completion in Phase I with use of Harrison Facility.

Goal 3: Develop Permanent Supportive and Affordable Housing Solutions – Goal will be implemented over time during all phases. Phase I could include use of City Housing Units on 5th Street and use of HOME Funds for Tenant-Based Rental Assistance/Permanent Supportive Housing.

Goal 4: Expand Outreach and Engagement – Full completion in Phase I with expansion of PD HOPE Team.

Goal 8: Develop a Homeless Prevention Initiative – Partial completion in Phase I with launch of City Housing Department Homeless Prevention Program using CARES Act Funds. Additional components of initiative will happen over time with development of partnerships.

Phase II
FY 21/22
Goal 5: Develop and Participate in Sub-Regional Collaboratives with Neighboring Cities – While groundwork will be laid in Phase I, full development of sub-regional partnerships will likely happen in Phase II.

Goal 6: Develop Public/Private Partnerships to Support Plan Initiatives - While groundwork can be laid in Phase I, a robust partnership development initiative will be launched in Phase II.

Goal 6 will happen throughout plan implementation.

Goal 7: Develop Partnerships with the County and Continuum of Care to Support Plan Initiatives. - While groundwork will be laid in Phase I, a robust partnership development initiative will be launched in Phase II. Goal 7 will happen throughout plan implementation.

Goal 10: Expand Data Tracking Systems and Dashboard to Measure System Performance. - While groundwork will be laid in Phase I, a robust data tracking system and dashboard initiative will be launched in Phase II.

Goal 3: Develop Permanent Supportive and Affordable Housing Solutions – Goal will be implemented over time during all phases. Phase II could include use of HOME Funds for Tenant-Based Rental Assistance/Permanent Supportive Housing and development of partnerships with State and County for additional housing resources.

Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 112

PHASES OF PLAN
Phase III
FY 22/23
Goal 9: Develop An Advocacy Campaign to Support Plan Initiatives. While groundwork will be laid in Phase II, a robust advocacy campaign will be launched in Phase III.

Goal 3: Develop Permanent Supportive and Affordable Housing Solutions – Goal will be implemented over time during all phases. Phase III could include use of HOME Funds for Tenant-Based Rental Assistance/Permanent Supportive Housing and development of partnerships with State and County for additional housing resources.

Goal 6: Develop Public/Private Partnerships to Support Plan Initiatives – Continue partnership development throughout plan implementation.

Goal 7: Develop Partnerships with the County and Continuum of Care to Support Plan Initiatives. – Continue partnership development throughout plan implementation.

Phase IV
FY 23/24
Goal 9: Develop An Advocacy Campaign to Support Plan Initiatives. Continue advocacy campaign efforts throughout plan implementation.

Goal 3: Develop Permanent Supportive and Affordable Housing Solutions – Goal will be implemented over time during all phases. Phase IV could include use of HOME Funds for Tenant-Based Rental Assistance/Permanent Supportive Housing and development of partnerships with State and County for additional housing resources.

Goal 6: Develop Public/Private Partnerships to Support Plan Initiatives – Continue partnership development throughout plan implementation.

Goal 7: Develop Partnerships with the County and Continuum of Care to Support Plan Initiatives. – Continue partnership development throughout plan implementation.

Phase V
FY 24/25
Goal 9: Develop An Advocacy Campaign to Support Plan Initiatives. Continue advocacy campaign efforts throughout plan implementation.

Goal 3: Develop Permanent Supportive and Affordable Housing Solutions – Goal will be implemented over time during all phases. Phase V could include use of HOME Funds for Tenant-Based Rental Assistance/Permanent Supportive Housing and development of partnerships with State and County for additional housing resources.

Goal 6: Develop Public/Private Partnerships to Support Plan Initiatives – Continue partnership development throughout plan implementation.

Goal 7: Develop Partnerships with the County and Continuum of Care to Support Plan Initiatives. – Continue partnership development throughout plan implementation Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 113

MEASUREMENTS OF SUCCESS
Best practices models in government are built upon the foundation of measuring success. The goals in this draft plan are broad and will need to be refined as part of a Homeless Solutions Annual Action Plan (HSAAP) that is tied to the annual budget. The annual action plan should drill down on specific plan goals. Progress on the HSAAP should be tracked through a Dashboard Report that is submitted to City Council and the Public on a quarterly basis during Phase I.

During Phase II and subsequent years of the Five-Year Plan, the Dashboard reports can transition to semi-annual and eventually annual reports. The Dashboard report should include metrics that capture opportunities and challenges that affect progress of the plan. The Dashboard should also measure the goals with Green, Yellow, and Red Colors to provide a visual picture of the progress for each goal or benchmark. Examples of metrics to measure plan success include but are not limited to:

System Measurements:

Number of Emergency Shelter units to be
developed
Number of Permanent Supportive
Housing/Affordable Housing units to be
developed
Number and Type of Public/Private
Partnerships to be developed with an
overview of the types of resources to be
secured or leveraged
Number of Sub-Regional Partnership
Initiatives to be developed with an overview
of the types of resources to be secured or
policies that facilitate improved homeless
services in the region
Number of new grants to support the City’s
system of homeless services
Client Measurements:

Number of outreach and engagement
street exit destinations including placements
in emergency shelter, transitional shelter,
permanent housing, family reunification,
etc.

Number of first time homeless
Length of homelessness
Length of stay in City’s emergency shelter
system
Non-employment income and employment
income changes
Housing placement and retention rates
Number of document ready clients waiting
for permanent supportive housing or rapid
rehousing housing placements
Returns to homelessness
Annual point in time count and survey data
as compared to client-level data from City’s
system of services, including client data on
by-name list of homeless from street
outreach & shelter
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 114

FUNDING SOURCES
Corona’s homeless system of services will need to be developed and maintained through a variety of public and private funding sources. Due to COVID-19’s impact on the economy, counties and cities across the nation are experiencing budget shortfalls. As a result, the City will need to aggressively pursue grants that support goals and initiatives in the plan.

Because the City’s staffing resources are limited, grant opportunities will need to be evaluated to ensure that the City can comply with all program and administrative requirements. With the right timing and combination of successful grant efforts, the City could be in a position to add more staff to support increased work associated with new grant funding. The following list provides examples of different funding sources and funding opportunities that support homelessness and affordable housing:

City Funding
General Funds
Community Development Block Grant Funds
HOME Investment Partnership Act Funds
State SB2 Permanent Local Housing Allocation
Dwelling Development Tax Fund (DDT) (one-time capital project) Federal, State, County Funding
Federal Continuum of Care Funds via
Riverside Continuum of Care
Federal Emergency Food and Shelter
Program Funds via Riverside Continuum
of Care
Federal Project-Based Vouchers from
Housing Choice Voucher Program via
Riverside County Housing Authority
State Emergency Solutions Grant Funds
via Riverside Continuum of Care
State Multifamily Housing Program via
State HCD
State Supportive Housing Multifamily
Housing Program via State HCD
State Housing for a Healthy California
Program via State HCD
State COVID-19 Emergency
Homelessness Funding via Riverside
Continuum of Care
State Homeless Housing, Assistance and
Prevention Program via Riverside
Continuum of Care
State Low-Income Housing Tax Credit
Program via the California Tax Credit
Allocation Committee
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 115

FUNDING SOURCES
In addition to City, County, Continuum of Care, State, and Federal funding, the City of Corona should collaborate with its contracted shelter and housing operator to pursue private funding from foundations. Private funding from foundations can leverage the City’s limited resources. Examples of private foundations that may fund homeless programs include but are not limited to:

Bank of America Charitable Foundation
Green Foundation
In and Out Burger Foundation
Inland Empire Community Foundation
Loma Linda University Health Foundation
Regional Access Project Foundation
Riverside Community Health Foundation
Ronald McDonald House of Charities of Southern California United Way
Wells Fargo Foundation
Item Number: 7.

CITY OF CORONA HOMELESS STRATEGIC PLAN 116
Item Number: 7.

County of Riverside
Department of Housing and Workforce Solutions
3403 10th Street, Suite 300
Riverside, CA 92501
and

CITY OF DESERT HOT SPRINGS
Subrecipient Agreement for the
Homeless Housing, Assistance, and Prevention (HHAP) Program Desert Hot Springs Navigation Center and Crisis Stabilization Beds HWSCOC-0000051
Item Number: 7.

HWSCOC-0000051

TABLE OF CONTENTS

1. DEFINITIONS.......................................................................................................................................4

2. DESCRIPTION OF SERVICES............................................................................................................7

3. PERIOD OF PERFORMANCE.............................................................................................................7

4. COMPENSATION.................................................................................................................................7

5. FUNDING REQUIREMENTS ...............................................................................................................7

6. AVAILABILITY OF FUNDS/NON-APPROPRIATION OF FUNDS........................................................8

7. TERMINATION FOR CONVENIENCE.................................................................................................8

8. TERMINATION FOR CAUSE...............................................................................................................8

9. REQUEST FOR WAIVER AND WAIVER OF BREACH.......................................................................9

10. OWNERSHIP, PUBLICATION, REPRODUCTION, AND USE OF MATERIAL .................................10

11. CONDUCT OF SUBRECIPIENT/ CONFLICT OF INTEREST ...........................................................10

12. RECORDS, INSPECTIONS, AND AUDITS........................................................................................10

13. CONFIDENTIALITY............................................................................................................................11

14. PERSONALLY IDENTIFIABLE INFORMATION ................................................................................12

15. HOLD HARMLESS/INDEMNIFICATION............................................................................................12

16. INSURANCE.......................................................................................................................................13

17. WORKERS’ COMPENSATION ..........................................................................................................14

18. VEHICLE LIABILITY...........................................................................................................................14

19. COMMERCIAL GENERAL LIABILITY................................................................................................14

20. PROFESSIONAL LIABILITY ..............................................................................................................15

21. INDEPENDENT CONTRACTOR........................................................................................................15

22. USE BY OTHER POLITICAL ENTITIES ............................................................................................15

23. NO DEBARMENT OR SUSPENSION................................................................................................16

24. COMPLIANCE WITH RULES, REGULATIONS, AND DIRECTIVES.................................................16

25. INSPECTIONS ...................................................................................................................................16

26. CORE COMPONENTS OF HOUSING FIRST ...................................................................................16

27. EMPLOYMENT PRACTICES.............................................................................................................17

28. CHILD SUPPORT COMPLIANCE ACT..............................................................................................17

29. DRUG FREE WORKPLACE CERTIFICATION..................................................................................18

30. PERSONNEL......................................................................................................................................18

31. SUBCONTRACTS..............................................................................................................................19

32. SUPPLANTATION..............................................................................................................................20

33. ASSIGNMENT....................................................................................................................................20

34. FORCE MAJEURE.............................................................................................................................20

35. GOVERNING LAW.............................................................................................................................20

36. DISPUTES..........................................................................................................................................20

37. ADMINISTRATIVE/CONTRACT LIAISON .........................................................................................21

38. CIVIL RIGHTS COMPLIANCE ...........................................................................................................21

39. NOTICES............................................................................................................................................22

40. SIGNED IN COUNTERPARTS...........................................................................................................22

41. ELECTRONIC SIGNATURES ............................................................................................................22

42. MODIFICATION OF TERMS..............................................................................................................23

43. ENTIRE AGREEMENT.......................................................................................................................23 Item Number: 7.

List of Schedules
Schedule A – Payment Provisions
Schedule B – Scope of Services
List of Attachments
Attachment I – Monthly Performance Report
Attachment II – PII Privacy and Security Standards
Attachment III – Assurance of Compliance
Attachment IV – Subrecipient Payment Request
Attachment V – HHAP Supporting Documentation Instructions Attachment VI – HMIS Participating Agency Agreement
Attachment VII – HHAP Time/Activity Report
Attachment VIII – Standard Agreements No. 22-HHAP-10013 and No. 22-HHAP-20013 Item Number: 7.

This Subrecipient Agreement for the Homeless Housing, Assistance, and Prevention Program (herein referred to as “Agreement”) is made and entered into this _____ day of February, 2024, by and between the City of Desert Hot Springs, a municipal corporation (herein referred to as “SUBRECIPIENT”) and the County of Riverside, a political subdivision of the State of California, by and through its Department of Housing and Workforce Solutions (herein referred to as “COUNTY”).

WHEREAS, pursuant to Chapter 6 (commencing with Section 50216) of Part 1 of Division 31 of the Health and Safety Code, and all other relevant provisions established under AB 101 (Chapter 159, Statutes of 2019), as amended, the State of California has established the Homeless Housing, Assistance, and Prevention Program (“HHAP” or “Program”), administered by the California Homeless Coordinating and Financing Council in the Business, Consumer Services and Housing Agency (BCSH); and,
WHEREAS, HHAP provides one-time block grant funds to Continuums of Care, cities with populations of 300,000 or more, and Counties to support regional coordination and expand or develop local capacity to address their immediate homelessness challenges; and, WHEREAS, the BCSH awarded COUNTY $4,207,199.87 in HHAP-3 (CoC) funding pursuant to Standard Agreement No. 22-HHAP-10013 and Standard Agreement No. 22-HHAP-20013.

WHEREAS, the COUNTY desires to contract with SUBRECIPIENT for eligible uses of HHAP funds that are consistent with Chapter 6 (commencing with Section 50216) of Part 1 of Division 31 of the Health and Safety Code, and all other relevant provisions established under AB 101 (Chapter 159, Statutes of 2019), as amended, which include, but are not limited to, one or more of the following: (1) Rental assistance and rapid rehousing; (2) Operating subsidies in new and existing affordable or supportive housing units, emergency shelters, and navigation centers. Operating subsidies may include operating reserves; (3) Incentives to landlords, including, but not limited to, security deposits and holding fees); (4) Outreach and coordination, which may include access to job programs, to assist vulnerable populations in accessing permanent housing and to promote housing stability in supportive housing; (5) Systems support for activities necessary to create regional partnerships and maintain a homeless services and housing delivery system particularly for vulnerable populations including families and homeless youth; (6) Delivery of permanent housing and innovative housing solutions such as hotel and motel conversions; (7) Prevention and shelter diversion to permanent housing; and (8) New navigation centers and emergency shelters based on demonstrated need; NOW THEREFORE, the parties agree as follows:

1. DEFINITIONS
A. “Administrative Entity” means a unit of general purpose local government (city, county or a city that is also a county) or nonprofit organization that has previously administered federal Department of Housing and Urban Development Continuum of Care funds as the collaborative applicant pursuant to Section 578.3 of Title 24 of the Code of Federal Regulations that has been designated by its Continuum of Care to administer HHAP Program funds.

B. “BCSH” means the State of California Business, Consumer Services and Housing Agency.

C. “Budget Amendment” means any change affecting the overall total grant amount awarded that may or may not affect the scope of work.

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D. “Budget Modification” means any change on the dollar amounts of budget line items without any change on the overall total grant amount awarded of this agreement.

E. “CES” means the Riverside County Coordinated Entry System that serves to prioritize Homeless individuals according to longest length of homelessness and greatest service needs.

F. “CES Lead Agency” or “HomeConnect” means the County of Riverside’s Coordinated Entry System Lead Agency responsible for facilitating the coordination and management of resources and services through Riverside County’s crisis response system.

G. “Chronically Homeless” means an individual, or family with a head of household, who is homeless and resides in a place not meant for human habitation, a safe haven, or in an emergency shelter, and has been homeless and residing in such a place continuously for at least 1 year or on at least four separate occasions in the last 3 years, as defined in Section 578.3 of Title 24 of the Code of Federal Regulations (CFR). The statutory definition also requires that the individual or family has a head of household with a diagnosable substance use disorder, serious mental illness, developmental disability, post-traumatic stress disorder, cognitive impairment resulting from a brain injury, or chronic physical illness or disability.

H. “COUNTY” or “HWS” means the County of Riverside and its Housing and Workforce Solutions Department, which has administrative responsibility for this Agreement. HWS and COUNTY are used interchangeably in this Agreement.

I. “Emergency Shelter” has the same meaning as defined in Health and Safety Code section 50801, subdivision (e).

J. “Expend” or “Expended” means all HHAP funds Obligated under this Agreement or Subcontract have been fully paid and receipted, and no invoices remain outstanding.

K. “HHAP” or “Program” means the Homeless Housing, Assistance, and Prevention Program established pursuant to Chapter 6 of Part 1 of Division 31 of the Health and Safety Code.

HHAP and Program are used interchangeably in this Agreement.

L. “HMIS” means the Riverside County Homeless Management Information System.

M. “Homeless” has the same meaning as defined in Section 578.3 of Title 24 of the Code of Federal Regulations, as that section read on January 10, 2019.

N. “Homelessness Prevention” means assistance that includes housing relocation and stabilization services and/or short- and/or medium-term Rental Assistance necessary to prevent an individual or family from moving into an emergency shelter or another place described in paragraph (1) of the Homeless definition in 24 CFR 578.3.

O. “Homeless Youth” means an unaccompanied youth between 12 and 24 years of age, inclusive, who is experiencing homelessness, as defined in subsection (2) of Section 725 of the federal McKinney-Vento Homeless Assistance Act (42 U.S.C. Sec. 11434a(2)). “Homeless youth” includes unaccompanied youth who are pregnant or parenting.

P. “Housing First” has the same meaning as in Welfare and Institutions Code section 8255, including all of the core components listed therein.

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Q. “Instance(s) of Service” means each encounter with a member of the Target Population where services are provided for each of the eligible grant activities. For example, one individual checks into a warming center operated by provider X on Tuesday. The same individual checks into the same warming center the next night. This counts as two (2) instances of service for this activity.

