Fontana City Council
July 23, 2024

CITY OF FONTANA

C A L I F O R N I A

REQUEST FOR PROPOSAL

For

INTERIM HOUSING OPERATOR AND WELLNESS

SERVICES

DE-24-140-SP

SUBMISSION DEADLINE

February 22, 2024
BY 2:00PM

SUBMIT PROPOSAL
TO:

BID MUST BE SUBMITTED ELECTRONICALLY Hard Copies will
NOT be accepted as a viable bid. www.fontanapurchasing.org

Table of Contents
DE-24-140-SP

1.  NOTICE INVITING REQUESTS FOR PROPOSALS ........................................................................................... 2

2.1  BACKGROUND: ...................................................................................................................................... 3

2.2 VENUE OVERVIEW ................................................................................................................................. 3

2.3 PROJECT SUMMARY ............................................................................................................................... 4

2.4 INTERIM HOUSING OPERATOR SERVICES (PHASE I) TABLE ................................................................... 4

2.5 WELLNESS SERVICES (PHASE II) TABLE ................................................................................................... 9

3.  INSTRUCTIONS TO PROPOSERS ................................................................................................................. 11

3.1  PROPOSAL TIMELIME .......................................................................................................................... 11

3.2  PROPOSER’S EXAMINATION ................................................................................................................ 11

3.3  INTERPRETATION OF PROPOSALS AND DOCUMENTS .......................................................................... 11

3.4  NOTICE TO PROPONENTS .................................................................................................................... 11

3.5  LEGAL RESPONSIBILITIES ...................................................................................................................... 11

3.6  DELIVERY AND OPENING OF PROPOSALS ............................................................................................. 12

3.7  WITHDRAWAL OF PROPOSAL ............................................................................................................. 12

3.8  IRREGULAR PROPOSALS ...................................................................................................................... 12

3.9 PROPRIETARY ....................................................................................................................................... 12

3.10 COMPETENCY OF PROPONENT .......................................................................................................... 12

3.11 QUESTIONS AND COMMENTS ............................................................................................................. 13

3.12 CORRESPONDENCE ............................................................................................................................. 13 909‐350‐6605 .............................................................................................................................................. 13

3.13 AWARD OF CONTRACT ........................................................................................................................ 13

3.14 TERM OF CONTRACT ........................................................................................................................... 13

3.15 INSURANCE ......................................................................................................................................... 14

4.  PROPOSAL DOCUMENTS .......................................................................................................................... 15

4.1 PROPOSAL SUBMITTAL INFORMATION ................................................................................................. 15

4.2 EVALUATION AND SELECTION PROCESS ............................................................................................... 15

4.3 PROPOSAL EVALUATION CRITERIA ...................................................................................................... 16

4.3 RESPONSE TO PROPOSAL ...................................................................................................................... 17

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CITY OF FONTANA

1. NOTICE INVITING REQUESTS FOR PROPOSALS

INTERIM HOUSING OPERATOR AND WELLNESS SERVICES
DE-24-140-SP

NOTICE IS HEREBY GIVEN that sealed proposals will be received only by submitting electronically at www.fontanapurchasing.org, for INTERIM HOUSING OPERATOR AND WELLNESS SERVICES, no later than February 22, 2024, 2:00 PM (PST), at which time or thereafter said proposals will be electronically opened. Proposals received after this time will not be able to submit electronically. Hard copies of bids will not be accepted as a viable bid.

The City of Fontana is accepting proposals from qualified firms to provide INTERIM HOUSING OPERATOR AND WELLNESS SERVICES.

Detailed information and the scope of INTERIM HOUSING OPERATOR AND WELLNESS SERVICES may be obtained from www.fontanapurchasing.org. The scope of the INTERIM HOUSING OPERATOR AND WELLNESS SERVICES , proposals forms and contract documents are hereby referred to and incorporated herein and made a part hereof by reference and all qualifications must strictly comply therewith. Late submitted qualifications shall not be considered for review.

The City of Fontana reserves the right to reject any and all pr oposals and to waive minor irregularities, to accept any qual ifications or portion thereof, and to take all proposals under advisement for a period of ninety (90) days.

Any contract entered into pursuant to this notice will incorporate the provisions of the State Labor Code. Labor Code Section 1735 requires that no discrimination be made in the employment of persons because of the race, religious creed, color, national origin, ancestry, physical handicap, medical condition, marital status, or sex of such persons, exce pt as provided in Government Code Section 12940. Compliance with the prevailing rates of wa ges and apprenticeship employment standards established by the State Director of Industrial Relations will be required.

City of Fontana hereby notifies all proposers that it will affirmatively ensure that in any contract entered into pursuant to this advertisement, minority business enterprises will be afforded full opportunity to submit qualifications in response to this invitation and will not be discriminated against on the grounds of race, color, sex, or national origin in consideration for the award.

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CITY OF FONTANA

2. SCOPE OF SERVICES
DE-24-140-SP

2.1 BACKGROUND:

The City of Fontana is located in the San Bernardino County of Southern California. Nestled against the San Bernardino Mountains, Fontana sits at the intersection of two major freeways – Interstates 210 and 10. It is the 2nd largest City in the County, the 21st largest in California, and the 109th largest in the United States.

Fontana is a modern city that offers over 213,000 residents and visitors a wealth of community activities, a thriving local economy, and central access to maj or business centers. The City provides a full range of services for its citizens, including p olice, paramedic, recreation and parks, planning and development, street improvements, lighting, and general administration.

The City of Fontana has identified Homelessness and Homeless Prevention as top priorities.

San Bernardino County’s 2023 Poin t-in-Time Count Report listed Fontana as one of the jurisdictions with the largest number of homeless persons, incr easing by 61% from the previous year. In an effort to respond to this ongoing crisis and align with the City Council’s goals to provide a diverse range of housing types and levels of affordability while addressing homelessness, the City recently acquired a 60-unit hotel that w ill more than triple the City’s available inventory of housing units for the homeless.

2.2 VENUE OVERVIEW

On October 24, 2023, approval was granted by the City Council f or the acquisition of Sure Stay Hotel, located at 17133 Valley Boulevard, to create an interim housing facility. The two- story hotel spans 30,000 square feet on an approximately 1.5-acre parcel, featuring sixty (60) individual suites and a manager’s quarters.

Slated to function as interim housing, it aims to assist the ho meless and those at risk of homelessness. Operating with 24-hour care and monitoring seven days a week, 365 days a year, the center will provide safe shelter, as well as basic needs and social service assistance.

The overarching objective of t his facility is to ready individu als for transition into more independent living arrangements while still benefiting from comprehensive 24-hour services.

The primary goal of the program is to eradicate homelessness wi thin the city and extend support to those individuals facing the greatest need.