R. “Navigation Center” means a Housing First, low-barrier, service-enriched shelter focused on moving homeless individuals and families into permanent housing that provides temporary living facilities while case managers connect individuals experiencing homelessness to income, public benefits, health services, shelter, and housing.

S. “Obligate” or “Obligated” means that the SUBRECIPIENT has placed orders, awarded contracts, received services, or entered into similar transactions that require payment from the HHAP funds allocated to SUBRECIPIENT pursuant to this Agreement.

T. “Participants” refers to individuals who receive services funded by this Agreement.

U. “Permanent Housing” means a structure or set of structures with subsidized or unsubsidized rental housing units subject to applicable landlord-tenant law, with no limit on length of stay and no requirement to participate in supportive services as a condition of access to or continued occupancy in the housing. Permanent Housing includes Permanent Supportive Housing. “Rental Assistance or Subsidies” means housing vouchers, rapid-rehousing programs, and eviction prevention strategies.

V. “Permanent Supportive Housing” means Permanent Housing with no limit on the length of stay that is occupied by the target population and that is linked to onsite or offsite services that assist the supportive housing residents in retaining the housing, improving his or her health status, and maximizing his or her ability to live and, when possible, work in the community. Permanent Supportive Housing includes associated facilities if used to provide services to housing residents.

W. “Rapid Re-Housing” means a model of housing assistance that is designed to assist the Homeless, with or without disabilities, move as quickly as possible into Permanent Housing and achieve stability in that housing. Rapid Re-Housing assistance is time-limited, individualized, flexible, and is designed to complement and enhance Homeless system performance and the performance of other Homeless projects.

X. “Rental Assistance” means the provision of housing vouchers to provide Homelessness Prevention, transitional or Permanent Housing to eligible persons.

Y. “RFP” means a Riverside County Request for Proposal.

Z. “Subcontract” means to any contract, purchase order, or other purchase agreement, including modifications and change orders to the foregoing, entered into by the SUBRECIPIENT with a subcontractor to furnish supplies, materials, equipment, and services for the performance of any of the terms and conditions contained in this Agreement.

AA.“SUBRECIPIENT” means the City of Desert Hot Springs, including its employees, agents, representatives, subcontractors and suppliers. SUBRECIPIENT and City of Desert Hot Springs are used interchangeably in this Agreement.

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BB.“Target Population” means any person who is Homeless as defined in this Agreement.

2. DESCRIPTION OF SERVICES
A. SUBRECIPIENT shall provide all services at the prices stated in Schedule A, Payment Provisions, and as outlined and specified in Schedule B, Scope of Services.

B. SUBRECIPIENT represents that it has the skills, experience, and knowledge necessary to perform under this Agreement and the COUNTY relies upon this representation.

SUBRECIPIENT shall perform to the satisfaction of the COUNTY and in conformance to and consistent with the highest standards of firms/professionals in the same discipline in the State of California.

C. SUBRECIPIENT affirms that it is fully apprised of all of the work to be performed under this Agreement and SUBRECIPIENT agrees it can properly perform this work at the prices stated in Schedule A. SUBRECIPIENT is not to perform services or provide products outside of this Agreement.

D. Acceptance by COUNTY of the SUBRECIPIENT’s performance under this Agreement does not operate as a release of SUBRECIPIENT’s responsibility for full compliance with the terms of this Agreement.

3. PERIOD OF PERFORMANCE
This Agreement shall be effective January 1, 2024 (“Effective Date”) and continues in effect through December 31, 2024, unless terminated earlier. SUBRECIPIENT shall commence performance upon the Effective Date and shall diligently and continuously perform thereafter until the end of the period of performance. COUNTY and SUBRECIPIENT agree that all services provided to the Target Population are estimated to be fully performed by December 31, 2024.

4. COMPENSATION
COUNTY shall pay SUBRECIPIENT for services performed, products provided, and expenses incurred in accordance with the terms of Schedule A, Payment Provisions. COUNTY is not responsible for any fees or costs incurred above or beyond the contracted amount and shall have no obligation to purchase any specified amount of services or products. Unless otherwise specifically stated in Schedule A, COUNTY shall not be responsible for payment of any of SUBRECIPIENT’s expenses related to this Agreement. One hundred percent (100%) of HHAP funds allocated to SUBRECIPIENT, pursuant to this Agreement, shall be Expended by December 31, 2024 (“Expenditure Deadline”). Any HHAP funds paid to SUBRECIPIENT, but not Expended pursuant to this Agreement by December 31, 2024 shall be returned to COUNTY within five (5) business days. In the event this Agreement is terminated prior to December 31, 2024 any funds paid to Subrecipient, but not Expended prior to the date of termination, shall be returned to County within five (5) business days of the notice of termination to be returned to BCSH and revert to the General Fund.

5. FUNDING REQUIREMENTS
A. In signing this Agreement and thereby accepting the HHAP-3 (CoC) funds hereunder, SUBRECIPIENT agrees to comply with all terms and conditions of this Agreement and all applicable conditions set forth in the Standard Agreement No.’s 22-HHAP-10013 and 22- HHAP-20013 between COUNTY and BCSH, as a subrecipient/subgrantee of COUNTY. The Standard Agreement No.’s 22-HHAP-10013 and 22-HHAP-20013 between COUNTY and BCSH (“Standard Agreements”) is attached hereto and incorporated herein as Attachment Item Number: 7.

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VIII. SUBRECIPIENT also agrees to cooperate with COUNTY and provide necessary information to ensure funding and reporting obligations are met under the Standard Agreements.

B. As a condition of funding, SUBRECIPIENT shall:

1. Perform the work in accordance with federal, state, and local housing and building codes as applicable.

2. Maintain at least the minimum State-required worker’s compensation for those employees who will perform the work or any part of it.

3. Maintain, as required by law, unemployment insurance, disability insurance, and liability insurance in an amount that is reasonable to compensate any person, firm, or corporation who may be injured or damaged by COUNTY, SUBRECIPIENT, or any subcontractor, in performing the work or any part of it.

4. Agree to include all the terms of this Agreement, including the applicable Standard Agreement(s) in each subcontract.

6. AVAILABILITY OF FUNDS/NON-APPROPRIATION OF FUNDS
The obligation of COUNTY for payment of this Agreement is contingent upon and limited by the availability of funding from which payment can be made. This Agreement is valid and enforceable only if sufficient funds are made available to COUNTY by BCSH. There shall be no legal liability for payment on the part of COUNTY unless funds are made available for such payment by BCSH. In the event such funds are not forthcoming for any reason, COUNTY shall immediately notify SUBRECIPIENT in writing and this Agreement shall be deemed terminated having no further force or effect. In the event funding is reduced, COUNTY shall immediately notify SUBRECIPIENT in writing and it is mutually agreed that COUNTY has the option to immediately terminate this Agreement or to amend this Agreement to reflect the reduction of funds. COUNTY shall make all payments to SUBRECIPIENT that were properly earned prior to the unavailability or reduction of funding.

7. TERMINATION FOR CONVENIENCE
A. COUNTY may terminate this Agreement without cause by giving thirty (30) days written notice served on SUBRECIPIENT stating the extent and effective date of termination.

B. After receipt of the notice of termination, SUBRECIPIENT shall:
(1) Stop all work under this Agreement on the date specified in the notice of termination; and (2) Transfer to COUNTY and deliver in the manner directed by COUNTY any materials, reports or other products, which, if the Agreement had been completed or continued, would be required to be furnished to COUNTY.

C. After termination, COUNTY shall make payment only for SUBRECIPIENT’s performance up to the date of termination in accordance with this Agreement.

D. In the event of such termination, COUNTY may proceed with the work in any manner deemed proper by COUNTY.

8. TERMINATION FOR CAUSE
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A. COUNTY may, at any time, upon five (5) days written notice, terminate this Agreement for cause, if SUBRECIPIENT refuses or fails to comply with the terms of this Agreement, or fails to make progress that may endanger performance and does not immediately cure such failure. Cause shall include, but is not limited to:
(1) SUBRECIPIENT’s failure to comply with the terms or conditions of this Agreement; (2) use of, or permitting the use of HHAP funds provided under this Agreement for any ineligible activities;
(3) any failure to comply with the deadlines set forth in this Agreement; (4) violation of any federal or state laws or regulations; or (5) withdrawal of BCSH’s expenditure authority.

B. In addition to the other remedies that may be available to COUNTY in law or equity for breach of this Agreement, COUNTY may:
(1) Bar the SUBRECIPIENT from applying for future HHAP funds; (2) Revoke any other existing HHAP award(s) to the SUBRECIPIENT; (3) Require the return of any unexpended HHAP funds disbursed under this Agreement; (4) Require repayment of HHAP funds disbursed and Expended under this Agreement; (5) Require the immediate return to COUNTY of all funds derived from the use of HHAP funds including, but not limited to recaptured funds and returned funds; (6) Seek, in a court of competent jurisdiction, an order for specific performance of the defaulted obligation or the appointment of a receiver to complete the technical assistance in accordance with HHAP requirements; and,
(7) Seek such other remedies as may be available under this Agreement or any law.

C. After receipt of the notice of termination, SUBRECIPIENT shall:
(1) Stop all work under this Agreement on the date specified in the notice of termination; and (2) Transfer to COUNTY and deliver in the manner directed by COUNTY any materials, reports or other products, which, if the Agreement had been completed or continued, would be required to be furnished to COUNTY.

D. In the event of such termination, COUNTY may proceed with the work in any manner deemed proper by COUNTY.

E. The rights and remedies of COUNTY provided in this section shall be cumulative not exclusive and are in addition to any other rights or remedies provided by law or this Agreement.

9. REQUEST FOR WAIVER AND WAIVER OF BREACH
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Waiver of any provision of this Agreement must be in writing and signed by the authorized representatives of the parties. Any waiver by COUNTY of any breach of any one or more of the terms of this Agreement shall not be construed to be a waiver of any subsequent or other breach of the same or of any other term of this Agreement. Failure on the part of COUNTY to require exact, full, and complete compliance with any terms of this Agreement shall not be construed as in any manner changing the terms or preventing COUNTY from enforcing the terms of this Agreement.

10. OWNERSHIP, PUBLICATION, REPRODUCTION, AND USE OF MATERIAL SUBRECIPIENT agrees that all materials, reports, or products, in any form including electronic, created by SUBRECIPIENT for which SUBRECIPIENT has been compensated by COUNTY pursuant to this Agreement shall be the sole property of COUNTY. The material, reports or products may be used by the COUNTY for any purpose that COUNTY deems appropriate, including but not limited to, duplication and/or distribution within COUNTY or to third parties.

SUBRECIPIENT agrees not to release or circulate, in whole or in part, such materials, reports, or products without prior written authorization of COUNTY.

11. CONDUCT OF SUBRECIPIENT/ CONFLICT OF INTEREST
A. SUBRECIPIENT covenants that it presently has no interest, including but not limited to, other projects or contracts, and shall not acquire any such interest, direct or indirect, which would conflict in any manner or degree with SUBRECIPIENT’s performance under this Agreement. SUBRECIPIENT further covenants that no person or subcontractor having any such interest shall be employed or retained by SUBRECIPIENT under this Agreement.

SUBRECIPIENT agrees to inform the COUNTY of all SUBRECIPIENT’s interest, if any, which are or may be perceived as incompatible with COUNTY’s interests.

B. SUBRECIPIENT shall not, under circumstances which could be interpreted as an attempt to influence the recipient in the conduct of his/her duties, accept any gratuity or special favor from individuals or firms with whom SUBRECIPIENT is doing business or proposing to do business, in fulfilling this Agreement.

C. SUBRECIPIENT or its employees shall not offer gifts, gratuity, favors, and entertainment directly or indirectly to COUNTY employees.

D. SUBRECIPIENT and its employees shall comply with all applicable provisions of federal and state laws pertaining to conflict of interests, including but not limited to any applicable conflict of interest provisions of the California Political Reform Act, Government Code section 87100 et seq., Government Code section 1090, and Public Contract Code sections 10410 and 10411.

12. RECORDS, INSPECTIONS, AND AUDITS
A. All performance, including services, workmanship, materials, facilities or equipment utilized in the performance of this Agreement, shall be subject to inspection and test by COUNTY or any other regulatory agencies at all times. This may include, but is not limited to, monitoring or inspecting SUBRECIPIENT performance through any combination of on-site visits, inspections, evaluations, and SUBRECIPIENT self-monitoring. SUBRECIPIENT shall cooperate with any inspector or COUNTY representative reviewing compliance with this Agreement and permit access to all necessary locations, equipment, materials, or other requested items. SUBRECIPIENT shall establish sufficient procedures to self-monitor the quality of services/products under this Agreement and shall permit COUNTY or other Item Number: 7.

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inspector to assess and evaluate SUBRECIPIENT’s performance at any time, upon reasonable notice to the SUBRECIPIENT.

B. SUBRECIPIENT agrees that COUNTY, BCSH, or their designees, shall have the right to review, obtain, and copy all records and supporting documentation pertaining to performance of this Agreement. SUBRECIPIENT agrees to provide COUNTY, BCSH, or their designees, with any relevant information requested. SUBRECIPIENT agrees to permit COUNTY, BCSH, or their designees, access to its premises, upon reasonable notice, during normal business hours for the purpose of interviewing employees who might reasonably have information related to such records and inspecting and copying such books, records, accounts, and other material that may be relevant to a matter under investigation for the purpose of determining compliance with Chapter 6 (commencing with Section 50216) of Part 1 of Division 31 of the Health and Safety Code, and all other relevant provisions established under AB 101 (Chapter 159, Statutes of 2019), HHAP program guidance document published on the website, and this Agreement. SUBRECIPIENT further agrees to retain all records described in this paragraph for a minimum of five (5) years after the termination of this Agreement. If any litigation, claim negotiation, audit, monitoring, inspection or other action has been commenced before the expiration of the required record retention period, all records must be retained until completion of the action and resolution of all issues which arise from it.

C. COUNTY reserves the right to perform or cause to be performed a financial audit. At COUNTY’s request, the SUBRECIPIENT shall provide, at SUBRECIPIENT’s own expense, a financial audit prepared by a certified public accountant. HHAP administrative funds may be used to fund this expense.
(1) If a financial audit is required by COUNTY, the audit shall be performed by an independent certified public accountant.
(2) The SUBRECIPIENT shall notify COUNTY of the auditor’s name and address immediately after the selection has been made. The contract for the audit shall allow access by COUNTY to the independent auditor’s working papers. (3) The SUBRECIPIENT is responsible for the completion of audits and all costs of preparing audits.

(4) If there are audit findings, the SUBRECIPIENT must submit a detailed response acceptable to COUNTY for each finding within ninety (90) days from the date of the audit finding report.

13. CONFIDENTIALITY
A. SUBRECIPIENT shall maintain the privacy and confidentiality of all information and records, regardless of format, received pursuant to this Agreement (“confidential information”).

Confidential information includes, but is not limited to, unpublished or sensitive technological or scientific information; medical, personnel, or security records; anticipated material requirements or pricing/purchasing actions; COUNTY information or data which is not subject to public disclosure; COUNTY operational procedures; and knowledge of selection of contractors, subcontractors or suppliers in advance of official announcement.

B. SUBRECIPIENT shall protect from unauthorized disclosure names and other identifying information concerning persons receiving services pursuant to this Agreement.

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SUBRECIPIENT shall ensure case records or personal information is kept confidential when it identifies an individual by name, address, or other specific information. SUBRECIPIENT shall not use such information for any purpose other than carrying out SUBRECIPIENT’s obligations under this Agreement. SUBRECIPIENT shall comply with Welfare and Institutions Code section 10850.

C. SUBRECIPIENT shall take special precautions, including but not limited to, sufficient training of SUBRECIPIENT’s staff before they begin work, to protect such confidential information from loss or unauthorized use, access, disclosure, modification or destruction.

D. SUBRECIPIENT shall promptly transmit to COUNTY all third-party requests for disclosure of confidential information. SUBRECIPIENT shall not disclose such information to anyone other than COUNTY except when disclosure is specifically permitted by this Agreement or as authorized in writing in advance by COUNTY.

14. PERSONALLY IDENTIFIABLE INFORMATION
A. Personally Identifiable Information (PII) refers to personally identifiable information that can be used alone or in conjunction with any other reasonably available information, to identify a specific individual. PII includes, but is not limited to, an individual’s name, social security number, driver’s license number, identification number, biometric records, date of birth, place of birth, or mother’s maiden name. The PII may be electronic, paper, verbal, or recorded. PII may be collected performing administrative functions on behalf of programs, such as determining eligibility for, or enrollment in, and SUBRECIPIENT may collect PII for such purposes, to the extent such activities are authorized by law.

B. SUBRECIPIENT may use or disclose PII only to perform functions, activities, or services directly related to the administration of programs or as required by law. Disclosures which are required by law, such as a court order, or which are made with the explicit written authorization of the client, are allowable. Any other use or disclosure of PII requires the express approval in writing by COUNTY. SUBRECIPIENT shall not duplicate, disseminate or disclose PII except as allowed in this Agreement.

C. SUBRECIPIENT agrees to the PII Privacy and Security Standards attached hereto and incorporated herein as Attachment II. When applicable, SUBRECIPIENT shall incorporate the relevant provisions of Attachment II into each subcontract or sub-award to subcontractors.

15. HOLD HARMLESS/INDEMNIFICATION
A. SUBRECIPIENT shall indemnify and hold harmless the County of Riverside, its Agencies, Districts, Special Districts and Departments, their respective directors, officers, Board of Supervisors, elected and appointed officials, employees, agents and representatives (individually and collectively hereinafter referred to as Indemnitees) from any liability, action, claim or damage whatsoever, based or asserted upon any services of SUBRECIPIENT, its officers, employees, subcontractors, agents or representatives arising out of or in any way relating to this Agreement, including but not limited to property damage, bodily injury, or death or any other element of any kind or nature. SUBRECIPIENT shall defend the Indemnitees at its sole expense including all costs and fees (including, but not limited, to attorney fees, cost of investigation, defense and settlements or awards) in any claim or action based upon such acts, omissions or services.