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2.3 PROJECT SUMMARY

The City of Fontana is requesting proposals from experienced an d qualified professional organizations for interim housing operator services (“Phase I”) and (2) wellness services for the future Homeless Prevention Resource and Care Center (“Phase II”). Contract period shall be for two (2) years from the date of the award, renewable for thr ee (3) additional one-year increments at the sole discretion of the City.

The chosen organization will be responsible to provide the services necessary to maintain the day-to-day operation of the interim housing, which will generally include a front desk attendant (24 hours per day, 7 days a week), facility maintenance, security, meals and intake coordination, animal kennel and pet care assistance, exits and removals, transportation, and coordination with other service providers to achieve wellness for the individuals being housed at the interim housing building.

In adherence to the RFP, prospective applicants are required to furnish a proposal along with a cost estimate that conforms to the outlined scope. Moreover, organizations expressing interest in the RFP have the option to present one (1) proposal for a selected phase or two (2) distinct proposals, with each specifically addressing Phase I and Phase II. This flexibility has been incorporated to enable the City of Fontana to examine various solutions and assess the options that most closely align with the project's requirements.

Bidders must be able to, at a minimum, provide the services outlined below.

2.4 INTERIM HOUSING OPERATOR SERVICES (PHASE I) TABLE

No. Service Type Description
1 Facility Management  All administrative activities related to operating the interim housing.
 Professional accounting, record keeping, and
reporting.
 Provide documentation as may be necessary to
support grant reimbursements that fund the interim
housing operations.
o Interim Housing Operator (“IHO”) to
provide monthly, quarterly, and annual
reports to the City of Fontana, or to other
organizations as specified by the City,
regarding temporary housing operations
monitoring and outcomes, in a format to be
determined or approved by the City. The
City reserves the right to add reporting
requirements based on data needs or funding
requirements.
 Reporting of the number of individuals served,
ob
jectives and outcomes, number and types of exits
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per month, number of services provided by service
type, length of stay, etc.).
 Volunteer organization and management.
 IT support (City to provide phones, internet, and
security cameras).
 Front attendant for 24 hours per day, 7 days a week;
and
 Other day-to-day administrative functions as needed.
2 Facility Operations and
Maintenance
 Operate and maintain the interim housing, as
described within this RFP, on a 24-hours a day, 7
days a week, year-round basis.
 Create rules, policies, and procedures for guests.
 Collaborate with the City of Fontana to coordinate
referrals and prioritization of intake.
 Conduct daily orientations and promote
programming.
 Storage of Client possessions.
 Create a collaborative interim housing incentive and
sanctions matrix with the City.
 Minor repairs and upkeep of facility, such as light
bulb replacements. The City will be responsible for
major repair projects.
 Maintain full facility (indoor and outdoor areas) as a clean, safe, pest-free environment, per all applicable
building, fire, and health codes.
 Utilize a UV Sterilization Unit to sanitize property
for clients entering the interim housing to minimize
bed bugs, bacteria, etc.
 Establish a process to identify a vendor and/or staff who will be responsible for cleaning and sanitizing
the facility to maintain public health and safety
and/or subcontract for this service.
 Cleaning and janitorial services for all buildings,
rooms, restrooms, showers, common areas, etc.
o Janitorial service will be conducted between
occupants, or weekly in the case of long-term
occupants.
 W h e n r o o m s a r e o c c u p i e d : ( a )
Operator required to offer cleaning
services to each room once a week;
(b) cleaning shall consist of
laundering of the bed linens, taking
out any trash, and cleaning the floors
within the room and bathroom.

Clients should hav e the right to
decline cleaning services, but rooms
should be inspected to ensure that
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there are no safety concerns (at which
time protocols should be in place to
address said safety/health concerns).
 When a room has been vacated by a
Client and is being prepared for a new
Client: (a) Room should be fully
cleaned, which includes sanitizing all
high touch point surfaces and
disposal of garbage; (b) Linens,
towels, and toiletries should be
replaced; (c) Left behind personal
documents or items that appear to
have value should be catalogued and
stored for 30 days.
o Ensure the cleaning of all indoor (including
office spaces) and outdoor common areas
within the facility site. This includes
removing of any trash and ensuring that high
touch areas such as tables, chairs or other
areas are sanitized and washed regularly.
 The Interim Housing Operator shall always ensure
adequate staffing and superv ision for the facility,
including a shift superv isor and interim housing
associates/monitors.
 Janitorial supplies and bed linens will be provided or reimbursed b
y the City.
3 Low Barrier Shelter  Implement a low barrier approach to shelter. "Low barrier" means removing as many pre-conditions to
entry as possible, while responding to the needs and
concerns of people seeking shelter. Implement a
harm reduction strategy, which allows homeless men
and women who struggle with substance use
addiction the ability to access shelter as long as they agree to not use any illicit substances on the premises, refrain from bringing drugs or drug paraphernalia on
the property and are compliant with staff and policy
guidelines.
4 Meals  Facilitate in distributing three (3) meals per day.  Meals shall be provided at reasonable times
(morning, afternoon, and evening). Due to the
number of Clients, each meal may need to be served
in shifts.
 Meals will be provided or reimbursed by the City.
5 Good Neighbor Policy  Establish and implement a Good Neighbor Policy to maintain a positive relationship with the surrounding
community and neighborho od and limit negative
impacts on surrounding areas.
 Ensure a responsive team is available to address
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concerns.
 All community complaints and/or inquiries about the
Interim Housing facility w ill be forwarded to the
appropriate staff for prompt (same day) investigation.

The Operator will be f ully committed to an
appropriate customer serv ice response and will
consider the resolution of community complaints a
hi
gh priority.
6 Transportation Assistance  Provide transportation to a nd from the facility for clients on a limited schedule.
7 Animal Kennel and Care  The Interim Housing Oper ator to collaborate with City’s Animal Services Team to develop a pet
contract/policy that is agreed upon by all parties and
ensure the observance of the policy at all times.
o The IHO is responsib le for cleaning the
kennels and ensuring that no animal abuse is
occurring (among other items).
 The IHO will conduct basic wellness checks for
animals in the kennels.
 Because space is limited, the City and IHO will
determine the number of pets allowed in the Kennel.
 The City shall provide basic pet food, supplies, and
connection to the Animal Services Team as needed.
8 Security  The Interim Housing Operator shall provide security staff coverage for the entire building, including the
routine monitoring of surrounding areas, ensuring
coverage 24 hours per day, 7 days per week.
 Security shall be trained in the guiding principles of trauma-informed care and p r a c t i c e s t o e n s u r e t h e safety and well-being of Clients, staff, the
surrounding community, and promote Clients’
continued success in the program.
o The guiding principles include: 1) safety, 2)
trustworthiness and transparency, 3) peer
support and mutual self-help, 4)
collaboration and mutuality, 5)
empowerment, voice and choice, and 6)
cultural, historical, and gender issues.

Security must have an active guard card and
be distinguishable as security or Interim
Housing Operator staff through uniform.

Security must be uniquely trained in de-
escalation / conflict management and have
experience working with people
experiencing homelessness.
 The IHO Operator may choose to staff its own
security as long as the above requirements are met.
 Monitor and operate a security camera system.
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9 Coordinated Entry System  Participate in local C o n t i n u u m o f C a r e ( C o C ) coordinated entry program. Include Diversion
Screening at intake to ensure that those with
alternative resources will not be accessing the
homeless system.
 The IHO will either provide direct referrals or partner with an agency that can offer successful diversion
assistance. Adopt a screening/matching tool to help
Clients eligible for benefits; and input data into
Homeless Management and Information System
(HMIS) in a timely manner.
 The Interim Housing Operator shall work in
collaboration with the bro ader CoC system in San
Bernardino (SB) County, including participating in
the SB County Coordinated Entry System (CES) to
ensure that persons experiencing homelessness will
have access to the same resources, referrals, and
assessment and prioritization process.
 The Interim Housing Oper ator will participate in
CoC meetings, any relevant subcommittees, training
opportunities, and technical assistance that support
qualit
y service delivery within the system of care.
10 Intake Coordinator  The Interim Housing Operator will work collaboratively with the City to utilize the
Coordinated Entry System (CES) to process
referrals, including the p rioritization of Fontana
Clients. Assessments and referrals for client intake
shall not occur on-site at the Interim Housing facility (i.e. “in-person walkup” referrals), however the City
and the Interim Housing Operator shall work
collaboratively to develop intake and diversion
procedures for individuals who enter outside the
normal CES.
 The IHO shall allow for intake of new Clients at least five (5) days a week during regular business hours,
and when requested by City of Fontana, for as long
as beds are available.
 The workflow procedures and responsibilities of
client intakes will be further identified in
forthcoming contracts between the City of Fontana
a
nd the selected Interim Housing Operator.
11 Confidentiality  The Operator shall develop and implement procedures to ensure the following: 1) all records
containing personally identifiable information (as
defined in HUD’s standards for participation, data
collection, and reporting in a local HMIS) of any
individual or family who applies for and/or receives
assistance will be kept secure and confidential; 2) the 9 | Page

address or location of any domestic violence, dating
violence, sexual assault, or stalking will not be made
public, except with the written authorization of the
person responsible for the operation of the interim
housing; and 3) the address or location of any
housing of the Interim Hous ing Client will not be
made public, except as provided under a preexisting
privacy policy of the recipient or sub-recipient, and
consistent with State an d local laws regarding
privac
y and obligations of confidentiality.
12 Client Eligibility  Funding must be used for the sole benefit of homeless persons or persons at-risk for homelessness with a
priority for Fontana, notwithstanding the CES or
other minimum requirements. The Interim Housing
Operator shall ensure that all Clients meet City of
Fontana eligibility requirements and requirements of
applicable funding sources. At a minimum, this
requires an initial evaluation, conducted in
accordance with the coordinated assessment and
written standards, to determine: 1) the eligibility of
each individual or family for assistance; and 2) the
amount and types of assistance needed to (re)gain
stabilit
y in permanent housing.
13 Client Exits  The Interim Housing Operator shall coordinate with the City of Fontana to ensure appropriate exits for
Clients transitionin
g out of the interim housing.
14 Universal Assessment  The Interim Housing Operator shall utilize the universal assessment tool adopted by the SB County
CoC to assess program participants’ housing and
service needs.

In addition to the services listed above, this RFP will also award funding for the following support and engagement services:

2.5 WELLNESS SERVICES (PHASE II) TABLE

No. Service Type Description
1 Client-Centered Case
Management
The awarded provider will be required to develop a plan to provide Housing-Focused Case Management Services to
assist clients to move forward in accessing permanent
housing through referrals to housing programs such as Rapid Rehousing, affordable housing, etc. This includes, but is not limited to, support with comple ting housing applications, accompanying the client to housing appointments, and/or leasin
g appointments.
2 Substance Use Disorder Clients mu st be provided with referrals to substance use 10 | Page

Services disorder services as re quested. At a minimum, this mu st include providing regular training about substance abuse disorders and how to obtain needed and desired services as appropriate.
3 Individual Stability Plan Follo wing assessment, the provider will work in coordination with the City’s Case Manager to develop a Housing and
Services Plan in coordination with the Client. The Plans will be updated as the Client’s situation changes, and steps are completed or revised accordin
gly.
4 Mental and Physical
(Primary) Health Services
Staff and/or volunteers shall be regularly trained on common physical (primary) and mental health conditions of people experiencing homelessness and how to obtain needed and
appropriate services.
5 Additional Wellness and
Clinical Services
Support services will be ta ilored to individual needs, potentially encompassing soci al rehabilitation, addiction counseling and detoxification, clinical services, family reunification, and assistance in managing prescription
intake, along with general education services and job
trainin
g.
6 Meals Clients will be provide d three (3) meals daily.  Meals must be nutritious, varied, and of sufficient
size and calories for adults and children (when
applicable).
 Meals will be responsive to any dietary restrictions
that a participant has, including medical requirements
such as soft foods and low sodium diets.
 Clients will have access to fresh fruits and vegetables daily.

Supplies will be provided b
y the City.
7 Laundry The provider will assist with the coordination of laund ry services for the Clients.
8 Additional Animal Care The Operator shall coordinate with the C ity’s Animal Services Team and help oversee critical animal care needs including vaccinations, flea and tick treatment, and
connection to the veterinar
y as needed.

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3. INSTRUCTIONS TO PROPOSERS
DE-24-140-SP

3.1 PROPOSAL TIMELIME
• Closing Date: February 22, 2024 @ 2:00P.M.
• Proposal Review: Week of February 26th
• Oral Interviews: Week of March 4th, if necessary
• Selection of Firm: March 2024

3.2 PROPOSER’S EXAMINATION
Before submitting a proposal, the proponent shall carefully exa mine the scope of services and other contract documents and ensure that he/she has a clear understanding of the requirements of the contract work regarding the performance of work.

By submitting a response, the applicant represents that it has thorou ghly examined and become familiar with the contents of the solicitation and condi tions of the standard City contract documents, and that it is capable of performing quality work to achieve the City of Fontana's objectives.

3.3 INTERPRETATION OF PROPOSALS AND DOCUMENTS
If
any person contemplates submission of a proposal for the proposed contract and is in doubt as to the true meaning of any part of the scope of services, or other proposed contract documents, or finds discrepancies in, or omissions from the proposal, shall be immediately brought to the attention of the City by submission using the el ectronic bid system. Such submission, if any, must be sent using the Q&A tab of the elect ronic bid system. Any interpretation or correction of the proposed documents shall be made only by addendum duly issued electronically to each person registered on the prospect ive bidder’s list. The Purchasing Office will not be responsible for any other explana tion or interpretation of the proposed documents.