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B. With respect to any action or claim subject to indemnification herein by SUBRECIPIENT, SUBRECIPIENT shall, at their sole cost, have the right to use counsel of their own choice, subject to the approval of COUNTY which shall not be unreasonably withheld, and shall have the right to adjust, settle, or compromise any such action or claim without the prior consent of COUNTY; provided, however, that any such adjustment, settlement or compromise in no manner whatsoever limits or circumscribes SUBRECIPIENT indemnification to Indemnitees as set forth herein.

C. SUBRECIPIENT’s obligation hereunder shall be satisfied when SUBRECIPIENT has provided to COUNTY the appropriate form of dismissal relieving COUNTY from any liability for the action or claim involved.

D. The specified insurance limits required in this Agreement shall in no way limit or circumscribe SUBRECIPIENT’s obligations to indemnify and hold harmless the Indemnitees herein from third party claims.

16. INSURANCE
A. Without limiting or diminishing SUBRECIPIENT’s obligation to indemnify or hold COUNTY harmless, SUBRECIPIENT shall procure and maintain or cause to be maintained, at its sole cost and expense, the following insurance coverages during the term of this Agreement. As respects to the insurance section only, COUNTY herein refers to the County of Riverside, its agencies, districts, special districts, and departments, their respective directors, officers, Board of Supervisors, employees, elected or appointed officials, agents, or representatives as Additional Insureds.

B. Any insurance carrier providing insurance coverage hereunder shall be admitted to the State of California and have an AM BEST rating of not less than A: VIII (A:8) unless such requirements are waived, in writing, by the COUNTY Risk Manager. If the COUNTY’s Risk Manager waives a requirement for a particular insurer such waiver is only valid for that specific insurer and only for one policy term.

C. SUBRECIPIENT’s must declare its insurance self-insured retentions for each coverage required herein. If any such self-insured retentions exceed $500,000 per occurrence each such retentions shall have the prior written consent of the COUNTY Risk Manager before the commencement of operations under this Agreement. Upon notification of self-insured retention unacceptable to COUNTY, and at the election of the COUNTY’s Risk Manager, SUBRECIPIENT’s carriers shall either 1) reduce or eliminate such self-insured retention as respects to this Agreement with COUNTY, or 2) procure a bond which guarantees payment of losses and related investigations, claims administration, and defense costs and expenses.

D. SUBRECIPIENT shall cause SUBRECIPIENT’s insurance carrier(s) to furnish the COUNTY with either 1) a properly executed original certificate(s) of insurance and certified original copies of endorsements effecting coverage as required herein, and 2) if requested to do so orally or in writing by the COUNTY Risk Manager, provide original certified copies of policies, including all endorsements and all attachments thereto, showing such insurance is in full force and effect. Further, said certificate(s) and policies of insurance shall contain the covenant of the insurance carrier(s) that thirty (30) calendar days written notice shall be given to the COUNTY prior to any material modification, cancellation, expiration or reduction in coverage of such insurance. In the event of a material modification, cancellation, expiration, or reduction in coverage, this Agreement shall terminate forthwith, unless the Item Number: 7.

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COUNTY receives, prior to such effective date, another properly executed original certificate of insurance and original copies of endorsements or certified original policies, including all endorsements and attachments thereto evidencing coverages set forth herein and the insurance required herein is in full force and effect. SUBRECIPIENT shall not commence operations until the COUNTY has been furnished original certificate(s) of insurance and certified original copies of endorsements and if requested, certified original policies of insurance including all endorsements and any and all other attachments as required in this section. An individual authorized by the insurance carrier shall sign the original endorsements for each policy and the certificate of insurance.

E. It is understood and agreed to by the parties hereto that SUBRECIPIENT’s insurance shall be construed as primary insurance, and COUNTY's insurance and/or deductibles and/or self-insured retentions or self-insured programs shall not be construed as contributory.

F. If, during the term of this Agreement or any extension thereof, there is a material change in the scope of services, or there is a material change in the equipment to be used in the performance of the scope of work, or the term of this Agreement, including any extensions thereof, exceeds five (5) years, the COUNTY reserves the right to adjust the types of insurance required under this Agreement and the monetary limits of liability for the insurance coverages currently required herein if, in the COUNTY Risk Manager's reasonable judgment, the amount or type of insurance carried by the SUBRECIPIENT has become inadequate.

G. SUBRECIPIENT shall pass down the insurance obligations contained herein to all tiers of subcontractors working under this Agreement.

H. The insurance requirements contained in this Agreement may be met with a program of selfinsurance acceptable to COUNTY.

I. SUBRECIPIENT agrees to notify COUNTY of any claim by a third party or any incident or event that may give rise to a claim arising from the performance of this Agreement.

17. WORKERS’ COMPENSATION
If SUBRECIPIENT has employees as defined by the State of California, SUBRECIPIENT shall maintain statutory Workers’ Compensation Insurance (Coverage A) as prescribed by the laws of the State of California. Policy shall include Employers’ Liability (Coverage B) including Occupational Disease with limits not less than $1,000,000 per person per accident. The policy shall be endorsed to waive subrogation in favor of the County of Riverside.

18. VEHICLE LIABILITY
If vehicles or mobile equipment are used in the performance of the obligations under this Agreement, then SUBRECIPIENT shall maintain liability insurance for all owned, non-owned or hired vehicles so used in an amount not less than $1,000,000 per occurrence combined single limit. If such insurance contains a general aggregate limit, it shall apply separately to this Agreement or be no less than two (2) times the occurrence limit. Policy shall name COUNTY as Additional Insured.

19. COMMERCIAL GENERAL LIABILITY
Commercial General Liability insurance coverage, including but not limited to, premises liability, unmodified contractual liability, products and completed operations liability, personal and advertising injury, and cross liability coverage, covering claims which may arise from or out of Item Number: 7.

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SUBRECIPIENT’s performance of its obligations hereunder. Policy shall name the COUNTY as Additional Insured. Policy’s limit of liability shall not be less than $2,000,000 per occurrence combined single limit. If such insurance contains a general aggregate limit, it shall apply separately to this Agreement or be no less than two (2) times the occurrence limit.

19.1 Sexual Abuse or Molestation (SAM) Liability:

If the work will include contact with minors, and the Commercial General Liability policy is not endorsed to include affirmative coverage for sexual abuse or molestation, Vendor/Contractor shall obtain and maintain a policy covering Sexual Abuse and Molestation with a limit no less than $2,000,000 per occurrence or claim.

20. PROFESSIONAL LIABILITY
If, at any time during the duration of this Agreement and any renewal or extension thereof, the SUBRECIPIENT, its employees, agents or subcontractors provide professional counseling for issues of medical diagnosis, medical treatment, mental health, dispute resolution or any other services for which it is the usual and customary practice to maintain Professional Liability Insurance, the SUBRECIPIENT shall maintain Professional Liability Insurance providing coverage for the SUBRECIPIENT’s performance of work included within this Agreement, with a limit of liability of not less than $1,000,000 per occurrence and $2,000,000 annual aggregate. If SUBRECIPIENT’s Professional Liability Insurance is written on a claims made basis rather than an occurrence basis, such insurance shall continue through the term of this Agreement and SUBRECIPIENT shall purchase at its sole expense either 1) an Extended Reporting Endorsement (also known as Tail Coverage); or, 2) Prior Dates Coverage from a new insurer with a retroactive date back to the date of, or prior to, the inception of this Agreement; or 3) demonstrate through Certificates of Insurance that SUBRECIPIENT has maintained continuous coverage with the same or original insurer. Coverage provided under items 1), 2), or 3) will continue as long as the law allows.

21. INDEPENDENT CONTRACTOR
The SUBRECIPIENT is, for purposes relating to this Agreement, an independent contractor and shall not be deemed an employee of the COUNTY. It is expressly understood and agreed that the SUBRECIPIENT (including its employees, agents, and subcontractors) shall in no event be entitled to any benefits to which COUNTY employees are entitled, including but not limited to, overtime, any retirement benefits, workers’ compensation benefits, health benefits, and injury leave or other leave benefits. COUNTY shall not be required to make any deductions for SUBRECIPIENT’s employees from the compensation payable to SUBRECIPIENT under this Agreement. There shall be no employer-employee relationship between the parties and SUBRECIPIENT shall hold COUNTY harmless from any and all claims that may be made against COUNTY based upon any contention by a third party that an employer-employee relationship exists by reason of this Agreement. It is further understood and agreed by the parties that SUBRECIPIENT in the performance of this Agreement is subject to the control or direction of COUNTY merely as to the results to be accomplished and not as to the means and methods for accomplishing the results.

22. USE BY OTHER POLITICAL ENTITIES
The SUBRECIPIENT agrees to extend the same pricing, terms and conditions as stated in this Agreement to each and every political entity, special district, and related non-profit entity in Riverside County. It is understood that other entities shall make purchases in their own name, make direct payment, and be liable directly to the SUBRECIPIENT; COUNTY shall in no way be responsible to SUBRECIPIENT for other entities’ purchases.

Item Number: 7.

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23. NO DEBARMENT OR SUSPENSION
SUBRECIPIENT certifies that it is not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from covered transactions by a federal department or agency; has not within a three-year period preceding this Agreement been convicted of or had a civil judgment rendered against it for the commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public (federal, state or local) transaction; violation of federal or state anti-trust status; commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property; is not presently indicted or otherwise criminally or civilly charged by a government entity (federal, state or local) with commission of any of the offenses enumerated herein; and has not within a three-year period preceding this Agreement had one or more public transactions (federal, state or local) terminated for cause or default.

24. COMPLIANCE WITH RULES, REGULATIONS, AND DIRECTIVES
SUBRECIPIENT agrees to comply with all state and federal laws, rules and regulations that pertain to construction, health and safety, labor, fair employment practices, environmental protection, equal opportunity, fair housing, and all other matters applicable and/or related to the HHAP program, the COUNTY, its subcontractors, and all eligible activities. SUBRECIPIENT will comply with all applicable COUNTY policies and procedures. In the event that there is a conflict between the various laws or regulations that may apply, the SUBRECIPIENT shall comply with the more restrictive law or regulation.

SUBRECIPIENT shall be responsible for obtaining any and all permits, licenses, and approvals required for performing any activities under this Agreement, including those necessary to perform design, construction, or operation and maintenance of the activities. SUBRECIPIENT shall be responsible for observing and complying with any applicable federal, state, and local laws, rules or regulations affecting any such work, specifically those including, but not limited to, environmental protection, procurement, and safety laws, rules, regulations, and ordinances.

SUBRECIPIENT shall provide copies of permits and approvals to the COUNTY and BCSH upon request.

25. INSPECTIONS
A. The COUNTY shall inspect any work performed hereunder to ensure that the work is being and has been performed in accordance with the applicable federal, state and/or local requirements, and the COUNTY’s agreement with BCSH.

B. BCSH shall have the right to inspect any work performed hereunder to ensure that the work is being and has been performed in accordance with the applicable federal, state and/or local requirements, and the COUNTY’s agreement with BCSH.

C. SUBRECIPIENT shall correct all work that is determined based on such inspections not to conform to the applicable requirements and COUNTY shall withhold payments to the SUBRECIPIENT until it is corrected.

26. CORE COMPONENTS OF HOUSING FIRST
SUBRECIPIENT shall ensure that any housing-related activities funded with HHAP funds, including, but not limited to, emergency shelter, rapid re-housing, Rental Assistance, and permanent supportive housing must be in compliance or otherwise aligned with the Core Components of Housing First, pursuant to Welfare and Institutions Code Section 8255(b).

Item Number: 7.

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27. EMPLOYMENT PRACTICES
A. SUBRECIPIENT and its subcontractors shall comply with all federal and state statutes and regulations in the hiring of its employees.

B. During the performance of this Agreement, SUBRECIPIENT and its subcontractors shall not unlawfully discriminate, harass, or allow harassment against any employee or applicant for employment because of sex (gender), sexual orientation, gender identity, gender expression, race, color, ancestry, religion, creed, national origin (including language use restriction), pregnancy, physical disability (including HIV and AIDS), mental disability, medical condition (cancer/genetic characteristics), age (over 40), genetic information, marital status, military and veteran status, and denial of medical and family care leave or pregnancy disability leave. SUBRECIPIENT and its subcontractors shall ensure that the evaluation and treatment of their employees and applicants for employment are free from such discrimination and harassment. SUBRECIPIENT and its subcontractors shall comply with the provisions of California’s laws against discriminatory practices relating to specific groups:
the California Fair Employment and Housing Act (FEHA) (Gov. Code § 12900 et seq.), and the applicable regulations promulgated thereunder (Cal. Code Regs., tit. 2, § 11000 et seq.); and the provisions of Article 9.5, Chapter 1, Part 1, Division 3, Title 2 of the Government Code (Gov. Code, §§ 11135-11139.5). The applicable regulations of the Fair Employment and Housing Commission implementing Government Code section 12990 (a-f), set forth in Chapter 5 of Division 4 of Title 2 of the California Code of Regulations, are incorporated into this Agreement by reference and made a part hereof as if set forth in full. SUBRECIPIENT and its subcontractors shall give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other agreement.

C. In the provision of benefits, SUBRECIPIENT and its subcontractors shall certify and comply with Public Contract Code 10295.3 and not discriminate between employees with spouses and employees with domestic partners, or discriminate between the domestic partners and spouses of those employees. For the purpose of this section, “domestic partner” means one of two persons who have filed a declaration of domestic partnership with the Secretary of State pursuant to Division 2.5 (commencing with Section 297) of the Family Code.

D. By signing this Agreement or accepting funds under this Agreement, SUBRECIPIENT and its subcontractors shall comply with Executive Order 11246 of September 24, 1965, entitled “Equal Employment Opportunity,” as amended by Department of Labor regulations (41 CFR Chapter 60).

28. CHILD SUPPORT COMPLIANCE ACT
A. The SUBRECIPIENT recognizes the importance of child and family support obligations and shall fully comply with all applicable state and federal laws relating to child and family support enforcement, including, but not limited to, disclosure of information and compliance with earnings assignment orders, as provided in Chapter 8 (commencing with section 5200) of Part 5 of Division 9 of the Family Code; and
B. The SUBRECIPIENT, to the best of its knowledge is fully complying with the earnings assignment orders of all employees and is providing the names of all new employees to the New Hire Registry maintained by the California Employment Development Department (EDD).

C. In order to comply with child support enforcement requirements of the State of California, the COUNTY may be required to submit a Report of Independent Contractor(s) form DE 542 Item Number: 7.

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to the Employment Development Department. The SUBRECIPIENT agrees to furnish the required data and certifications to the COUNTY within ten (10) days when required by the EDD. This data will be transmitted to governmental agencies charged with the establishment and enforcement of child support orders. Failure of the SUBRECIPIENT to comply with all federal and state reporting requirements for child support enforcement or to comply with all lawfully served Wage and Earnings Assignments Orders and Notices of Assignment shall constitute a material breach of this Agreement. If SUBRECIPIENT has any questions concerning this reporting requirement, please call (916) 657-0529. SUBRECIPIENT should also contact its local Employment Tax Customer Service Office listed in the telephone directory in the State Government section under “Employment Development Department” or access their Internet site at www.edd.ca.gov.

29. DRUG FREE WORKPLACE CERTIFICATION
By signing this Agreement, SUBRECIPIENT, and its subcontractors, hereby certify, under penalty of perjury under the laws of the State of California, compliance with the requirements of the Drug-Free Workplace Act of 1990 (Government Code 8350 et seq.) and have or will provide a drug-free workplace by taking the following actions:
(1) Publish a statement notifying employees and subcontractors that unlawful manufacture, distribution, dispensation, possession, or use of a controlled substance is prohibited and specifying actions to be taken against employees, contractors, or subcontractors for violations, as required by Government Code section 8355 (a)(1). (2) Establish a Drug-Free Awareness Program, as required by Government Code section 8355(a)(2) to inform employees, contractors, or subcontractors about all of the following:
a. The dangers of drug abuse in the workplace;
b. SUBRECIPIENT’s policy of maintaining a drug-free workplace; c. Any available counseling, rehabilitation, and employee assistance programs; and, d. Penalties that may be imposed upon employees, contractors, and subcontractors for drug abuse violations.
(3) Provide as required by Government Code section 8355(a)(3), that every employee and/or subcontractor who works under this Agreement:
a. Will receive a copy of SUBRECIPIENT’S drug-free policy statement; and, b. Will agree to abide by terms of SUBREECIPIENT’S condition of employment or Subcontract.

30. PERSONNEL
A. Upon request by COUNTY, SUBRECIPIENT agrees to make available to COUNTY a current list of personnel that are providing services under this Agreement who have contact with children or adult clients. The list shall include:
(1) All staff who work full or part-time positions by title, including volunteer positions; (2) A brief description of the functions of each position and hours each position worked; and (3) The professional degree, if applicable and experience required for each position.

B. COUNTY has the sole discretion to approve or not approve any person on the SUBRECIPIENT’s list that has been convicted of any crimes involving sex, drugs or violence, or who is known to have a substantiated report of child abuse, as defined in Penal Item Number: 7.

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Code Section 11165.12, who occupies positions with supervisory or disciplinary power over minors, or who occupies supervisory or teaching positions over adult clients. COUNTY shall notify SUBRECIPIENT in writing of any person not approved, but to protect client confidentiality, may not be able to disclose the reason(s) for non-approval. Upon notification, SUBRECIPIENT shall immediately remove that person from providing services under this Agreement.

C. Background Checks
SUBRECIPIENT shall conduct criminal background records checks on all individuals providing services under this Agreement. Prior to these individuals providing services to clients, SUBRECIPIENT shall have received criminal background records check from the State of California Department of Justice (DOJ). A signed certification of such criminal background record check and, as appropriate, a signed justification and clearance from Contractor or Designee demonstrating fitness to perform duties shall be retained in each individual’s personnel file. The use of criminal records for the purposes of employment decisions must comply with the Office of Federal Contract Compliance Programs Directive 2013-02 “Complying with Nondiscrimination Provisions: Criminal Record Restrictions and Discrimination Based on Race and National Origin” and California Government Code § 12952.

31. SUBCONTRACTS
A. No contract shall be made by the SUBRECIPIENT with any other party for furnishing any of the work or services under this Agreement without the prior written approval of the COUNTY; but this provision shall not require the approval of contracts of employment between the SUBRECIPIENT and personnel assigned under this Agreement, or for parties named in the proposal and agreed to under this Agreement.

B. SUBRECIPIENT shall not enter into any Subcontract with any subcontractor who:
(1) Is presently debarred, suspended, proposed for debarment or suspension, or declared ineligible or voluntarily excluded from covered transactions by a federal department or agency;
(2) Has within a three-year period preceding this Agreement been convicted of or had a civil judgment rendered against them for the commission of fraud; a criminal offense in connection with obtaining, attempting to obtain, or performing a public (federal, state or local) transaction; violation of federal or state anti-trust status; commission of embezzlement, theft, forgery, bribery; falsification or destruction of records; making false statements; or receiving stolen property;
(3) Is presently indicted or otherwise criminally or civilly charged by a government entity (federal, state or local) with commission of any of the offenses enumerated in the paragraph above; and
(4) Has within a three-year period preceding this Agreement had one or more public transactions (federal, state or local) terminated for cause or default.

C. SUBRECIPIENT shall be fully responsible for the acts or omissions of its subcontractors and the subcontractors’ employees.

D. SUBRECIPIENT shall insert clauses in all Subcontracts to bind its subcontractors to the terms and conditions of this Agreement.

Item Number: 7.

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E. Nothing contained in this Agreement shall create a contractual relationship between any subcontractor or supplier of SUBRECIPIENT and COUNTY.

F. In the event that SUBRECIPIENT enters into Subcontracts with subcontractors, as provided herein, SUBRECIPIENT shall Expend one hundred percent (100%) of HHAP funds by the County Expenditure Deadline set forth in Section A,5 of Schedule A.

32. SUPPLANTATION
SUBRECIPIENT shall not use HHAP funds under this Agreement to supplant any existing local funds for homeless housing, assistance or prevention. SUBRECIPIENT shall not claim reimbursement from COUNTY for any sums which have been paid by another source of revenue. SUBRECIPIENT agrees that it will not use funds received pursuant to this Agreement, either directly or indirectly, as a contribution or compensation for purposes of obtaining state funds under any state program or county funds under any county programs without prior approval of COUNTY.

33. ASSIGNMENT
SUBRECIPIENT shall not delegate or assign any interest in this Agreement, whether by operation of law or otherwise, without the prior written consent of COUNTY and a formal amendment to this Agreement to affect such delegation or assignment. Any attempt to delegate or assign any interest herein without the prior written consent of COUNTY shall be deemed void and of no force or effect.

34. FORCE MAJEURE
If either party is unable to comply with any provision of this Agreement due to causes beyond its reasonable control and which could not have been reasonably anticipated, such as acts of God, acts of war, civil disorders, or other similar acts, such party shall not be held liable for such failure to comply.

35. GOVERNING LAW
This Agreement shall be governed by the laws of the State of California. Any legal action related to the interpretation or performance of this Agreement shall be filed only in the Superior Court of the State of California located in Riverside, California, and the parties waive any provision of law providing for a change of venue to another location. In the event any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way.

36. DISPUTES
A. The parties shall attempt to resolve any disputes amicably at the working level. If that is not successful, the dispute shall be referred to the senior management of the parties. Any dispute relating to this Agreement, which is not resolved by the parties, shall be decided by COUNTY’s Compliance Contract Officer who shall furnish the decision in writing. The decision of COUNTY’s Compliance Contract Officer shall be final and conclusive unless determined by a court to have been fraudulent, capricious, arbitrary, or so grossly erroneous as necessarily to imply bad faith. SUBRECIPIENT shall proceed diligently with the performance of this Agreement pending resolution of a dispute.

B. Prior to the filing of any legal action related to this Agreement, the parties shall be obligated to attend a mediation session in Riverside County before a neutral third-party mediator. A Item Number: 7.

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second mediation session shall be required if the first session is not successful. The parties shall share the cost of the mediations.

37. ADMINISTRATIVE/CONTRACT LIAISON
Each party shall designate a liaison that will be the primary point of contact regarding this Agreement.

38. CIVIL RIGHTS COMPLIANCE
A. Assurance of Compliance
SUBRECIPIENT shall complete the “Assurance of Compliance with Non-Discrimination in State and Federally Assisted Programs,” attached as Attachment III. SUBRECIPIENT shall sign and date Attachment III and return it to COUNTY along with the executed Agreement.

SUBRECIPIENT shall ensure that the administration of public assistance and social service programs are non-discriminatory. To the effect that no person shall because of ethnic group identification, age, sex, color, disability, medical condition, national origin, race, ancestry, marital status, religion, religious creed or political belief be excluded from participation in or be denied the benefits of, or be otherwise subject to discrimination under any program or activity receiving federal or state financial assistance.

B. Client Complaints
SUBRECIPIENT shall further establish and maintain written referral procedures under which any person, applying for or receiving services hereunder, may seek resolution from COUNTY of a complaint with respect to any alleged discrimination in the provision of services by SUBRECIPIENT's personnel.

Civil Rights Complaints should be referred to:

HWS HHAP Program Administrator
Riverside County Department of Housing and Workforce Solutions 3403 10th Street, Suite 300
Riverside CA, 92501
C. Services, Benefits and Facilities
SUBRECIPIENT shall not discriminate in the provision of services, the allocation of benefits, or in the accommodation in facilities on the basis of color, race, religion, national origin, sex, age, sexual preference, physical or mental handicap in accordance with Title VI of the Civil Rights Act of 1964, 42 U.S.C. Section 2000d and all other pertinent rules and regulations promulgated pursuant thereto, and as otherwise provided by State law and regulations, as all may now exist or be hereafter amended or changed. For the purpose of this Section, discrimination means denying a participant or potential participant any service, benefit, or accommodation that would be provided to another and includes, but is not limited to, the following:
(1) Denying a participant any service or benefit or availability of a facility. (2) Providing any service or benefit to a participant which is different, or is provided in a different manner, or at a different time or place from that provided to other participants on the basis of race, color, creed or national origin.
(3) Restricting a participant in any way in the enjoyment of any advantage or privilege enjoyed by others receiving any service or benefit. Treating a participant differently from Item Number: 7.

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others in satisfying any admission requirement or condition, or eligibility requirement or condition, which individuals must meet in order to be provided any service or benefit.

D. Cultural Competency
SUBRECIPIENT shall cause to be available bilingual professional staff or qualified interpreter to ensure adequate communication between clients and staff. Any individual with limited English language capability or other communicative barriers shall have equal access to services. For the purpose of this Section, a qualified interpreter is defined as someone who is fluent in English and in the necessary second language, can accurately speak, read and readily interpret the necessary second language and/or accurately sign and read sign language. A qualified interpreter must be able to translate in linguistically appropriate terminology necessary to convey information such as symptoms or instructions to the client in both languages.

39. NOTICES
All correspondence and notices required or contemplated by this Agreement shall be delivered to the respective parties at the addresses set forth below and are deemed submitted three (3) business days after their deposit in the United States mail, postage prepaid:

HWS:

For Agreement, Program, Invoices and other financial document issues:

County of Riverside
Department of Housing and Workforce Solutions
3403 10th Street, Suite 300
Riverside CA, 92501
SUBRECIPIENT:

City of Desert Hot Springs
11999 Palm Drive
Desert Hot Springs, CA 92240

40. SIGNED IN COUNTERPARTS
This Agreement may be executed in any number of counterparts, each of which when executed shall constitute a duplicate original, but all counterparts together shall constitute a single agreement.

41. ELECTRONIC SIGNATURES
This Agreement may be executed in any number of counterparts, each of which will be an original, but all of which together will constitute one instrument. Each party of this Agreement agrees to the use of electronic signatures, such as digital signatures that meet the requirements of the California Uniform Electronic Transactions Act ((“CUETA”) Cal. Civ. Code §§ 1633.1 to 1633.17), for executing this Agreement. The parties further agree that the electronic signatures of the parties included in this Agreement are intended to authenticate this writing and to have the same force and effect as manual signatures. Electronic signature means an electronic sound, symbol, or process attached to or logically associated with an electronic record and executed or adopted by a person with the intent to sign the electronic record pursuant to the CUETA as amended from time to time. The CUETA authorizes use of an electronic signature for transactions and contracts among parties in California, including a government agency. Digital signature means an electronic identifier, created by computer, intended by the party using it to have the same force and effect as the use of a manual signature, and shall be reasonably relied Item Number: 7.

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upon by the parties. For purposes of this section, a digital signature is a type of "electronic signature" as defined in subdivision (i) of Section 1633.2 of the Civil Code.

42. MODIFICATION OF TERMS
This Agreement may be changed or modified only by a written amendment signed by authorized representatives of both parties.

43. ENTIRE AGREEMENT
This Agreement, including any schedules, attachments, or exhibits, constitutes the entire agreement of the parties with respect to its subject matter and supersedes all prior and contemporaneous agreements, representations, proposals, discussions, and communications, whether oral or in writing.
[Signature Page Follows]
IN WITNESS WHEREOF, the parties hereto have caused their duly authorized representatives to execute this Agreement.

Authorized Signature for SUBRECIPIENT: Authorized Signature for COUNTY:

Printed Name of Person Signing:

Frank J. Luckino
Printed Name of Person Signing:

Heidi Marshall
Title:

City Manager
City of Desert Hot Springs
Title:

Director
Housing and Workforce Solutions
Date Signed: Date Signed:

Item Number: 7.

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Schedule A
Payment Provisions
A.1 MAXIMUM REIMBURSABLE AMOUNT
SUBRECIPIENT shall be reimbursed by COUNTY, in an amount not to exceed $416,219.00 Said funds shall be spent according to the line item budget below:

HHAP-3 (CoC) Navigation Center with Crisis Stabilization Beds

BUDGET CATEGORY DESCRIPTION OF SERVICES COST
Staff
Salaries/benefit costs for
employees providing services to
clients
$178,974.17
Operations/Supportive Services
Costs of operating facilities and
providing supportive services to
clients
$216,433.88
Administrative Costs
(Limited to 5% of total budget)
Administrative items including,
but not limited to, administrative
staffing costs
$20,810.95
TOTAL $416,219.00
The table above may be changed (without changing the Total amount) with written approval from HWS.

A.2 METHOD, TIME, AND CONDITIONS OF PAYMENT
a. SUBRECIPIENT will be paid the actual amount of each approved monthly invoice. COUNTY may delay payment if the required supporting documentation, as set forth in Attachment V, attached hereto and incorporated herein by this reference, is not provided or other requirements are not met. SUBRECIPIENT shall also submit the following documents with each approved monthly invoice:
1) Subrecipient Payment Request FORM 2076A (Attachment IV) 2) Monthly Performance Report (Attachment I)
3) HHAP Time/Activity Report (Attachment VII)
b. SUBRECIPIENT must meet the prorated monthly spending milestones in each line item in the table above and submit the Fiscal Performance in the Monthly Performance Report by the 10th business day of the following month (Note: Monthly spending milestones are the amounts of the budget line items divided by the number of months in the Period of Performance).
c. Except as otherwise set forth in Section A.5 of Schedule A, all completed claims must be submitted on a monthly basis no later than thirty (30) days after the end of each month in which the services were provided. Each payment claiming period shall consist of a calendar month. All complete claims submitted in a timely manner shall be processed within forty-five (45) calendar days.

A.3 INELIGIBLE COSTS
HHAP-3 funds shall not be used for costs associated with activities in violation of any law or for any activities not consistent with the intent of the Program and the eligible uses as identified in Item Number: 7.

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Health and Safety Code section 50216 et seq. including, but not limited to, sections 50218.6 and 50220.7.

The COUNTY reserves the right to request additional information and clarification to determine the reasonableness and eligibility of all costs to be paid with funds made available by this Agreement. COUNTY has the authority to withhold funds under this Agreement pending a final determination by COUNTY of questioned expenditures or indebtedness. If the SUBRECIPIENT or its funded subcontractors use HHAP funds to pay for ineligible activities, the SUBRECIPIENT shall be required to reimburse these funds to the COUNTY. Upon final determination by COUNTY of disallowed expenditures or indebtedness, COUNTY may deduct and retain the amount of the disallowed or indebtedness from the amount of the withheld funds.

1. An expenditure which is not authorized under this Agreement, or which cannot be adequately documented, shall be disallowed and must be reimbursed to the COUNTY by the SUBRECIPIENT.

2. Expenditures for activities not described above shall be deemed authorized if the activities are consistent with Health and Safety Code sections 50216 et seq., and such activities are approved in writing by COUNTY and BCSH prior to the expenditure of funds for those activities.

3. BCSH, at its sole and reasonable discretion, shall make the final determination regarding the allowability of expenditures of HHAP funds.

A.4 ADMINISTRATIVE COSTS
Under this agreement, the SUBRECIPIENT may use no more than five percent (5%) of the awarded amount for administrative costs. COUNTY and/or BCSH shall make the final determination regarding the classification of expenditures as administrative costs or direct activity costs.

A.5 EXPENDITURE OF FUNDS
SUBRECIPIENT shall Expend one hundred percent (100%) of all funds under this Agreement by December 31, 2024 (“Expenditure Deadline”). Unless approved by HWS in writing, all final requests for reimbursement of authorized HHAP expenditures under this Agreement must be submitted to HWS no later than 60 calendar days after the County Expenditure Deadline.

A.6 ADVANCES
COUNTY may issue a one-time advance payment to SUBRECIPIENT in an amount not to exceed twenty-five percent (25%) of the maximum reimbursable amount upon written request by the SUBRECIPIENT. Such written request must be submitted on SUBRECIPIENT letterhead and SUBRECIPIENT shall also complete the Subrecipient Payment Request Form 2076A (Attachment IV). If an advance is issued, the advance will be recouped from the full amount of each monthly claim that is submitted. No additional payments will be made until the advance is completely recouped. SUBRECIPIENT shall place the advance in an interest-bearing account.

HWS reserves the right, in its sole discretion, to approve or deny an advance request based on funding availability.

A.7 INTEREST-BEARING ACCOUNTS
All proceeds from any interest-bearing account established by the SUBRECIPIENT for the deposit of HHAP funds, along with any interest-bearing accounts opened by the SUBRECIPIENT for the deposit of HHAP funds, must be used for HHAP-eligible activities and Item Number: 7.

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reported on as required by BCSH and COUNTY. Consistent with Health and Safety Code Section 50218.6(e), at least ten percent (10%) of these proceeds from HHAP-3 funds must be allocated and returned to COUNTY to establish or expand services for Homeless Youth.

A.8 BUDGET MODIFICATION, BUDGET AMENDMENT, AND OTHER AMENDMENT SUBRECIPIENT is expected to implement the agreed services and activities and meet all performance and financial outcomes as planned and agreed in this agreement. SUBRECIPIENT shall make no changes to the budget without first obtaining written approval from the HWS. Any budget amendments must be requested by the SUBRECIPIENT in writing. In the event it is deemed necessary to conduct budget modification, budget amendment and/or any other amendment of this agreement, they are permissible with HWS written approval and best formally requested in writing at least six (6) months prior to the end of the Period of Performance.

1. Budget Modification, Budget Amendment and/or any other Amendment of Agreement for Convenience may be conducted based on mutual agreement between the COUNTY and SUBRECIPIENT and written approval from HWS with no negative effect for both parties under the authority of HWS.

2. Budget Modification, Budget Amendment and/or any other Amendment of Agreement for Cause may be conducted based on mutual agreement between the COUNTY and SUBRECIPIENT and written approval from HWS. Any Cause due to SUBRECIPIENT’s inability to implement the agreed services and/or activities to meet all performance and financial outcomes as planned and agreed in this agreement will become Finding(s) in the monitoring/auditing process and lead to any related effects such as project scoring, evaluation, consideration for future funding opportunities.

A.9 WITHHELD PAYMENTS
Payments to SUBRECIPIENT may be withheld by COUNTY if SUBRECIPIENT fails to comply with the provisions of this Agreement.

A.10 REPROGRAMMING OF HHAP FUNDS
BCSH allows for the COUNTY to reprogram funds under the HHAP Program from one eligible activity and/or jurisdiction to another after the application is approved and funds are disbursed.

The COUNTY, and with the approval of BCSH, reserves the right to reprogram funds as needed after awards are announced to ensure funding spending goals and HHAP Program compliance under Health and Safety Code Section 50216 et seq.

During the course of the grant period, COUNTY will review SUBRECIPIENT’s spending to determine the projected amount to be spent/unspent by the County Expenditure Deadline. If the spending trend falls below the projected spending, COUNTY may elect to recoup projected unused funds and reprogram such funds to provide funding in areas with higher need.