3.4 NOTICE TO PROPONENTS
The proponents shall be considered based on the best overall va lue to the City. The City shall not be limited to awarding to the lowest responsive proponent, but instead shall be entitled to negotiate for the best overall value to the City.

The City may automatically disqualify any proposal that does no t m e e t t h e t e r m s a n d conditions set forth in these “Instructions to Proposers.”

3.5 LEGAL RESPONSIBILITIES
Al
l pr o pos al s mus t be s u bmi tt e d, fi l e d , ma d e, an d ex ec ut ed i n accordance with State and Federal laws relating to proposals for contracts of this nature whether the same are expressly referred to herein or not. Any Proposer submitting a proposal shall by such action thereby 12 | Page

agree to each and all of the terms, conditions, provisions, and requirements set forth, contemplated, and referred to in scope of services, contract documents, and to full compliance therewith.

3.6 DELIVERY AND OPENING OF PROPOSALS

Proposals are to be submitted electronically. Electronic Bid S ystem will close exactly at the time set forth in the document. All applicable forms requi red to be completed per the proposal documents, shall be submitted electronically prior to the proposal date and time.

Hard copies will not be accepted as a viable proposal. It is the Proposer’s sole responsibility to ensure that its proposal is received as specified. Proposal s may be submitted earlier than the dates(s) and time(s) indicated.

Proposal will be available at the date and time stated in the I nstruction to Proposers and the amount of each proposal will be available online and record ed. The City may in its sole discretion, elect to postpone the opening of the submitted proposals. City reserves the right to reject any or all proposals and to waive any infor mality or irregularity in any proposal.

3.7 WITHDRAWAL OF PROPOSAL

Prior to proposal opening, a proposal may be withdrawn by the P roposer only by using the City’s electronic bidding system.

3.8 IRREGULAR PROPOSALS

Unauthorized conditions, limitations, or provisions attached to a proposal will render it irregular and may cause its rejection. The completed proposal forms shall be without interlineations, alterations, or erasures. Alternative proposal s will not be considered unless specifically requested. No oral, telegraphic, or telephonic pr oposal, modification, or withdrawal will be considered.

3.9 PROPRIETARY

The proponent shall identify those portions of their proposal t hat they deem to be confidential, proprietary information or trade secrets, and pro vide justification why such materials shall not be disclosed by the City. All materials th e proponent desires to remain confidential shall be clearly indicated by stamping the pages o n which such information appears, at the top and bottom thereof with the word "Confident ial". All such materials so indicated shall be reviewed by the City and any decision not to honor a request for confidentiality shall be communicated in writing to the propone nt. Prices, makes and model or catalog numbers of the items offered, deliveries, and terms of payment SHALL NOT be classified as confidential.

3.10 COMPETENCY OF PROPONENT

No proposal will be accepted from or contract awarded to a prop onent who is not licensed in accordance with the law, who does not hold a license qualify ing them to perform work 13 | Page

under this contract, to whom a proposal form has not been provi ded and who has not successfully performed on projects of similar character and scope. The proponent may be required, before the award of any contract, to show, to the com plete satisfaction of the City, that it has the necessary facilities, ability, experience , and financial resources to provide the services specified herein in a satisfactory manner. The City may make reasonable investigations deemed necessary and proper to determ ine the ability of a contractor to perform the work, and the contractor shall furnis h the City all information requested for this purpose.

3.11 QUESTIONS AND COMMENTS

Questions and comments regarding this solicitation must be submitted online using the city’s bid system and click the Q & A tab of the bid, no later than three (3) days before the Submittal Deadline. Answers, if any, made by the City will be sent using the online bid system to all known proposal holders.

3.12 CORRESPONDENCE

All correspondence is to be submitted to

Elia Alvarez
[email protected]
909-350-6605

3.13 AWARD OF CONTRACT

Issuance of this Request for Proposal and receipt of proposals does not commit the City to award a contract. The City reserves the right to reject any or all proposals to accept any proposal or portion thereof, to waive any irregularity, and to t a k e t h e p r o p o s a l s u n d e r advisement for the period of time stated in the “Request for Proposals”, as may be required to provide for the best interests of the City of Fontana. In no event will an award be made until all necessary investigations are made as to the responsibility and qualifications of the proponent to whom the award is contemplated. All responses to this solicitation shall become the property of the City and will be retained or disposed of accordingly. No proponent may withdraw his proposal for a period of ninety (90) days afte r the time set for opening thereof.

3.14 TERM OF CONTRACT

Contract period shall be limited to the respective project. Pro poser understands that this contract shall not bind nor purport to bind the City of Fontana for any contractual commitment in excess of the original contract period. In the event the City exercises its options, all terms, conditions, and provisions of the original contract shall remain the same and apply during the extension period, unless otherwise mutually agreed to in writing by both parties.

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3.15 INSURANCE

Prior to the commencement of any services hereunder, Consultant shall provide to the City certificates of insurance with the City named as additional ins ured. Such policies shall be subject to approval by the City and shall require thirty days’ notice to the City before any cancellation. Failure to furnish such evidence, if required, may be considered default of the Consultant.

(1) Worker's Compensation Insurance covering all employees and principals of the Consultant, in a minimum amount of $1 million per accident, and meeting the laws of the State of California;

(2) Commercial General Liability Insurance covering third party liability risks; including without limitation contractual liability, in a minimu m amount of $1 million per occurrence for bodily injury, personal injury, and property damage.

If commercial general liability insurance or other form with a general aggregate limit is used, either the general aggregate shall apply separately to this project, or the general aggregate limit shall be twice the occurrence limit;

(3) Commercial Auto Liability and Property Insurance covering “ any auto” with a minimum amount of $1 million combined single limit per a ccident for bodily injury and property damage.

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4. PROPOSAL DOCUMENTS
DE-24-140-SP

4.1 PROPOSAL SUBMITTAL INFORMATION

A. Submittal of Proposal: A digital file containing proposal a nd cost shall be submitted in response to this RFP. The proposal(s) sh all be submitted no later than 2:00 p.m. on February 22, 2024 and submitted online through the electronic bid system.

Late submittals will not be considered. Fax submittals will not be accepted.

B. Examination of the content of the RFP: By submitting a response, the applicant represents that it has thoroughly examined and become familiar with the contents of the RFP’s and conditions of the standard City contract documents (Professional Services Agreement) (Attached), and tha t it is capable of performing quality work to achieve the City of Fonta na's objectives.

C. Pre-Contractual Expenses: The City shall not be liable to pa y any cost incurred by any firm or persons in submitting a proposal(s) in response to this request for qualification/request for proposal.

D. Contract Award: Issuance of this RFP and receipt of proposa ls does not commit the City to award a contract. The City reserves the right to accept or reject any or all responses received in reply to this RFP; reject or cancel in part or in its entirety this request for proposal. Similarly, all responses to this request for qualifications/request for propos al shall become the property of the City and will be retained or dispose d of accordingly.