A.11 FISCAL ACCOUNTABILITY
a. SUBRECIPIENT agrees to manage funds received through COUNTY in accordance with sound accounting policies and incur and claim only eligible costs for reimbursement. b. SUBRECIPIENT must establish and maintain on a current basis an accrual accounting system in accordance with generally accepted accounting principles and standards.

Item Number: 7.

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Further, SUBRECIPIENT must develop an accounting procedure manual. Said manual shall be made available to COUNTY upon request or during fiscal monitoring visits.

Schedule B
Scope of Services
B.1 SCOPE OF SERVICES
A. Project Description
Navigation Center with Crisis Stabilization Beds
With the awarded HHAP funding, the City of Desert Hot Springs will provide or perform the following duties:

1. Support operational and essential services for a navigation center with crisis stabilization beds located in the City of Desert Hot Springs. The shelter will have 26 beds. Wrap around case management and HMIS support will be provided by Martha’s Village and Kitchen.

2. Will not require occupants to sign leases or occupancy agreements.

SUBRECIPIENT should embrace a Housing First approach, offer immediate and low-barrier access to anyone facing a housing crisis. Shelter stays, when deemed necessary, should be limited to the shortest time possible to help participants regain permanent housing.

3. To provide a safe, secure, and clean place to stay for those who cannot be diverted from the homeless system of care. SUBRECIPIENT is to provide a short-term placement while permanent or more long-term housing options are obtained, and shelter provide support with accessing housing resources in the community.

B. Project Detail
Project Component Type: Operating Subsidies
Funding Costs for: Navigation Center with Crisis Stabilization Beds Population Focus: Unsheltered Individuals Experiencing
Homelessness
C. Performance Measurements Outcome Statement

1. Objective Outcome
☐ Creating Suitable Living Environment ☒ Availability/Accessibility ☒ Providing Suitable Housing ☐ Affordability
☐ Creating Economic Opportunity ☒ Sustainability

2. Outcomes (Data Analysis)
SUBRECIPIENT shall collect and report anticipated performance measures for meeting the following benchmarks with the ## new beds (in addition to those met with the exiting beds):

Item Number: 7.

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# of households served
(Note: Performance Report should
include breakdown of each type e.g.

Single Adult, Youth and Families)
50 Households
# of people served
(Note: Performance Report should
include breakdown of each type e.g.

Single Adult, Youth and Families)
50 Persons
# of households to achieve housing
stability
10 Households
# of persons to achieve housing
stability
10 Persons
Percentage of persons exiting back
into Homelessness
No more than 80%
Percentage of eligible/willing persons
served to retain or obtain mainstream
benefits
80%
B.2 ELIGIBILITY
SUBRECIPIENTS must determine that individuals and families meet one or more of HUD’s Criteria for Defining Homelessness and assess their vulnerability to ensure that only those individuals or families that have the greatest need for emergency shelter assistance receive HHAP funded assistance. SUBRECIPIENTS will document that all program participants who receive Emergency Shelter assistance meet the eligibility criteria of paragraph (1), (2), or (4) of the "homeless" definition in § 576.2.

Paragraph (1) of the homeless definition:

An individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning:

1. An individual or family with a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings, including a car, park, abandoned building, bus or train station, airport, or camping ground;

2. An individual or family living in a supervised publicly or privately operated shelter designated to provide temporary living arrangements (including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations or by federal, state, or local government programs for low-income individuals); or

3. An individual who is exiting an institution where he or she resided for 90 days or less and who resided in an emergency shelter or a place not meant for human habitation immediately before entering that institution;
Paragraph (2) of the homeless definition:

An individual or family who will imminently lose their primary nighttime residence, provided that:

1. The primary nighttime residence will be lost within 14 days of the date of application for homeless assistance;
Item Number: 7.

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2. No subsequent residence has been identified; and

3. The individual or family lacks the resources or support networks, e.g., family, friends, faithbased or other social networks, needed to obtain other permanent housing; Paragraph (4) of the homeless definition:

Any individual or family who:

1. Is fleeing, or is attempting to flee, domestic violence, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member, including a child, that has either taken place within the individual's or family's primary nighttime residence or has made the individual or family afraid to return to their primary nighttime residence;

2. Has no other residence; and

3. Lacks the resources or support networks, e.g., family, friends, faith-based or other social networks, to obtain other permanent housing.

B.3 DIVERSION
Diversion is a strategy that helps people experiencing a housing crisis to identify and access safe alternatives to an emergency shelter quickly. Emergency shelter staff should work to resolve problems through natural supports and progressive engagement of “lighter touch” solutions before providing a more intensive response through the shelter system or any other homeless service. Diversion includes services such as: creative problem-solving conversations; connecting with community resources and family supports; housing search and placement to help individuals and families resolve their immediate housing crisis.

SUBRECIPIENTS should engage in diversion strategies to reduce new entries into homelessness, cut down on shelter wait lists, reduce demand for limited shelter beds, and to target more intensive homelessness interventions to those with higher needs.

B.4 UNIVERSAL ASSESSMENT
If an individual or family cannot be diverted from the homeless system of care, emergency shelter workers will coordinate with Coordinated Entry so the individual or family can complete the Vulnerability Index Service Prioritization Decision Assistance Tool (VI-SPDAT).

The Coordinated Entry System utilizes the VI-SPDAT, TAY VI-SPDAT, and Family VI-SPDAT for determination of housing needs and vulnerability prioritization. These are taken into consideration with other factors to determine housing and services prioritization.

B.5 ESSENTIAL SERVICES
SUBRECIPEINT may use funds for costs of providing essential services to homeless families and individuals in emergency shelters, and operating emergency shelters. HHAP funds may be used to provide essential services to individuals and families who are in an emergency shelter, as follows:

1. Case management: The cost of assessing, arranging, coordinating, and monitoring the delivery of individualized services to meet the needs of the program participant is eligible. Component services and activities consist of:
a. Using the centralized or coordinated assessment system as required under; Item Number: 7.

HWSCOC-0000051

b. Conducting the initial evaluation, including verifying and documenting eligibility; c. Counseling;
d. Developing, securing, and coordinating services;
e. Obtaining Federal, State, and local benefits;
f. Monitoring and evaluating program participant progress; g. Providing information and referrals to other providers; h. Providing ongoing risk assessment and safety planning with victims of domestic violence, dating violence, sexual assault, and stalking; and i. Developing an individualized housing and service plan, including planning a path to permanent housing stability.

2. Education services: When necessary for the program participant to obtain and maintain housing, the costs of improving knowledge and basic educational skills are eligible, including:
a. Instruction or training in consumer education,
b. Health education,
c. Substance abuse prevention,
d. Literacy, English as a Second Language, and General Educational Development (GED).
e. Screening, assessment and testing;
f. Individual or group instruction;
g. Tutoring;
h. Provision of books, supplies and instructional material; i. Counseling; and
j. Referral to community resources.

3. Employment assistance and job training: The costs of employment assistance and job training programs including classroom, online, and/or computer instruction; on-thejob instruction; and services that assist individuals in securing employment, acquiring learning skills, and/or increasing earning potential.
a. The cost of providing reasonable stipends to program participants in employment assistance and job training programs is an eligible cost. b. Learning skills include those skills that can be used to secure and retain a job, including the acquisition of vocational licenses and/or certificates. c. Services that assist individuals in securing employment consist of employment screening, assessment, or testing; structured job skills and job-seeking skills; special training and tutoring, including literacy training and prevocational training; books and instructional material; counseling or job coaching; and referral to community resources.

Item Number: 7.

HWSCOC-0000051

4. Outpatient Health Services: Eligible costs are for the direct outpatient treatment of medical conditions and are provided by licensed medical professionals. HHAP funds may be used only for these services to the extent that other appropriate health services are unavailable within the community. Eligible treatment consists of:
a. assessing a program participant's health problems and developing a treatment plan;
b. assisting program participants to understand their health needs; c. providing directly or assisting program participants to obtain appropriate medical treatment, preventive medical care, and health maintenance services, including emergency medical services;
d. providing medication and follow-up services;
e. Providing preventive and non-cosmetic dental care.

5. Legal Services: Eligible costs are the hourly fees for legal advice and representation by attorneys licensed and in good standing with the bar association of the state in which the services are provided, and by person(s) under the supervision of the licensed attorney, regarding matters that interfere with the program participant's ability to obtain and retain housing. HHAP funds may be used only for these services to the extent that other appropriate legal services are unavailable or inaccessible within the community.

Eligible subject matters are:
a. Child support, guardianship, paternity, emancipation, and legal separation, orders of protection and other civil remedies for victims of domestic violence, dating violence, sexual assault, and stalking, appeal of veterans and public benefit claim denials, and the resolution of outstanding criminal warrants. b. Component services or activities may include: participant intake, preparation of cases for trial, provision of legal advice, representation at hearings, and counseling.
c. Eligible Costs: Fees based on the actual service performed (i.e., fee for service) are also eligible, but only if the cost would be less than the cost of hourly fees.

Filing fees and other necessary court costs are also eligible. d. Ineligible Costs include: Legal services for immigration and citizenship matters, issues relating to mortgages, and retainer fee arrangements and contingency fee arrangements.
e. If the subrecipient is a legal services provider and performs the services itself, the eligible costs are the subrecipient's employees' salaries and other costs necessary to perform the services.

6. Life Skills Training: The costs of teaching critical life management skills that may never have been learned or have been lost during the course of physical or mental illness, domestic violence, substance use, and homelessness are eligible costs. These services must be necessary to assist the program participant to function independently in the community. Component life skills training are:
a. Budgeting resources,
b. Managing money,
Item Number: 7.

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c. Managing a household,
d. Resolving conflict,
e. Shopping for food and needed items,
f. Improving nutrition,
g. Using public transportation,
h. Parenting.

7. Mental Health Services: Eligible costs are the direct outpatient treatment by licensed professionals of mental health conditions. HHAP funds may only be used for these services to the extent that other appropriate mental health services are unavailable or inaccessible within the community. Mental health services are the application of therapeutic processes to personal, family, situational, or occupational problems in order to bring about positive resolution of the problem or improved individual or family functioning or circumstances. Problem areas may include family and marital relationships, parent-child problems, or symptom management. Eligible treatment consists of:
a. Crisis interventions;
b. Individual, family, or group therapy sessions;
c. The prescription of psychotropic medications or explanations about the use and management of medications;
d. Combinations of therapeutic approaches to address multiple problems.

8. Substance Abuse Treatment Services: Eligible substance abuse treatment services are designed to prevent, reduce, eliminate, or deter relapse of substance abuse or addictive behaviors and are provided by licensed or certified professionals. HHAP funds may only be used for these services to the extent that other appropriate substance abuse treatment services are unavailable or inaccessible within the community. Eligible treatment consists of:
a. Participant intake and assessment,
b. Outpatient treatment for up to 30 days
c. Group and individual counseling and drug testing are eligible costs d. Ineligible costs include: Inpatient detoxification and other inpatient drug or alcohol treatment

9. Transportation: Eligible costs consist of the transportation costs of a program participant's travel to and from medical care, employment, childcare, or other eligible essential services facilities. These costs include the following:
a. The cost of a program participant's travel on public transportation; b. If service workers use their own vehicles, mileage allowance for service workers to visit program participants;
c. The cost of purchasing or leasing a vehicle for the recipient or subrecipient in which staff transports program participants and/or staff serving program participants, and the cost of gas, insurance, taxes, and maintenance for the vehicle;
Item Number: 7.

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d. The travel costs of recipient or subrecipient staff to accompany or assist program participants to use public transportation.

10. Services for Special Populations: Funds may be used to provide services for homeless youth, victim services, and services for people living with HIV/AIDS, so long as the costs of providing these services are eligible. The term victim services means services that assist program participants who are victims of domestic violence, dating violence, sexual assault, or stalking, including services offered by rape crisis centers and domestic violence shelters, and other organizations with a documented history of effective work concerning domestic violence, dating violence, sexual assault, or stalking.

B.6 REHABILITATION
Eligible costs include labor, materials, tools, and other costs for renovation (including major rehabilitation of an emergency shelter or conversion of a building into an emergency shelter).

B.7 OPERATIONS
Eligible costs are:

1. the costs of maintenance (including minor or routine repairs),

2. rent,

3. security,

4. fuel,

5. equipment,

6. insurance,

7. utilities,

8. food,

9. furnishings,

10. Supplies necessary for the operation of the emergency shelter.

11. Where no appropriate emergency shelter is available for a homeless family or individual, eligible costs may also include a hotel or motel voucher for that family or individual.

Ineligible operating or maintenance costs include:

1. Staff salaries (including fringe benefits) paid under the operating costs category are limited to 10 percent of the grant.
a. Maintenance and security salary costs are not subject to the 10 percent standard.

2. Recruitment or on-going training of staff

3. Depreciation

4. Costs associated with the organization rather than the supportive housing project (advertisements, pamphlets about organization, surveys, etc.)

5. Staff training, entertainment, conferences, or retreats Item Number: 7.

HWSCOC-0000051

6. Public relations or fund raising

7. Bad debts/late fees

8. Mortgage payments
B.8 OTHER EMERGENCY SHELTER REQUIREMENTS

1. Lead-Based Paint Subrecipients will comply with all lead-based paint requirements and maintain documentation. Generally, these provisions require the recipient to screen for, disclose the existence of, and take reasonable precautions regarding the presence of leadbased paint in leased or assisted units constructed prior to 1978. HHAP-funded programs are required to incorporate the Lead-Based Paint Poisoning Prevention Act (42 U.S.C. 4821- 4846), the Residential Lead-Based Paint Hazard Reduction Act of 1992 (42 U.S.C. 4851- 4846), and 24 CFR part 35, subparts A, B, H, J, K, M, and R apply to all shelters assisted under HHAP program and all housing occupied by program participants.

2. Minimum standards for emergency shelters. Any building for which HHAP funds are used for conversion, major rehabilitation, or other renovation, must meet state or local government safety and sanitation standards, as applicable, and the following minimum safety, sanitation, and privacy standards. Any emergency shelter that receives assistance for shelter operations must also meet the following minimum safety, sanitation, and privacy standards. The subrecipient may also establish standards that exceed or add to these standards but at a minimum must include:
a. Structure and materials: The structures must be structurally sound to protect residents from the elements and not pose any threat to the health and safety of the residents.
b. Space and security: Each resident must be provided adequate space and security for themselves and their belongings: Each resident must be provided an acceptable place to sleep.
c. Interior air quality: Each room or space must have a natural or mechanical means of ventilation. The interior air must be free of pollutants at a level that might threaten or harm the health of residents.
d. Water supply: The water supply must be free from contamination. e. Sanitary facilities: Residents must have access to sufficient sanitary facilities that are in proper operating condition, are private, and are adequate for personal cleanliness and the disposal of human waste.
f. Thermal environment: The housing must have any necessary heating/cooling facilities in proper operating condition.
g. Illumination and electricity: The structure must have adequate natural or artificial illumination to permit normal indoor activities and support health and safety.

There must be sufficient electrical sources to permit the safe use of electrical appliances in the structure.
h. Food preparation: All food preparation areas must contain suitable space and equipment to store, prepare, and serve food in a safe and sanitary manner. i. Sanitary conditions: The housing must be maintained in a sanitary condition. j. Fire safety:

Item Number: 7.

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• There must be a second means of exiting the building in the event of fire or other emergency.
• Each unit must include at least one battery-operated or hard-wired smoke detector, in proper working condition, on each occupied level of the unit.

Smoke detectors must be located, to the extent practicable, in a hallway adjacent to a bedroom. If the unit is occupied by hearing impaired persons, smoke detectors must have an alarm system designed for hearing-impaired persons in each bedroom occupied by a hearing-impaired person. • The public areas of all housing must be equipped with a sufficient number, but not less than one for each area, of battery-operated or hard-wired smoke detectors. Public areas include, but are not limited to, laundry rooms, community rooms, day care centers, hallways, stairwells, and other common areas.

Minimum Habitability Standards with Checklist:
https://view.officeapps.live.com/op/view.aspx?src=https%3A%2F%2Ffiles.hudexchange.info% 2Fresources%2Fdocuments%2FESG-Emergency-Shelter-and-Permanent-Housing-StandardsChecklists.docx&wdOrigin=BROWSELINK SUBRECIPEINTS must maintain documentation of the completed checklist (or equivalent documentation) should be placed in a file pertaining to the shelter.

3. Violence Against Women Act (VAWA)
The following requirements apply to emergency shelters:
a. No individual or family may be denied admission to or removed from the emergency shelter on the basis or as a direct result of the fact that the individual or family is or has been a victim of domestic violence, dating violence, sexual assault, or stalking, if the individual or family otherwise qualifies for admission or occupancy. b. The terms "affiliated individual,” "dating violence,” "domestic violence,” "sexual assault," and "stalking" are defined in 24 CFR 5.2003.

4. Prohibition against involuntary family separation The age and gender of a child under age 18 cannot be used as a basis for denying any family's admission to emergency shelter.

All shelters funded with federally-originated dollars must adhere to this rule.

5. Safety and Security Subrecipients should have policies and procedures in place which address providing a safe environment for emergency shelter staff and participants.

Policies and procedures may vary depending on the location and population being served.

6. Minimum Period of Use Where the subrecipient uses HHAP funds solely for essential services or shelter operations, the subrecipient must provide services or shelter to homeless individuals and families at least for the period during which the HHAP funds are provided.

The subrecipient does not need to limit these services or shelter to a particular site or structure, so long as the site or structure serves the same type of persons originally served with the assistance(e.g., families with children, unaccompanied youth, disabled individuals, or victims of domestic violence)or serves homeless persons in the same area where the subrecipient originally provided the services or shelter.

Item Number: 7.