4.2 EVALUATION AND SELECTION PROCESS

A. Submittal Review: A committee will review and evaluate each submittal to determine if it meets the "submittal information" requirements for the project. Failure to meet the requirements will be cause for eliminating the applicant from further consideration.

B. Selection: Based on the committee's evaluation and utilizing t h e Proposal scoring method of each a pplicant's proposals, additional data submission and oral interview, the firms will be ranked by the Evaluation Committee.

C. Oral Interview: Applicants meeting the submittal requirements m ay be requested to participate in an oral interview at City's disc retion.

Applicants will be notified in writing of the time and place for the interview.

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Failure to appear for the oral interview will be cause to disqualify the firm from further consideration.

4.3 PROPOSAL EVALUATION CRITERIA

Proposals will be evaluated on the basis of the response to all provisions of this RFP, with a score totaling up to 100 percent.

Evaluation Criterion Percentage of Score
Qualifications and Experience of the
Or
ganization
30%
References / Community Service Partners 25%
Method of Approach / Project Approach 25%
Project Costs 20%
The following deficiencies may result in a
proposal disqualification, deemed non-
responsive, or penalized in the evaluation of the
proposal:
 Missing required submittal
documentation
 Cost File submitted in Response File
The following deficiencies may result in a
penalty in the evaluation of the proposal:
 Incomplete submittal documentation
 Number of Exceptions taken

The City reserves the right to determine whether or not a proposal meets the specifications and requirements of this RFP and reject any proposal that, in the opinion of the City, fails to meet the detail or intent of the requirements. The City reserves the right to reject any and all proposals.

17 | Page

4.3 RESPONSE TO PROPOSAL

Proposal shall be a digital file (PDF format) shall be submitted online through the city’s online bid system at www.fontanapurchasing.org.

A. Introduction: This proposal as a minimum must contain the fo llowing:

1. Identification of the offering firm including name, address, telephone, fax number, and email address;

2. Name, title, address and telephone number of contact person during the evaluation period.

3. List of Sub-Consultants (if any)

B. Qualifications: The overall c apabilities of the consultant's an d s ub - consultants’ organization should b e d i s c u s s e d i n t h i s s e c t i o n . Include a brief summary of the firm's history, its recent related experience, top level management and ability of persons assigned to perform the work. Indicate the firm’s experience over the past three calendar years. Possessions of appropriate license and certifications.

C. Reference: List three (3) former municipal or any public cli ents for whom comparable services have been performed within last three years.

Include the name, mailing address, email address, and telephone number of each client's principal representative.

D. Authorization: The proposal shall be signed by an official authorized to bind the firm and shall contain a statement to the effect that the proposal is valid for ninety (90) days.

E. Costs: Include all costs asso ciated with performance of the contract as outlined in The Scope of Services. Non-disclosure of all costs during the RFP process could result in disqualification.

The cost must be a separate file and should contain a proposed fee schedule for services and include a list of o ther categories of out-of-pocke t expenses which are expected to be paid by the City and a basis for any additional compensation which would be requested by your firm.

Social Science Services, Inc., dba Cedar House Life Change Center submits for your consideration to the

CITY OF FONTANA C A L I F O R N I A

PROPOSAL FOR
RFP DE-24-140-SP

PHASE I

INTERIM HOUSING OPERATOR

Social Science Services, Inc., dba Cedar House Life Change Center Interim Housing Operator and Wellness Services
RFP DE-24-140-SP

PHASE I

INTERIM HOUSING OPERATOR
To Whom It May Concern;
Thank you for the opportunity to place our bid for Phase I - Interim Housing Operator.

Entity Name Social Science Services, Inc., dba Cedar House Life Change Center 18612 Santa Ana Avenue,
Bloomington, CA 92316
Office Phone 909-421-7120
Fax 909-421-7128
Email: [email protected]
Contact for this Proposal
Jamie Lamb, CEO
18612 Santa Ana Ave
Bloomington, CA 92316
Cell Phone: 951-809-7045
Email: [email protected]
Sub-Consultants assisting with this proposal: None
Qualifications:

Social Science Services, Inc., dba Cedar House Life Change Center (hereafter CHLCC or Cedar House) is a 501c3 organization that has been helping the underserved residents of the Inland Empire for more than 50 years and is a proud member of our local community. Cedar House is familiar with the region and homelessness issues in our cities and rural areas in the two -county region, the Inland Empire.

Located less than two miles from the Cedar Avenue exit off Interstate 10 on Santa Ana Avenue in Bloomington, CA, CHLCC offers a continuum of care, providing evidence-based treatment to empower individuals affected by addiction and co-occurring disorders to find wholeness in recovery. We offer detox, residential, and outpatient programs funded predominately through Medi-cal; we are well-versed in CalAIM and continue to stay current on all changes as they occur. 18612 Santa Ana Avenue, Bloomington, CA 92316 • Phone (909) 421-7120 • Fax (909) 421-7128 Programs Licensed and Certified by the State of California Department of Health Care Services www.cedarhouse.org • Tax ID 95-291-4237
CHLCC Introduction DE-24-140-SP Phase I Page 2 of 5
In addition, Cedar House operates a six-bed sober living facility called Sanctuary House, located directly across the street from our main facility, allowing easy access to ongoing services for our residential graduates and homeless men.

Our primary location in Bloomington has 125 detox/residential care beds and houses our outpatient/recovery services programs. Our Maple House facility in Bloomington provides 11 beds for women and room for up to 15 children in a specialized (perinatal) residential program. Both of these facilities are CARF Accredited (Commission on Accreditation of Rehabilitation Facilities), demonstrating our commitment to high standards for quality care.

In addition, CHLCC operates a campus in Riverside where we provide services in a 15 'bed' Sobering Center.

Clients may access the Sobering Center 24 hours per day and receive a safe and monitored environment as they wait for the effects of substances to w ear off. Clients are invited to consider treatment before exiting the Sobering Center . If agreeable, clients are quickly assessed by a registered or certified Alcohol and Drug Counselor and, assuming bed availability, transitioned directly into treatmen t at the Arlington Recovery Community (ARC), also known as "Cedar House at Arlington." The ARC is a unique 52-bed facility on this same campus where we provide detox and a 30 -day stabilization residential program. County assessment staff are on-site to assist clients with referrals to other treatment programs when beds at the ARC are full or when clients have stabilized and are ready for more long-term treatment.

All Cedar House programs are licensed by the California Department of Health Care Services (DHCS).

Although no longer in operation (contract period 2017 -2022), Cedar House has direct experience establishing and providing emergency housing in San Bernardino County, specifically for transitional-age youth. The facility, known as Oasis House, was located in Apple Valley and provided 42 beds for homeless youth; the program design involved the provision of housing, meals, and all services as outlined within this RFP and included activities and referrals to encourage youth to engage in programming that would lead to self-sufficiency. We are well acquainted with the CoC and HMIS Systems and the data reporting requirements for this type of service.