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7. Length of Stay HHAP subrecipients must also reassess emergency shelter participants on an ongoing basis, to determine the earliest possible time that a participant can be discharged to permanent housing. Program participants can remain in the emergency shelter for up to 6 months. Subrecipients will discharge participants when they have reached the end of the stay.

SUBRECIPIENTS will coordinate with Coordinated Entry to determine whether there are other options for housing available. Every effort should be made to prevent discharging participants to the street or other unsheltered location.

Emergency Shelter workflow in HMIS:

1. Complete enrollment (project start date & demographics)

2. Complete Household (Family ID)

3. HUD Entry Assessment

4. Annual Assessment (if applicable)

5. HUD Exit Assessment/Program Dismissal
B.9 FILE CHECKLIST
The basis of all determinations (eligibility, assistance needed, assistance provided, etc.) must be supported by the evidence documented in the case file. Minimum Documentation should include but is not limited to:

1. Proof of eligibility - Documentation of Homelessness, must follow HUD’s prioritization of documentation of homelessness and 24 CFR 576.500.

2. Program Intake Documents including:
a. HMIS Release of Information,
b. Notice of Privacy Practices,
c. Participant grievance,
d. Participant consent form,
e. Release of Information if applicable,
f. Other subrecipient documentation

3. Identification – if participant does not have ID it should not prevent them from entering the shelter. The case plan may focus on assisting participants with obtaining their ID if it will be needed for housing, employment, benefits, etc.

4. Assessment

5. Case plans – should be focused on housing and addressing barriers to housing.

6. Case notes – should be focused on tasks related to participant plan and participant obtaining housing.

7. Any back-up documentation for services provided to participant. For example, if a participant was provided a bus pass to travel to employment, a copy of that bus pass should be in the participant file.

Item Number: 7.

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8. Copies of any documentation provided to the participant. For example, if a participant is given a warning letter for behavioral issues, a copy of that letter should be in the participant file.

9. Participant grievance, if applicable

10. Discharge/Termination forms used by agency
B.10 HOMELESS MANAGEMENT INFORMATION SYSTEM
All Emergency Shelter programs are required to enter participants in to HMIS at first contact per the HHAP and CoC Interim Rule (24 CFR 576 and 578). This helps to ensure coordination between service providers through the Coordinated Entry System (CES) while avoiding duplication of services and participant data and provides an opportunity to document homelessness.

Projects funded under HHAP where the subrecipient is a victim services provider may not enter client-level data into an HMIS; instead, they must use a comparable database to collect client-level data over time and generate unduplicated aggregate reports based on that data.

A. SUBRECIPIENT agrees to participate in the Homeless Management Information System (HMIS).

1. Participation is defined by HMIS training attendance, complying with Riverside County HMIS security policies and procedures, data collection, and entering required client data on a regular and timely basis.

2. COUNTY retains the rights to the HMIS and case management software application used in the operations of this property. COUNTY will grant SUBRECIPIENT access to use the HMIS software for the term of this Agreement.

SUBRECIPIENT shall ensure that employees using HMIS for client intake capture all required data fields, as set forth in the County of Riverside Continuum of Care HMIS Charter, which is located on the County of Riverside CoC website: https://rivcohws.org/sites/g/files/aldnop131/files/2023-05/county-of-riversidecoc-hmis- charter-rev-12-07-22_0.pdf

3. SUBRECIPIENT must maintain a valid HMIS End User Agreement on file with County which is located on the County of Riverside CoC website:
https://rivcohhpws.org/sites/g/files/aldnop131/files/cocdocumnets/HMIS/County%20of %20Riverside%20CoC%20HMIS%20Participating%20Agency%20Agreement%20%20 Re vised%209-10-2020%20(1).pdf

4. SUBRECIPIENT agrees to provide BCSH access to HMIS data collected and entered into the SUBRECIPIENT’S HMIS, upon request, and to participate in any statewide data initiative as directed by BCSH, including, but not limited to, a statewide data integration environment.

B. Emergency Shelter workflow in HMIS:

1. Complete enrollment (project start date & demographics)

2. Complete Household (Family ID)

3. HUD Entry Assessment
Item Number: 7.

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4. Annual Assessment (if applicable)

5. HUD Exit Assessment/Program Dismissal
B.11 COORDINATED ENTRY SYSTEM

1. Participation is defined by CES training attendance, complying with Riverside County CES Policies and Procedures, data collection, valid user agreements, and entering required client data on a regular and timely basis. The Riverside County CES Policies and Procedures may be located on the following website:
https://rivcohhpws.org/sites/g/files/aldnop131/files/cocdocumnets/CES%20Policies%20 and%20Procedures%20Amended%205_20_2021.pdf

2. SUBRECIPIENT shall work with the CES Lead Agency to ensure that screening, assessment and referral of program participants are consistent with the Riverside County CES Policies and Procedures.

3. SUBRECIPIENT agrees to work with the CES Lead Agency and coordinate delivery of services (e.g. street outreach, housing navigation, case management, landlord incentive programs, and all other supportive services and housing assistance) to support inquiries received through the CES HomeConnect Hotline and by name list.

4. SUBRECIPIENT agrees to participate in the CES HomeConnect Navigation Council Review Meetings facilitated by the CES Lead Agency.

5. SUBRECIPIENT shall utilize the Vulnerability Index – Service Prioritization Decision Assistance Tool (VI-SPDAT) to screen individuals with high barriers to help them gain access to housing services through the CES.

6. SUBRECIPIENT agrees to provide BCSH access to CES data collected and entered into the SUBRECIPIENT’S HMIS, upon request, and to participate in any statewide data initiative as directed by BCSH, including, but not limited to, a statewide data integration environment.

7. SUBRECIPIENT agrees to participate in and accept referrals from the Continuum of Care’s Coordinated Entry System (CES).

B.12 REPORTING REQUIREMENTS
A. SUBRECIPIENT shall follow all HMIS requirements to ensure that complete and accurate data are in HMIS on an ongoing basis unless exempted for special population such as victims of domestic violence and, upon request from HWS CoC staff, submit information on time to HWS CoC to ensure that HWS CoC staff has complete and accurate information to conduct any kind of reporting including annual reports to BCSH.

B. Information needed for reporting purposes include but are not limited to the followings.

Subrecipient is required to have such information on HMIS and, as needed, establish internal mechanism(s) to ensure that information listed below is tracked on an ongoing basis and available at all times during the contract term and record retention period.

Item Number: 7.

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1. An ongoing tracking of the specific uses and expenditures of any program funds broken out by eligible uses listed, including the current status of those funds.

2. The unduplicated number of homeless individuals served by the program funds in that year, and a total number served in all years of the program, as well as the homeless population served.

3. The type of housing assistance provided, broken out by the number of individuals.

4. Outcome data for individual served through program funds, including the type of housing that an individual exited to, the percent of successful housing exits, and exit types for unsuccessful housing exits.

5. Number of Instances of Service.

6. Increases in capacity for new and existing programs.

7. The number of unsheltered homeless individuals becoming sheltered.

8. The number of homeless persons entering permanent housing.

C. Breakdowns will be expected for each activity (i.e. services, capital improvements, Rental Assistance, etc.) and program type (i.e. Emergency Shelter, rapid re-housing, outreach, etc.) for the supplemental reporting requirements listed above, when applicable. The same information will also be requested specifically for the following subpopulations, based on priorities identified by the U.S. Department of Housing and Urban Development (HUD):

1. Chronically Homeless

2. Homeless veterans

3. Unaccompanied Homeless Youth

4. Homeless persons in families with children
D. SUBRECIPIENT will also be asked to comment on the following:

1. Progress made toward local homelessness goals.

2. The alignment between HHAP funding priorities and “Housing First” principles adopted by the Homeless Coordinating and Financing Council.

3. Any other effects from HHAP funding that the COUNTY would like to share (optional).

Item Number: 7.

ATTACHMENT I

MONTHLY PERFORMANCE REPORT
Monthly Performance Report
for the month of , 20
(due on the 10
th business day after the above stated month)
Organization Name: Project Name: Contact Person: Position: Email: Phone Number: Project Start Date: Project End Date: Total Award Amount: Part 1: Program Performance (Please attach support documentation such as data/reports from HMIS or comparable database for DV projects) Measures per Contract Contract Total Accumulated Actual Actual % of Goal # of Units / Households served Minimum 60 %
# of Beds / Persons served Minimum 80 %
% Persons achieved housing stability Minimum 90% %
% Persons exited back into homelessness Maximum 10% %
Mainstream benefit attainment Minimum 80% %
Increase in income/employment Minimum 30% %
Part 2: Fiscal Performance
Budget Categories Contract Total Accumulated Actual Actual % of Goal Leasing $ $ %
Rental Assistance $ $ %
Supportive Services $ $ %
Operating Costs $ $ %
HMIS $ $ %
Administrative Costs (Subrecipient) $ $ %
Subrecipient Total $ $ %
Part 3: Challenges: • Part 4: Request for Training / Technical Assistance • Part 5: Comments / Remarks
•
Item Number: 7.

ATTACHMENT II
Privacy and Security Standards
I. PHYSICAL SECURITY
The Contractor shall ensure Pll is used and stored in an area that is physically safe from access by unauthorized persons at all times. The Contractor agrees to safeguard Pll from loss, theft, or inadvertent disclosure and, therefore, agrees to:

A. Secure all areas of the Contractor facilities where staff assist in the administration of their program and use, disclose, or store Pll.

B. These areas shall be restricted to only allow access to authorized individuals by using one or more of the following:

1. Properly coded key cards

2. Authorized door keys

3. Official identification
C. Issue identification badges to Contractor staff.

D. Require Contractor staff to wear these badges where Pll is used, disclosed, or stored.

E. Ensure each physical location, where PII is used, disclosed, or stored, has procedures and controls that ensure an individual who is terminated from access to the facility is promptly escorted from the facility by an authorized employee and access is revoked.

F. Ensure there are security guards or a monitored alarm system at all times at the Contractor facilities and leased facilities where five hundred (500) or more individually identifiable PII records are used, disclosed, or stored. Video surveillance systems are recommended.

G. Ensure data centers with servers, data storage devices, and/or critical network infrastructure involved in the use, storage, and/or processing of PII have perimeter security and physical access controls that limit access to only authorized staff. Visitors to the data center area must be escorted at all times by authorized staff.

H. Store paper records with PII in locked spaces, such as locked file cabinets, locked file rooms, locked desks, or locked offices in facilities which are multi-use meaning that there are County and non-County functions in one building in work areas that are not securely segregated from each other. It is recommended that all PII be locked up when unattended at any time, not just within multi-use facilities.

I. Use all reasonable measures to prevent non-authorized personnel and visitors from having access to, control of, or viewing PII.

II. TECHNICAL SECURITY CONTROLS
A. Workstation/Laptop Encryption. All workstations and laptops, which use, store and/or process PII, must be encrypted using a FIPS 140-2 certified algorithm 128 bit or higher, such as Advanced Encryption Standard (AES). The encryption solution must be full disk. It is encouraged, when available and when feasible, that the encryption be 256 bit.

B. Server Security. Servers containing unencrypted PII must have sufficient administrative, physical, and technical controls in place to protect that data, based upon a risk Item Number: 7.

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assessment/system security review. It is recommended to follow the guidelines documented in the latest revision of the National Institute of Standards and Technology (NIST) Special Publication (SP) 800-53, Security and Privacy Controls for Federal Information Systems and Organizations.

C. Minimum Necessary. Only the minimum necessary amount of PII required to perform required business functions may be accessed, copied, downloaded, or exported.

D. Mobile Device and Removable Media. All electronic files, which contain PII data, must be encrypted when stored on any mobile device or removable media (i.e. USB drives, CD/DVD, smartphones, tablets, backup tapes etc.). Encryption must be a FIPS 140-2 certified algorithm 128 bit or higher, such as AES. It is encouraged, when available and when feasible, that the encryption be 256 bit.

E. Antivirus Software. All workstations, laptops and other systems, which process and/or store PII, must install and actively use an antivirus software solution. Antivirus software should have automatic updates for definitions scheduled at least daily.

F. Patch Management.

1. All workstations, laptops and other systems, which process and/or store PII, must have critical security patches applied, with system reboot if necessary.

2. There must be a documented patch management process that determines installation timeframe based on risk assessment and vendor recommendations.

3. At a maximum, all applicable patches deemed as critical must be installed within thirty (30) days of vendor release. It is recommended that critical patches which are high risk be installed within seven (7) days.

4. Applications and systems that cannot be patched within this time frame, due to significant operational reasons, must have compensatory controls implemented to minimize risk.

G. User IDs and Password Controls.

1. All users must be issued a unique username for accessing PII.

2. Username must be promptly disabled, deleted, or the password changed upon the transfer or termination of an employee within twenty- four (24) hours. Note: Twenty-four (24) hours is defined as one (1) working day.

3. Passwords are not to be shared.

4. Passwords must be at least eight (8) characters.

5. Passwords must be a non-dictionary word.

6. Passwords must not be stored in readable format on the computer or server.

7. Passwords must be changed every ninety (90) days or less. It is recommended that passwords be required to be changed every sixty (60) days or less.

8. Passwords must be changed if revealed or compromised.

9. Passwords must be composed of characters from at least three (3) of the following four (4) groups from the standard keyboard:
a. Upper case letters (A-Z)
b. Lower case letters (a-z)
c. Arabic numerals (0-9)
d. Special characters (!,@,#, etc.)
H. Data Destruction. When no longer needed, all PII must be cleared, purged, or destroyed consistent with NIST SP 800-88, Guidelines for Media Sanitization, such that the PII cannot Item Number: 7.

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be retrieved.

I. System Timeout. The systems providing access to PII must provide an automatic timeout, requiring re-authentication of the user session after no more than twenty (20) minutes of inactivity.

J. Warning Banners. The systems providing access to PII must display a warning banner stating, at a minimum:

1. Data is confidential;

2. Systems are logged;

3. System use is for business purposes only, by authorized users; and

4. Users shall log off the system immediately if they do not agree with these requirements.

K. System Logging.

1. The systems which provide access to PII must maintain an automated audit trail that can identify the user or system process which initiates a request for PII, or alters PII.

2. The audit trail shall:
a. Be date and time stamped;
b. Log both successful and failed accesses;
c. Be read-access only; and
d. Be restricted to authorized users.

3. If PII is stored in a database, database logging functionality shall be enabled.

4. Audit trail data shall be archived for at least three (3) years from the occurrence.

L. Access Controls. The system providing access to PII shall use role-based access controls for all user authentications, enforcing the principle of least privilege.

M. Transmission Encryption.

1. All data transmissions of PII outside of a secure internal network must be encrypted using a Federal Information Processing Standard (FIPS) 140-2 certified algorithm that is 128 bit or higher, such as Advanced Encryption Standard (AES) or Transport Layer Security (TLS). It is encouraged, when available and when feasible, that 256 bit encryption be used.

2. Encryption can be end to end at the network level, or the data files containing PII can be encrypted.

3. This requirement pertains to any type of PII in motion such as website access, file transfer, and email.

N. Intrusion Prevention. All systems involved in accessing, storing, transporting, and protecting PII, which are accessible through the Internet, must be protected by an intrusion detection and prevention solution.

III. AUDIT CONTROLS
A. System Security Review.

1. The Contractor must ensure audit control mechanisms are in place.

2. All systems processing and/or storing PII must have at least an annual system risk assessment/security review that ensures administrative, physical, and technical controls are functioning effectively and provide an adequate level of protection.

3. Reviews should include vulnerability scanning tools.

B. Log Reviews. All systems processing and/or storing PII must have a process or automated procedure in place to review system logs for unauthorized access.

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C. Change Control. All systems processing and/or storing PII must have a documented change control process that ensures separation of duties and protects the confidentiality, integrity and availability of data.

IV. BUSINESS CONTINUITY / DISASTER RECOVERY CONTROLS
A. Emergency Mode Operation Plan. The Contractor must establish a documented plan to enable continuation of critical business processes and protection of the security of PII kept in an electronic format in the event of an emergency. Emergency means any circumstance or situation that causes normal computer operations to become unavailable for use in performing the work required under this Agreement for more than twenty-four (24) hours.

B. Data Centers. Data centers with servers, data storage devices, and critical network infrastructure involved in the use, storage and/or processing of PII, must include environmental protection such as cooling, power, and fire prevention, detection, and suppression.

C. Data Backup and Recovery Plan.

1. The Contractor shall have established documented procedures to backup PII to maintain retrievable exact copies of PII.

2. The documented backup procedures shall contain a schedule which includes incremental and full backups.

3. The procedures shall include storing backups offsite.

4. The procedures shall ensure an inventory of backup media.

5. The Contractor shall have established documented procedures to recover PII data.

6. The documented recovery procedures shall include an estimate of the amount of time needed to restore the PII data.

V. PAPER DOCUMENT CONTROLS
A. Supervision of Data. The PII in paper form shall not be left unattended at any time, unless it is locked in a file cabinet, file room, desk or office. Unattended means that information may be observed by an individual not authorized to access the information.

B. Data in Vehicles. The Contractor shall have policies that include, based on applicable risk factors, a description of the circumstances under which staff can transport PII, as well as the physical security requirements during transport. A Contractor that chooses to permit its staff to leave records unattended in vehicles must include provisions in its policies to ensure the PII is stored in a non-visible area such as a trunk, that the vehicle is locked, and under no circumstances permit PII be left unattended in a vehicle overnight or for other extended periods of time.

C. Public Modes of Transportation. The PII in paper form shall not be left unattended at any time in airplanes, buses, trains, etc., including baggage areas. This should be included in training due to the nature of the risk.

D. Escorting Visitors. Visitors to areas where PII is contained shall be escorted, and PII shall be kept out of sight while visitors are in the area.