Cedar House Leadership Team is, bar none, the best this industry offers. Cedar House has a culture of promoting from within when possible and when qualifications are met or exceeded. Among the seven members, there are over 61 years of tenure with the organization.

Each of our Executive Team Members has passed milestone work anniversaries, as shown below. • Chief Executive Officer More than seven years
• Chief Operations Officer More than 20 years
• Controller More than five years
• Human Resource Manager More than six years
• Clinical Director More than six years
• Program Director More than ten years
• Compliance Officer More than seven years
For as long as any of our long-term staff can recall, Cedar House has held contracts with agencies now known as the County of San Bernardino Department of Behavioral Health (DBH) and Riverside University Health Systems Behavioral Health (RUHS) to provide high-quality services for individuals struggling with CHLCC Introduction DE-24-140-SP Phase I Page 3 of 5
addiction and co-occurring mental health disorders, approximately 30% of whom self-identify as homeless upon intake.

Cedar House has consistently performed well in both program execution and fiscal practices for the last three years and prior, as evidenced by the results of the quarterly monitoring (two counties monitor all programs quarterly for both treatment and budgetary practices, totaling eight monitoring visits per year) and multiple annual audits by our local contractors and our state governing body, DHCS. Our accreditation through the Commission on Accreditation of Rehabilitation Facilities (CARF) speaks volumes about the quality of care we provide and the professionalism demonstrated in all Administrative functions, such as Human Resources and Finance. Lastly, the Cedar House Board of Directors meets bi- monthly, examines established Key Performance Indicators (KPIs), and monitors the budget throughout the year to ensure financial stability. Despite all this oversight, Cedar House continually monitors its practices and seeks improvement in all areas.

Named a Top Workplace in the Inland Empire for two consecutive years, Cedar House provides the highest quality of service and has created a culture around our core values of Excellence, Passion, Integrity, and Compassion (EPIC). Cedar House believes in paying a competitive wage and keeping workloads reasonable, leading to a sustainable quality of life and thus, providing better service for our clients.

Collecting data on numbers served and outcomes is a way of operation for all our programs as we seek to evaluate our effectiveness and efficiency continuously. We are sure to incorporate any grant or contractual requirements into this process.

Cedar House welcomes the opportunity to serve people experiencing homelessness in the City of Fontana and surrounding communities at your soon-opening facility. In addition to all administrative staff fulfilling all administrative functions, we are equipped with highly qualified clinical staff accustomed to working with this population and eager to assume new responsibilities.

I am an Authorized Signer representing Social Science Services, Inc., dba Cedar House Life Change Center. This proposal shall be good for 90 days from the due date of February 27, 2024.

Thank you again for this exciting opportunity.

Sincerely,
Jamie Lamb, CEO
Social Science Services Center, Inc., dba Cedar House Life Change Center /jl
Enclosures
CHLCC Introduction DE-24-140-SP Phase I Page 4 of 5
Social Science Services, Inc., dba Cedar House Life Change Center Interim Housing Operator and Wellness Services
RFP DE-24-140-SP
Phase I Proposal – References
County Of San Bernardino Probation Department
Address 104 W Fourth Street
San Bernardino, CA 92415
Principal Representative Cynthia Perez-Macias
Title San Bernardino Housing Supervisor
Telephone 909 382-7811
Email Address [email protected]
County of San Bernardino Department of Behavioral Health Address 303 E. Vanderbilt Way
San Bernardino, CA 92415
Principal Representative Jennifer Alsina, MBA
Title Assistant Director, Behavioral Health
Telephone 909-388-0808
Email Address [email protected]
Riverside University Health System Behavioral Health
Address 3525 Presley Avenue
Riverside, Ca 92507
Principal Representative #1 April Frey
Title Administrator - Substance Abuse Prevention and Treatment Programs Telephone (951) 955-2310
Email Address [email protected]
Principal Representative # 2 Rhyan Miller
Address 3525 Presley Avenue
Riverside, Ca 92507
Title Deputy Director Integrated Programs
Telephone (951) 955-2304
Email Address [email protected]
CHLCC Introduction DE-24-140-SP Phase I Page 5 of 5
Social Science Services, Inc., dba Cedar House Life Change Center Interim Housing Operator and Wellness Services
RFP DE-24-140-SP
Phase I Proposal – Costs
Cedar House believes that you get what you pay for. In that spirit, it is dedicated to providing necessary tools and supplies to get the job done, paying staff a fair and competitive wage, and keeping workloads manageable, all of which leads to a better quality of life, which, in turn, leads to the provision of quality services.

That being said, we must still strive to keep costs as low as possible, ensuring that we make the most of every dollar entrusted to us. We aim to provide a proposal demonstrating the highest service caliber while keeping costs within reasonable limits.

For a breakdown of our costs, please refer to "Interim Housing Operator Budget with Start-Up Costs in Year One"
Social Science Services, Inc., dba
Cedar House Life Change Services (CHLCC)
Proposal for Services
Phase I Interim Housing Operator

Below is a detailed description of the planned services outlined in the RFP.

Please Note:

“CEDAR House” or “CHLCC” refers to current Cedar House Operations, speaking to our experience and ability to meet the RFP's demands.

“Cedar House Interim Housing Operator” or “CHIHO” refers to Cedar House as the Interim Housing Operator staff, should we be fortunate to have been awarded the contract.

Thank you again for this opportunity.

No. 1 Facility Management

Data Collection
Cedar House employs approximately 150 staff with a variety of credentials and specialties. As a state-licensed provider of substance use and co-occurring treatment services, Cedar House depends heavily on proper documentation of all services, specialized reporting requirements, and submission of required information to reimburse monies expended.

We collect and evaluate a large number of data points for all programs, including but not limited to the following:
• Length of time from initial contact to admission
• Number of intakes
• Number of clients exiting
• Manner of exit
• Outcomes achieved
Collecting data specific to the housing site will be no different for CHIHO.

Human Resources, Finance, IT, Volunteer Management and Other Day to Day Operations Cedar House Human Resources (HR) Department consists of an HR Manager and (currently) two full -time HR specialists. We recruit and hire to the Cedar House core values of Excellence, Passion, Integrity, and Compassion (EPIC). Credentials are verified, and labor laws are strictly upheld.

CHIHO will employ a third HR Specialist to assist in recruiting and managing the additional employees required to operate this facility.

Cedar House has very established Policies and Procedures that speak to all aspects of our current operations and are kept up to date according to new standards and labor laws. CHIHO shall utilize these policies where applicable and develop additional policies and procedures for the housing site.

Our Finance Department comprises a Controller and five staff members, including accountants and billing specialists.

We can meet any auditing requirements to satisfy our various contractual and grant funders, including information regarding the following:
• Procurement processes
• Total expenditures
• Detailed accounting of expenses
• Allocation of expenses across multiple contracts (at CHLCC) CHLCC Proposal for Services
Phase I - Interim Housing Operator, Cont.