E. Confidential Destruction. PII must be disposed of through confidential means, such as cross cut shredding or pulverizing.

F. Removal of Data. The PII must not be removed from the premises except for identified Item Number: 7.

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routine business purposes or with express written permission of the County.

G. Faxing.

1. Faxes containing PII shall not be left unattended and fax machines shall be in secure areas.

2. Faxes shall contain a confidentiality statement notifying persons receiving faxes in error to destroy them and notify the sender.

3. Fax numbers shall be verified with the intended recipient before sending the fax.

H. Mailing.

1. Mailings containing PII shall be sealed and secured from damage or inappropriate viewing of PII to the extent possible.

2. Mailings that include five hundred (500) or more individually identifiable records containing PII in a single package shall be sent using a tracked mailing method that includes verification of delivery and receipt, unless the Contractor obtains prior written permission from the County to use another method.

VI. NOTIFICATION AND INVESTIGATION OF BREACHES AND SECURITY INCIDENTS During the term of this Agreement, the Contractor agrees to implement reasonable systems for the discovery and prompt reporting of any Breach or Security Incident, and to take the following steps:

The Contractor shall immediately notify the County when it discovers that there may have been a breach in security which has or may have resulted in compromise to confidential data. For purposes of this section, immediately is defined as within two hours of discovery. The County contact for such notification is as follows:

Breaches should be referred to:

HWS Privacy Officer
Riverside County Housing and Workforce Solutions
3403 Tenth Street, Suite 300
Riverside, CA 92501
Item Number: 7.

ATTACHMENT III
Assurance of Compliance

ASSURANCE OF COMPLIANCE WITH THE RIVERSIDE COUNTY

HOUSING AND WORKFORCE SOLUTIONS DEPARTMENT

NONDISCRIMINATION IN STATE AND FEDERALLY ASSISTED PROGRAMS City of Desert Hot Springs

ORGANIZATION
HEREBY AGREES THAT it will comply with Title VI and VII of the Civil Rights Act of 1964 as amended; Section 504 of the Rehabilitation Act of 1973 as amended; the Age Discrimination Act of 1975 as amended; the Food Stamp Act of 1977, as amended and in particular section 272.6; Title II of the Americans with Disabilities Act of 1990; California Civil Code Section 51 et seq., as amended; California Government Code section 11135- 11139.5, as amended; California Government Code section 12940 €, (h) (1), (i), and (j); California Government Code section 4450; Title 22, California Code of Regulations section 98000 – 98413; Title 24 of the California Code of Regulations, Section 31€(e); the Dymally-Alatorre Bilingual Services Act (California Government Code Section 7290-7299.8); Section 1808 of the Removal of Barriers to Interethnic Adoption Act of 1996; the Fair Employment and Housing Act (Government Code section 12990 (a-f) et seq.) and the applicable regulations promulgated thereunder (California Code Regulations, Title 2, section 7285 et seq.; the Fair Employment and Housing Commission regulations implementing Government Code section 12990 (a-f), set forth in Chapter 5 of Division 4 of Title 2 of the California Code of Regulations; and other applicable federal and state laws, as well as their implementing regulations [including 45 Code of Federal Regulations (CFR) Parts 80, 84, and 91, 7 CFR Part 15, and 28 CFR Part 42], by ensuring that employment practices and the administration of public assistance and social services programs are nondiscriminatory, to the effect that no person shall because of ethnic group identification, age (over 40), sex (gender), sexual orientation, gender identity, gender expression, race, color, ancestry, pregnancy, disability (mental or physical including HIV and AIDS), medical condition (cancer/genetic characteristics), national origin (including language use restrictions), marital status, military and veteran status, religion, religious creed or political belief be excluded from participation in or be denied the benefits of, or be otherwise subject to discrimination under any program or activity receiving federal or state financial assistance; and HEREBY GIVE ASSURANCE THAT it will immediately take any measures necessary to effectuate this Agreement.

THIS ASSURANCE is given in consideration of and for the purpose of obtaining any and all federal and state assistance; and THE VENDOR/RECIPIENT HEREBY GIVES ASSURANCE THAT administrative methods/ procedures which have the effect of subjecting individuals to discrimination or defeating the objectives of the California Homeless Coordinating and Financing Council in the Business, Consumer Services and Housing Agency (BCSH), will be prohibited.

BY ACCEPTING THIS ASSURANCE, the vendor/recipient agrees to compile data, maintain records and submit reports as required, to permit effective enforcement of the aforementioned laws, rules and regulations and permit authorized CDSS and/or federal government personnel, during normal working hours, to review such records, books and accounts as needed to ascertain compliance. If there are any violations of this assurance, BCSH shall have the right to invoke fiscal sanctions or other legal remedies in accordance with Welfare and Institutions Code section 10605, or Government Code section 11135-11139.5, or any other laws, or the issue may be referred to the appropriate federal agency for further compliance action and enforcement of this assurance.

THIS ASSURANCE is binding on the vendor/recipient directly or through contract, license, or other provider services, as long as it receives federal or state assistance. _______________________________ ______________________________ Date Subrecipient’s Authorized Signature
11999 Palm Drive
Desert Hot Springs, CA 92240
_______________________________
Address of Vendor/Recipient
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(08/13/01) CR50-Vendor Assurance of Compliance

ATTACHMENT IV
Subrecipient Payment Request Form 2076A
Item Number: 7.

ATTACHMENT V
HHAP Supporting Documentation Instructions

SUPPORTING DOCUMENTATION REQUIREMENTS

GENERAL GUIDELINES
❖ Claims must be submitted in an organized format.
❖ All required summary worksheets and backup documentation must be included, must match the amounts requested, and must be clear and legible. ❖ Do not include irrelevant documentation that is not from costs being claimed.

For example, large phone bills should include only the relevant pages to document costs being claimed.
❖ Any claims difficult to review due to organization or backup documentation issues will be rejected.
❖ All claims must be in accordance with the terms and conditions of your contract.

FISCAL YEAR-END (JUNE 30)
❖ The County’s fiscal-year end is June 30 of each calendar year. The County’s ACO (Auditor-Controller’s Office) has an early cutoff to process invoices at yearend. To be processed and paid in the month of June, all claims must be received by June 6.
*If June 6 falls on a weekend, the deadline is the prior Friday (June 4 or 5). ❖ Claims received after June 6 will still be paid. However, payment will be delayed until after June 30.
❖ Claims at year-end must still follow the same general guidelines. *Estimates are not allowed unless specifically authorized by our fiscal team.

PERSONALLY IDENTIFIABLE INFORMATION (PII)
❖ All PII of program participants must be redacted, including:
❖ Name, Date of birth, Social Security Number, Driver’s License Number ❖ Instead of the client’s name, use their HMIS Client ID as their identifier on spreadsheets and documentation sent with claims.

FORMS / SUMMARY WORKSHEETS – Required with each claim.

Spreadsheets must be provided in Excel format.
❖ SIGNED/DATED Payment Request Form (current version of Form 3106 or Form 2076A, depending on the grant)
❖ Staffing Detail Worksheet
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❖ Rental Assistance Summary Worksheet, if applicable
❖ Summary Worksheet for other expenses
LEASING / RENTAL ASSISTANCE – Required at time of client move-in and with any changes or (if applicable) annual recertification. ❖ Lease agreement
❖ Rent reasonableness, if required by the grant
❖ Rent calculation, if required by the grant
LEASING / RENTAL ASSISTANCE – Required with each claim. ❖ Invoice or documentation of rent amount and due date
❖ Proof of payment (cancelled check or check stub)
STAFF / PAYROLL – Required with each claim.
❖ Time and Activity Report – Submit a separate time and activity report for each pay period with only the days from that pay period (not the entire month unless the employee is paid monthly).
❖ Include Pay Stub or Payroll Report
❖ All documentation must match with employee timesheet/timecard. *timesheet/timecard is not a substitute for the time and activity report STAFF – INSURANCE (Workers Comp, Health/Dental, etc.) – Required if reimbursement or match is being requested for insurance. ❖ Copy of the policy with rate by employee – Required with first claim and with any changes.
❖ Invoice and proof of payment (cancelled check or check stub)

OTHER EXPENSES
❖ Invoice/receipt including date and explanation of expense explanation of charges. ▪ Proof of payment of the credit card statement (cancelled check or check stub)
❖ Vehicle/mileage costs (including insurance) – Documentation must be provided that connects the vehicle or driver to the specific grant/contract.

PROOF OF PAYMENT - CREDIT CARD PAYMENTS
❖ Credit card statement with relevant charge(s) highlighted ▪ Proof of payment of the credit card statement (cancelled check or check stub)
Item Number: 7.

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ATTACHMENT VI
HMIS Participating Agency Agreement
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ATTACHMENT VII
HHAP Time/Activity Report

Item Number: 7.

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ATTACHMENT VIII
Standard Agreement No. 22-HHAP-10013
Standard Agreement No. 22-HHAP-20013
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SR-24-042
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: February 20, 2024
Department: Public Works
Prepared by: Nicholas Haecker, Public Works Director
Subject: Notice of Completion: Little Morongo Road Repair Project (City Project #2007)
RECOMMENDATION:

Approve the work, accept the project, and direct the City Manager to file the Notice of Completion for the Little Morongo Road Repair Project, City Project #2007.

BACKGROUND:

On August 20, 2023, Tropical Storm Hilary hit the Coachella Valley, and the City of Desert Hot Springs suffered major impacts. Extensive rain in the Mission Creek Watershed created substantial amounts of flood water, mud, and debris running down the Mission Creek. It was calculated that Mission Creek received rainfall equivalent to a 1,000 year storm event. The floods through Mission Creek began in the mountains to the north and flowed south through Desert Hot Springs, violently damaging everything in its pathway. At the end of the event and during inspections it was determined that the floods damaged one bridge, and completely damaged and washed out three major arterials in the City of Desert Hot Springs. The floods also damaged and flooded many properties across the Coachella Valley and even caused complete closure of Interstate 10 in both directions.

Approximately 730 feet of the Little Morongo Road low-water crossing at Mission Creek was destroyed and completely washed out. Mission Creeks original depth and width size has increased, making the creek deeper and wider than it previously was. This roadway is half within City of Desert Hot Springs Limits and half within Riverside County. The City and Riverside County have coordinated with the design and construction. The City of Desert Hot Springs took the lead and Riverside County will reimburse 50 percent of the expenses.

Our engineers determined that a low-water crossing that was previously there could function properly with some upgrades. The scope of work includes the construction of a new low-water crossing with a concrete top with buried concrete cutoff walls that will prevent future roadway damage and erosion from storm events and flooding.

On November 7, 2023, City Council approved Staff’s recommendation to award the construction contract agreement to the lowest responsible bidder, KEC Engineering, for the Little Morongo Road Repair Project #2007 in an amount not to exceed $1,148,740.00 and a total budget of $1,457,152.40.

Item Number: 8.

SR-24-042
On January 16, 2024, City Council approved Staff’s recommendation to authorize the City Manager to develop, finalize, and execute a loan agreement between the City of Riverside County Transportation Commission for a loan amount of up to $7,500,000.00, for road repairs due to the storm damage.

The Federal Highway Administration (FHWA) and the California Department of Transportation (Caltrans), under delegated authority from FHWA, administer Emergency Relief (ER) funds as authorized by Congress to repair and reconstruct federal-aid routes that have suffered serious damage as a direct result of a declared event such as Tropical Storm Hilary.

The City is seeking reimbursement from FHWA for these expenses, but the availability of funds can occur between 1 to 4 years, therefore the objective of the loan was to ensure the City's emergency repair needs were met while balancing its related cash flow.

DISCUSSION:

On January 22nd, 2024, KEC Engineering completed construction of the Little Morongo Road Repair Project, City Project #2007. The project was completed 8 weeks ahead of schedule.

The project had change orders approved for various changes that were necessary during construction such as a 75 lineal feet extension in the concrete roadway and slopped headwalls for added strength and stability at the water crossing. This extension resulted in additional quantities of concrete, base material, and rebar. Below is the summary of the original contract and change orders, details of the change orders are shown in Exhibit 1.

Original Contract Amount = $1,148,740.00
Change Orders = $565,016.31
Contract Total with Change Order = $1,713,756.31
Note: FHWA approved reimbursement amount = $2,404,218.00 The work has been inspected and approved by the inspector and the City’s Engineering Division. The next step is for the City to record a Notice of Completion for the project.

FISCAL IMPACT:

This project includes KEC Engineering construction contract for $1,148,740.00 and additional construction cost for as-needed material testing, inspection services, and design services for a total of $1,219,197.64.

Funding and funding sources for this project are as follows:
•ARPA Funds: $213,756.31
•RCTC Loan (Engineering): $34,699.65
•RCTC Loan (Construction): $1,465,300.35
There is no fiscal impact for filing the Notice of Completion.

ATTACHMENTS:
1) KEC - Little Morongo Road Repair Project 2007 - Invoice and Change Order Summary 2) Notice of Completion - KEC engineering - Little Morongo Road Repair Project 2007 - 2-20-24 Item Number: 8.

SR-24-042
3) Little Morongo Storm Damage Repair Project Pictures
Item Number: 8.

Little Morongo Rd 2/1/2024
KEC Engineering $1,148,740.00
Invoice Date Total
1 12/31/2024 $ 1,137,577.99
2 1/31/2024 $ 490,490.50
INVOICE TOTALS $ 1,628,068.49
Change Orders Date Total
Bid Item 7 Aggregate Base Quantity - 700 TONS increased to 768 actual TONS per weight tickets @ $105/ton $ 7,140.00 Bid Item 8 Asphalt Pavement Quantities - 550 Tons increased to 613 actual TONS per weight tickets @ $245/ton $ 15,435.00 Bid Item 9 7" Concrete Pavement and Cutoff Walls - 350 CY increased to 627 actrual CY per weight tickets @$1,250/CY $ 346,250.00 801 MDB pothole 16" waterline - Extra work needed to locate existing waterline and detemrine if in conflict with construction $ 6,448.14 802 PCC Concrete change 3250 to 4000 psi - Cost difference AB 219 fee for concrete drivers $ 17,746.50 802.1 PCC Concrete change 3250 to 4000 psi - Cost difference AB 219 fee for concrete drivers - for additonal concrete $ 5,176.27 803 PCC Concrete slope changes made due to required Protect-In-Place of existing waterline and power pole $ 11,175.24 804 Temporary Water Diversion - Extra work needed to install temporary water diversion from construction areas $ 9,901.34 804.1 Temporary Water Diversion - Extra work needed to install temporary water diversion from construction areas $ 2,122.69 805 Separation and handling of rock greater than 18inch $ 19,493.14 806 Grading additonal 75 feet of PCC road and slopes to extend PCC $ 49,995.00 806.1 Drill and Dowel into PCC for additonal 75 LF PCC road and slopes $ 989.15 807 PCC Reinforcing (250 LF and additonal 75 LF) $ 41,923.59 808 Shoulder Grading and Street Sweeping $ 11,432.37
809 Rain event Clean-up $ 2,715.84
810 Remove and Replace 37 LF of deteriorated AC Apvement at southern tie in $ 17,072.04 CHANGE ORDER TOTAL $ 565,016.31
GRAND TOTAL $ 1,713,756.31

Item Number: 8.

RECORDING REQUESTED BY
AND WHEN RECORDED MAIL TO:

City Clerk
City of Desert Hot Springs
11999 Pierson Boulevard
Desert Hot Springs, CA 92240
SPACE ABOVE THIS LINE FOR RECORDER’S USE ONLY

NOTICE OF COMPLETION
Notice is hereby given that:

1. The undersigned is owner or corporate officer of the owner of the interest or estate stated below in the property hereinafter described:

2. The full name of the owner is The City of Desert Hot Springs.

3. The full address of the owner is 11999 Pierson Boulevard Desert Hot Springs, CA, 92240.

4. The nature of the interest or estate of the owner is in fee and easements.

5. The full names and full addresses of all persons, if any, who hold title with the undersigned as joint tenants or as tenants in common, are: None.

6. A work of improvement on the property hereinafter described was completed on 1/26/2024 The work done was: Little Morongo Repair Project, City Project No. 2007

7. The name of the contractor for such work of improvement was KEC Engineering Date of Contract: 11/7/2023

8. The property on which said work of improvements were completed is in the City of Desert Hot Springs, County of Riverside, State of California, and is described as follows: Within the rights of ways of City Streets. ______________________________________________ Dated:_____________________ Jerryl Soriano CMC, City Clerk, City of Desert Hot Springs I, the undersigned, am the City Manager of City of Desert Hot Springs, hereby certify that of the foregoing Notice of Completion; I have read said Notice of Completion and know the contents thereof; the same is true to the best of my knowledge. I declare under penalty of perjury that the foregoing is true and correct. ________________________________________________ Dated: ____________________ Frank J. Luckino, MPA, ICMA-CM, City Manager
Item Number: 8.

Little Morongo Storm Damage Repair Project Pictures
City Project #2007
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SR-24-039
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: February 20, 2024
Department: Police Department
Prepared by: Jim Henson, Police Chief
Subject: Police Department 2023 Annual Management Report RECOMMENDATION:

Receive and file.

ATTACHMENTS:

DHSPD Annual Management Report 2023
Item Number: 9.

ANNUAL
2023

MANAGEMENT
REPORT
JANUARY 22, 2024

DESERT HOT SPRINGS POLICE DEPARTMENT
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1) PART ONE: CRIME NUMBERS
VIOLENT CRIME:

Violent crime (murder, rape, robbery, aggravated assault) decreased 42% this year compared to FY 2022. There were 2 homicides in FY 2023 compared to 7 in FY 2022. In 2023 aggravated assaults (143) decreased 44% compared to (256) in FY 2022. Rape decreased 35% from 9 in FY 2023 compared to 14 in FY 2022. Robbery decreased 26% from 22 in FY 2023, compared to 30 in FY 2022.

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MURDER:

There were 7 reported murders in Desert Hot Springs for FY 2022. For FY 2023, there were 2 reported murders in Desert Hot Springs with a 71% decrease. Both murders involved gun violence.

MURDER CONTINUED:
2303D-0568 Case Status: OPEN.

On March 6, 2023, at approximately 1452 hours, officers responded to the 13600 block of Verbena Drive reference a shooting that had just occurred. Officers arrived and found a deceased male inside a vehicle with a gunshot wound to the head. Detectives assumed the investigation and are still actively working on the investigation. 2312D-2124 Case Status: OPEN.

On December 17, 2023, at approximately 1903 hours, officers responded to Mission Springs Park, 66750 Park Lane, reference a shooting that had just occurred. Officers located a male victim that had sustained gunshot wounds. He was transported to a local area hospital, where he was later pronounced deceased. Detectives assumed the investigation. The case is currently open and ongoing.

Update: Detectives identified two suspects involved in this case and learned they were living in Las Vegas. On January 16, 2024, detectives went to Las Vegas and with the assistance of Las Vegas Metro Police arrested two suspects. Both suspects have been Item Number: 9.

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charged with murder and are awaiting extradition to California. The investigation is still ongoing and additional arrests are expected.

RAPE:

There were nine rape cases in FY 2023. Four (4) cases remain open, four (4) were closed with arrests, and one (1) was unfounded.

Significant cases: 2301D-5913
1) In January 2023, Detectives began working a case with a juvenile victim who alleged the suspect raped her and forced her to perform oral copulation for several years between the ages of 7-12. A follow-up was conducted with Ventura County Sheriff’s Department, which showed the suspect had previously been charged with sexual assault on a 15-yearold. Detectives obtained an arrest warrant and arrested the suspect.

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ROBBERY:

There were 22 reported robberies in Desert Hot Springs in FY 2023 compared to 30 in FY 2022 with a 26% decrease in robberies for FY 2023.

Significant case: 2307D-1667

1. On July 13, 2023, patrol officers responded to the 17000 block of Palm Drive for a report of a robbery at a taco truck. Detectives assumed the investigation and identified the suspect who was dropped at the location by a neighboring police agency before robbing the taco truck. Detectives subsequently located and arrested the suspect.

Significant case: 2308D-0095

2. On August 1, 2023, patrol officers responded to a report of an armed robbery with a firearm in the 65900 block of Flora Avenue. Several suspects robbed a group of victims at gunpoint of their cell phones and cash before fleeing the area. Patrol officers located and detained one suspect, recovering some of the stolen property. Detectives responded and identified an additional suspect, authored search warrants, and executed them. The remaining suspects were taken into custody and a firearm was recovered.

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AGGRAVATED ASSAULT:

In FY 2023 there was a 44% decrease in aggravated assaults (143) compared to FY 2022 (256).

Significant case: 2305D-0113

1. On May 2, 2023, patrol officers responded to a report of a domestic violence incident with shots fired. Officers arrived and observed a male subject in front of the residence armed with a rifle. The subject ran inside the residence and barricaded himself inside the residence. Officers entered the residence and rescued two female occupants. RSO Swat was requested, and the suspect eventually surrendered. While clearing the residence, officers located a home-made explosive device as well as other firearms. RSO Bomb squad arrived and confirmed the device was in fact a bomb. The suspect was booked into jail and remains in custody awaiting trial.

Significant case: 2309D-1046

2. On September 9, 2023, patrol officers responded to a report of a home invasion with a victim injured. Officers learned several suspects forced entry to a residence and assaulted the victim with a firearm and beat him causing serious injuries. Detectives responded to the scene and assumed the investigation. Four (4) suspects were identified, located and arrested.

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PROPERTY CRIME:

In FY 2023 there was a 30% decrease in property crime (burglary, larceny, motor vehicle theft), with 683 reported cases of property crime in FY 2022 compared to 478 cases in FY 2023.

Burglary: There was a 26% decrease in burglaries. In 2022, there were 142 reported cases compared to 105 cases in FY 2023.

Larceny: There was a 32% decrease in larceny. In 2022, there were 269 reported cases compared to 182 reported cases in FY 2023.

Motor Vehicle Theft: There was a 30% decrease in motor vehicle theft. In FY 2022 there were 272 reported cases compared to 191cases in FY 2023.

Significant case: 2303D-2209

1. January to March 2023, detectives responded to and worked a series of commercial cannabis burglaries targeting one location in the south area of the city. Detectives authored numerous search warrants, and ultimately located and arrested a subject in the City of Los Angeles. A search warrant was executed, and a substantial amount of stolen cannabis was recovered. A second suspect has also been identified and the case remains active.

Significant case: 2310D-1498

2. On October 13, 2023, patrol officers responded to a commercial cannabis burglary where approximately $20,000 worth of cannabis was stolen by (3) suspects. Detectives assumed the investigation and ultimately identified all 3 suspects. Several search Item Number: 9.

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warrants were executed, and a full auto AR-15 rifle was seized along with the stolen cannabis product. The three (3) suspects were arrested without incident.

OTHER SIGNIFICANT CASES/ARRESTS
In FY 2023, the Detective Bureau handled several high-level complex investigations including but not limited to:

Significant case: 2306D-1245

1. On June 12, 2023, detectives began working a child exploitation case involving a cyber tip reporting an adult male uploading numerous videos depicting the sexual assault of children. Detectives authored numerous search warrants and identified the suspect. With the assistance of the Riverside County Child Exploitation Team (RCCET), a residential search warrant was executed, and the suspect was taken into custody without incident.

Significant case: 2308D-2113

2. In August 2023, officers responded to a report of a sexual assault of an Uber rideshare driver by an unknown male suspect. Detectives assumed the case and identified the suspect. The suspect was taken into custody without incident and booked into jail. After the suspects release officers responded to a similar sexual assault in the same area as the first incident. Detectives were able to identify the same suspect.

Search warrants were executed, and the suspect was taken into custody and booked into jail with no bail. Based on his pattern of assaults, a press release was issued believing the suspect was likely responsible for additional assaults which had been unreported. A third victim contacted detectives and identified the suspect from a sexual assault in February. Additional charges were filed, and the suspect remains in custody with no bail.

Below is a graph summarizing the annual totals FY 2022 and FY 2023 Item Number: 9.

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2) PART TWO: CASE MANAGEMENT
In FY 2023 the Detective Bureau was assigned 343 cases from patrol, compared to 169 cases in FY 2022 for a 103% increase. This increase can be attributed to a training need identified with the Alliance software where cases were not properly forwarded to the Detective Bureau. In FY 2023 the detective bureau completed 340 cases compared to 157 cases in FY 2022 for a 117% increase. The Case Management section of Alliance for the Detective Bureau had 3 cases that still needed to be “Reviewed”. The bureau executed 120 search warrants during FY 2023.

In FY 2023 the detective bureau closed 54 cases with a “no further investigation” disposition, compared to 68 cases in FY 2022 for a 20% decrease. In FY 2023, 50 cases were closed with “no workable leads”, compared to 55 in FY 2022 for a 9% decrease. In FY 2023, 43 cases were referred to the District Attorney’s Office for prosecution, compared to 46 cases in FY 2022 for a 6% decrease. Total dispositions in FY 2023 were 147 cases compared to 169 cases in FY 2022 for a 13% decrease.

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3) PART THREE: NOTIFICATIONS:

NOTIFICATIONS FY 2022 FY 2023
Detective Sergeant Phone Notification 85 83
Detective Call Outs 28 30
Worked in Patrol Capacity 18 10
Assisted Patrol 120 126
4) PART FOUR: PATROL
Current
Year-2023
Prior
Year-2022 % Change
Total Calls for service 41,039 34,430 19%
Officer Initiated 12,960 8,780 47%
Reports Taken 5,111 4,662 9%
Arrests (Patrol/Detective) 1,106 884 25%
Current
Year-2023
Prior
Year-2022 % Change
MAIT call outs 11 11 0%
Traffic accidents 696 692 1%
Traffic accident reports 227 193 17%
Traffic stops 4,042 2,256 79%
Citations 2,451 1,613 52%
There were 11 MAIT call outs in 2023. MAIT is a collateral duty for those officers that have completed extensive training on accident investigation and reconstruction and assigned to the MAIT team. There were 696 traffic accidents, 227 Traffic Accident reports, and 4,042 traffic stops with a total of 2,451 citations. Cpl. McGuire successfully completed the POST Motorcycle Academy. He will be starting his motorcycle field training and is expected to be operating as a solo motorcycle officer in early 2024.

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5) PART FIVE: INSPECTIONS
The following inspections and audits were completed in 2023. • Radio Audit
• Uniform Inspections (continual)
• Patrol Equipment Inspection (continual)
• Taser 7 Inspection
• Axon Body 3 BWC
• Firearms/Less Lethal
• RIPA Monthly Audit
• Property and Evidence Monthly Audit
• Records Division Monthly Audit
6) PART SIX: TRAINING
Department Wide Training:
• February 2023: CPR/First Aid
• February 2023: Court and Temporary Holding Facilities • February, June 2023: Department firearms qualification • August, September, October, November 2023: Perishable Skills Program (PSP) Firearms Training for all Sworn Officers.
• October, November 2023: PSP Use of Force Training for all Sworn Officers. • August, September, October 2023: PSP Driving Training for all Sworn Officers. • June 2023: Annual Pursuit Training and Attestations for all Sworn Officers • August 2023: Axon Taser 7 training for all Sworn Officers. • December 2023: RIPA amendment updates for all Sworn Officers.

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2023 Individual Training Completed:
• Field Training Officer
• Records Redaction
• SB 2
• Identify Theft Investigation
• ICI Core
• Homeless Outreach Officer
• SFST
• Evidence Management
• Radar/Lidar
• Intermediate Traffic Collision Investigation
• Property and Evidence
• Defensive Tactics Instructor
• Sex Registrant
• Interviewing for First Responders
• CAPE
• ICI Homicide
• Red Dot Transition
• Resiliency Training
• Front Line Leadership
• Crisis Intervention
• Emotional Intelligence
• Basic Traffic Collision Investigation
• Advanced Traffic Collision Investigation
• RCB Instructor Course
• Internal Affairs
• ICI Sexual Assault
• Advanced Traffic Stops
• Motorcycle Officer Certification
• School Resource Officer
• School Safety Training
• Tactical Rifle Instructor
• Less Lethal Instructor
• Arrest and Control
• FARO Laser Scanner Training
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• ARIDE
The Department has maintained its POST certification to conduct in-house training in several areas. Being able to conduct this training in-house allows for better flexibility in scheduling and reduces overtime costs. The in-house training courses consisted of:
• Arrest and Control Baton Update
• Domestic Violence Update
• Electronics Weapon
• Electronics Weapon Update
• Firearm (PSP)
• Firearms/ Tactical Rifle
• First Aid/CPR/ AED Refresher
• Less Lethal Weapons
• Traffic Collision Investigation
7) PART SEVEN: RIPA
The Racial and Identity Profiling Act (RIPA) mandates that police departments collect stop data and report that data to the Department of Justice annually. The data collected is based on the officer’s perception of the individual being stopped. The department has acquired an application-based reporting system with built-in controls that ensure accurate reporting and efficiency in data collection. A monthly audit is conducted to ensure that all qualified contacts are documented and submitted to DOJ. There were 5,691qualifying contacts in 2023 that required a RIPA submission.

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8) PART EIGHT: CITIZEN COMPLAINTS
Current
Year-2023
Prior
Year-2022 % Change
Citizen Complaints 26 9 188%
Internal 4 4 0%
Officer Involved Shootings 1 0 100%
Use of Force 29 30 -3%
There were 26 citizen complaint investigations conducted in 2023 resulting in a 188% increase from 2022. In 2023, the police department’s citizen complaint/ commendation form became available on-line through the city’s web page, allowing for an electronic submittal process. This accessibility can explain the increase in citizen complaints as it leads to a higher number of people engaging in the complaint process. The previous process involved submitting paper forms in person. There were 4 internal investigations conducted in 2023.

All complaints are thoroughly investigated, and allegation findings are categorized Sustained, Not Sustained, Unfounded, or Exonerated. Of the 26 complaints received, 21 complaints were determined to be Unfounded, 2 complaints were Exonerated, 2 complaints were Sustained, and 1 complaint is still under investigation. There was 1 officer involved shooting which involved an officer shooting an aggressive dog (also classified as a Use of Force). There were 29 use of force incidents in 2023, resulting in a 3% decrease from 2022. No use of force incidents in 2023 fall within SB1421 guidelines which require disclosure of incidents involving use of force by a peace officer resulting in death or great bodily injury, or discharge of a firearm at a person by a peace officer.

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9) PART NINE: PROPERTY/EVIDENCE DIVISION
Property Room
Prior
Year-2022
Current
Year-2023 % Change
Evidence received 1,938 2,391 23%
Safekeeping 311 482 54%
Found Property 107 128 19%
Total Property 2,576 3,001 16%
Property Disposition
Retained 1,932 2,335 20%
Released to owner 164 177 7%
Sent to lab 36 182 405%
Destroyed 1076 2,190 103%
Total Dispositions 3,208 4,884 52%
Property Types
Firearms 142 116 -18%
Currency 30 33 10%
Narcotics 228 322 41%
Narcotic Types
Meth 99 174 75%
Heroin 7 4-42%
Fentanyl 31 70 125%
Cocaine 14 6-57%
Prescription Meds 34 68 100%
During 2023, Property & Evidence Division completed all required audits per department policy.

These audits were completed each month. The monthly Property & Evidence audits consists of reviewing cases that include currency, firearms, drugs, and randomly pulled cases. All additional random cases that were audited were in their designated location, properly packaged, sealed, and labeled. Any cases where property was released had proper documentation on file.

In November a narcotics destruction was completed. In December we completed our annual gun destruction with LSC Destruction. One hundred and ten (110) guns were purged and destroyed.

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10) PART TEN: RECORDS DIVISION
Citations
Current
Year-2023
Prior
Year-2022 % Change
Traffic 2451 1613 52%
Parking/Municipal 691 315 119%
Alarm 5 24 -79%
Total Citations 3147 1952 61%
Vehicle Releases
DUI 7 13 %
Repo 98 107 %
Total Releases 105 120 %
Vehicle Storage Reports
Evidence 10 16 -38%
Aarco Towing 753 559 35%
Total Storage 763 575 33%
The Records Division consists of a manager, two (2) Record Specialist II and a Part-Time Records Specialist. To improve customer service, the city’s Information Technology staff installed a computer, monitor, and installed the necessary software that allows any employee to log into the city’s Computer Aided Dispatch (CAD) System and take information from the citizens and send directly to dispatch. In addition to taking calls for service, the records division staff is responsible for releasing vehicles, taking any form of payment for services rendered, entering parking, administrative, and alarm citations into the Records Management System (RMS), Department of Justice (DOJ) audits, releasing reports, and ensuring all reports are completed and processed through the District Attorney’s (DA) office and/or the Riverside Superior Court for filing. In 2023, the records staff processed approximately 1,271 reports and delivered them to the DA and courts, and 3,147 citations which includes, traffic, parking, and alarm citations.

In February 2023, our RMS System was separated from Cathedral City Police Department (CCPD) and is now solely on the City of Desert Hot Springs server. The separation of the RMS Systems was successful and helped fix a lot of replication issues that the department had experienced while connected with CCPD. 2023 marks the first full year of crime data reported under the National Incident Based Reporting Systems (NIBRS).

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11) PART ELEVEN: DISPATCH CENTER
The Dispatch Center consists of a manager, ten (10) full time dispatchers and two (2) part time dispatchers. We have three shifts each day, this includes day shift, cover shift and graveyard shift. During both day and graveyard shift we have two dispatchers, and on cover shift one dispatcher. Having a cover shift dispatcher allows for three dispatchers during peak times of the day.

On February 22, 2023, we discontinued dispatch services from the Cathedral City Police Department and began operating our own dispatch center from a new dispatch center located within the police department. At 8:00am the Desert Hot Springs Police Dispatch Center answered its first call for service.

Preparation for the department’s new dispatch center took several years. In January and February 2023, final work was completed by Motorola and Riverside County Public Safety Enterprise Communications (PSEC). Cyrun, the department’s Computer Aided Dispatch and Records Management System that was originally being used to dispatch field personnel at Cathedral City Police Department was disconnected and started working at the new center.

Changes were made to call types and call closures that relate to how Desert Hot Springs handles their calls for service. NextGen 911 provider NGA911 installed their cloud-based Call Handling System, installed circuits, and other technology that allows both emergency and non-emergency calls to be answered. With the opening of the new dispatch center, Desert Hot Springs is the first agency to have the cloud based NextGen 911 system required by the State of California.

Since Desert Hot Springs PD is the first agency to be on the newly designed cloud-based platform, there are successes and challenges that our agency has experienced. Our challenges are specific to the new technology and how it integrates with programs that are already in place and with changes that are required to fit the needs of the city and the community. The successes are that we have been able to serve our community by answering both emergency and nonemergency calls generally within three (3) seconds. From February to December 2023, the dispatch center answered more than 44,000 calls; 15,718 were specific to 911 emergency calls.

The dispatch team received several awards this year. In April the dispatch team joined other dispatch teams from throughout Coachella Valley and were recognized for their dedication and service. In April, Dispatch Manager June Casey received the Big Heart Award from the Rotary Club of Desert Hot Springs. In November, the dispatch team attended the Police Officers and Public Safety (POPS) Award Luncheon and was awarded Dispatch Team of the Year.

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