Cedar House Proposal DE-24-140-SP - Phase I Interim Housing Operator Page 2 of 8

Volunteer Coordination
Cedar House employs two full -time staff members in our Resource Development Department responsible for volunteer recruitment, organization, management, and fund development.

If awarded this contract, t hese same staff will, when in the community, share that the Interim Housing Program is seeking donations (including in-kind) and volunteers. CHIHO will hire a Community Engagement Specialist who will also be tasked to solicit volunteers and donations for the shelter . Further, this person will oversee volunteers supporting the shelter residents or, in collaboration with the Social Activities Specialist, adding activities that benefit the residents. Such activities could be:
• The operation of a clothing closet or ‘store’ where residents can get needed clothing or hygiene supplies or perhaps offer other, less necessary items that can be “purchased” with points or on a program incentive system
• Wellness classes , including yoga or other exercise , nutrition education, stress reduction, budgeting and finance, etc.
• Special Events for residents and their children for occasions such as Thanksgiving, Christmas, 4 th of July BBQ, etc.
• Routinely scheduled fun activities for children placed at the shelter , such as arts and crafts or family game night
• Birthday recognition or monthly parties
• After-school mentoring program for children
The options are unlimited – but if we see a need, we will attempt to fill it. All of this will be free for residents and supported solely through donations.

Information Technology
CHLCC utilizes a highly sophisticated, third-party vendor – Forum Info Tech (FIT) for all IT support. FIT keeps us cyber- safe and enables us to meet all privacy laws, maintaining the highest level of confidentiality. CHIHO has received a quote for what may be expected and will secure a contract for the housing site, ensuring the same IT support level is available.

Day to Day Operations
CHLCC operates 24 hours per day, seven days per week, in a highly monitored environment equipped with security cameras at all treatment locations. We are very comfortable monitoring cameras.

CHIHO will provide 24/7:
• Front Desk Attendants
• Uniformed Security Officers, contracted, likely at least 2 • Housing Monitors, at a ratio sufficient to meet the demands based on occupancy (minimally one for every 15 units occupied, depending on what is needed to ensure the safety of residents and staff)

Resident Programming
Cedar House recognizes the importance of positive experiences and social interaction, especially when residents face so much to overcome; they must be allowed to step away from the stress and pressure and just relax and have fun.

For this reason, CHIHO shall have a Social Activities Specialist responsible for establishing various regularly scheduled activities in which clients can choose to participate. This staff will collaborate with the Community Engagement CHLCC Proposal for Services
Phase I - Interim Housing Operator, Cont.

Cedar House Proposal DE-24-140-SP - Phase I Interim Housing Operator Page 3 of 8

Specialist, Wellness Services Staff , and the City to ensure the calendar will be filled with daily activities for all ages .

There will be a mix of fun activities, social gatherings, educational seminars, and, depending on need, perhaps on-site 12-step groups, just to name a few.

We will develop the on-site programming with input from CHIHO staff, the City, and Wellness Services personnel. This method will ensure that schedules are coordinated to meet the demands of the contracts and maximize the use of office and communal space. As is the case at Cedar House, residents will be encouraged by all (Intake specialists, Front Desk attendants, Housing Monitors, and Janitorial staff) to take advantage of all available programming and social activities on site. Everyone is part of the overall experience for our residents, to encourage and remind them of the importance of engaging in social activities, gaining new skills, receiving required services, and acquiring necessary information that supports their housing goals.

Staff Training
For the safety and security of all staff and residents, All CHIHO Housing Staff and, where necessary, volunteers who will be interacting with residents shall be trained in, but not limited to:
• CPR/First Aid
• Trauma Informed Care
• Signs of intoxication and overdose
• Overdose Prevention and Use of Naloxone
• Working with those exhibiting behaviors indicative of the presence of a possible mental health disorder and what actions to take
• De-escalation techniques

Besides CPR/First Aid, our CHLCC Clinical Director will provide the training in person or has already recorded them in our training program, Relias. Further training will be provided as necessary to maintain the safety of all concerned .

Staffing will be sufficient to ensure the same standard of service and oversight as that provided at CHLCC's current operations; we do not want to endanger the safety of staff or residents because of a shortage of staffing to manage this population. Please refer to our staffing detail list in either exhibit labeled "Interim Housing Budget."

We are confident that CHIHO can fulfill all day-to-day administrative functions to the City’s satisfaction.

No 2. Facility Operations and Maintenance

Rules, Policies, and Procedures
Cedar House understands client rights while recognizing the need for order. CHIHO shall employ current CHLCC policies, procedures, and house rules currently in place but alter where necessary to accommodate the functions of the Housing Facility. Our CHIHO Site Director shall collaborate with the City to establish a process of routine referrals, identify the order of priority for intake, and create a matrix for incentives and sanctions for residents.

Storage of Residents’ Belongings
Cedar House is accustomed to our clients bringing many personal belongings into treatment, some of which may not be allowed in the facilities. When clients cannot send home property, CHLCC has a well-established procedure whereby such property is stored for safekeeping until the client is ready to exit.

CHLCC Proposal for Services
Phase I - Interim Housing Operator, Cont.

Cedar House Proposal DE-24-140-SP - Phase I Interim Housing Operator Page 4 of 8

This same process will be used at the Housing Site with some variation to accommodate volume, as it is likely to be more than we manage on-site at CHLCC. The CHIHO Intake Specialist shall ensure this process is initiated via designated staff on duty for each resident as they enter housing.

If a resident wishes, he/she can create a list of their items with, if necessary, a description and a note regarding property condition. In the resident's presence, personal belongings will be bundled (when possible), labeled with the client's name and date of storage, and then placed in the locked designated storage location.

Keys will be made available to specific staff each shift, ensuring that a key will always be available so residents can access their property when ready to exit. We will establish a policy and procedure for residents to access their stored property while remaining in housing. Residents will be supervised when accessing storage, and staff will keep the number of residents in the area at any one time to a minimum to reduce the risk of chaos, coveting, or theft.

Facility Maintenance and Janitorial Services
Cedar House Facilities staff are very knowledgeable about what is needed to maintain proper upkeep of all our properties, performing many minor and major projects, including all required annual inspections, and ensure that the buildings comply with applicable enforcement codes. CHIHO shall hire a staff member who will work under the leadership of our Facilities Manager to ensure the property is maintained appropriately to Cedar House standards and to notify his/her supervisor of any significant issues that may require city involvement.

Cedar House will purchase several UV Sterilization Units similar to those used at Cedar House. Before entering the housing unit, all resident belongings going into the unit (and, if reasonable, those going into storage) shall be sanitized.

Should a resident retrieve an item from storage that has not already been put through the UV Sterilization Unit, it shall be treated, where appropriate, before introducing it into the living quarters.

CHIHO shall contract for landscape and outdoor maintenance services using a third-party vendor.

CHLCC employs Janitorial Staff at all locations and holds high standards for cleanliness . CHIHO will hire sufficient janitorial and laundry s taff to meet the ongoing cleaning and sanitizing demands. In addition to training, as listed earlier in the proposal, janitorial staff shall be instructed to maintain vigilance in search of any health or safety hazards and tasked to report them to the Site Director or, if needed, to be addressed immediately by the designated lead staff on duty. The Site Director shall be notified immediately once the safety issue is under control . A procedure will be fully developed and outlined for this purpose.

CHIHO intends to purchase two industrial Electrostatic Sanitizers, sanitize all high touch points and communal areas regularly, and add servicing as needed.

No. 3 Low Barrier Shelter

CHIHO Site Director shall instruct the Intake Specialist regarding any situations or circumstances that could impede placement and recommend how to address them. Such issues shall be few but could include:
• The resident presents as an immediate danger to self or others, in which case, the resident can be given transportation to an emergency mental health clinic for evaluation and given a release to enter into housing. • The resident is overtly hostile and aggressive toward the Intake Specialist, refusing to cooperate with the intake process, in which case, a different approach by another staff person will be employed in hopes that the resident demonstrates an ability to 'reign it in.'
CHLCC Proposal for Services
Phase I - Interim Housing Operator, Cont.

Cedar House Proposal DE-24-140-SP - Phase I Interim Housing Operator Page 5 of 8

• The resident refuses to accept and agree to specific non-negotiable house rules, such as "no drugs on site."

These are examples of issues we may face, but they are not exhaustive. Residents who present as under the influence shall be given an opportunity for placement . Once sober, a follow-up meeting shall occur to reinforce the intake process, review house rules, etc. Additionally, Intake staff shall notify the Site Director of the possible need for substance use disorder assessment. The Site Director shall notify designated Wellness Services staff according to their procedure.

Assuming the resident has met all eligibility criteria and is thought to be otherwise ineligible for placement, the Site Director shall be notified and have the final say regarding admitting the resident to housing.

No. 4 Meals

CHIHO plans to contract with a third-party vendor who can provide meal services for residents. We will have a CHIHO Food Services Manager responsible for working with the third party and additional Food Services Staff who will assist in ensuring clients are receiving their meals and meal times meet the demands of the programming schedule for residents.

We will maintain a certain amount of fresh fruits, vegetables, snacks, and beverages (bottled water, juice, etc.) that can be made available to residents for the asking. However, limits shall be placed on the amount each resident is allotted daily to avoid hoarding items in rooms where pests can become problematic. Limits will be based on the needs of the resident (adults vs. children).

CHIHO shall purchase one or more large (residential or commercial) sized refrigerators to store food and beverage items. Additionally, we shall have several large microwave ovens in communal spaces where residents can warm their food. To create a welcoming environment, coffee and hot tea will be made available, minimally during the morning hours, and placed where residents can help themselves.

No 5. Good Neighbor Policy

Cedar House fully understands the importance of maintaining a Good Neighbor Policy. CHIHO will work together with the City and Wellness Services Staff to incorporate into the Housing Rules specific behaviors and activities that will be encouraged at the shelter to facilitate our being 'good neighbors' Such rules will be reasonable and enforceable, such as the following:
• Please keep music at an appropriate volume (to be defined) • Please ensure only family-friendly music and language are used when outdoors • Please limit loitering or gathering outside to designated areas withing the confines of the shelter property • Please report any suspicious behavior to staff on duty at the first available opportunity. • Please deposit all trash, cigarette butts, and recyclables in designated receptacles.

CHIOH will take preventive measures and schedule community ‘town hall meetings’ or canvas the area to greet all surrounding businesses and residents before opening the shelter. We will assure neighbors of the level of oversight planned for the program and address concerns about its proximity to their homes/businesses. CHLCC Corporate staff and the CHIOH Site management staff (all those hired in time for this meeting) shall be there to ensure neighbors that they will have a listening ear if/when issues arise and a promise to resolve them quickly.

CHLCC Proposal for Services
Phase I - Interim Housing Operator, Cont.

Cedar House Proposal DE-24-140-SP - Phase I Interim Housing Operator Page 6 of 8

The CHIOH Site Director will be tasked with routinely visiting residents and business owners and maintaining quality communications to resolve issues before they become unmanageable.

In addition, the IHO staff shall file a report to CHLCC Corporate Offices anytime a complaint is issued or when law enforcement or emergency personnel is solicited to intervene on the property.

No. 6 Transportation Assistance

CHLCC currently provides transportation for various and necessary purposes for all 168 of our residential clients. We have a tried and true method to organize and ensure drop-offs and pick-ups are done promptly and efficiently during regular business hours. We utilize transportation services such as Lyft or Uber when drivers are unavailable.

CHIHO plans to hire two drivers and provide two vans that can be used to assist residents with transportation needs as part of an overall case plan.

Where possible, residents may also be encouraged and given assistance in learning and utilizing public transportation to facilitate self-sufficiency and ready them for when they may find more permanent housing.

No. 7 Animal Kennel and Care

Admittedly, CHLCC does not deal with this issue under its current operations. It was unclear to us if animals should be
• allowed in individual housing units
• will be kept on-site in kennels
• will be kept solely off-site at City Animal Services
• or
• will be kept at a mix of on and off-site kennels.

Regardless of the expectation, CHIHO will accommodate. Depending on demand, CHIHO will have one or more designated staff for whom this role is desired and suitable as part of their routine duties. This staff will oversee and work with City Animal Services for veterinarian care when warranted.

If expected, CHIHO will establish guidelines regarding pets being kept in the shelter facility units (such as the maximum size of the animal, proof of updated shots, making known any history of aggression, making it mandatory that the pet is kept on a leash when outdoors, etc.)

Assuming the City will make kennels available on -site, guidelines will be established with pet owners. Rules will dictate regular care for the animal. However, the designated staff will understand the need for oversight to ensure animals are kept clean, safe, and well cared for if the owner cannot give proper attention to their animal.

CHLCC Proposal for Services
Phase I - Interim Housing Operator, Cont.

Cedar House Proposal DE-24-140-SP - Phase I Interim Housing Operator Page 7 of 8

No. 8 Security

Uniformed Security
CHIHO intends to contract with an outside vendor for uniformed security services 24/7. Security guards shall be selected from among vendor staff and interviewed to ensure they are appropriate to work with shelter clientele. CHIHO shall ensure that the vendor meets all of the requirements listed in the RFP and can interact effectively with residents.

Staff Security
Additionally, CHIOH plans to have multiple Housing Unit Monitors on shift 24/7, depending on occupancy levels.

At a minimum, on-site at all times shall be the following personnel:
• Two contracted, uniformed Security Guards (may decrease this to one during certain hours, depending on the layout of the site and occupancy type and numbers (e.g., many 'families' vs. 'adults' who may tend to exhibit unruly behaviors)
• Front desk attendant
• Housing Unit Monitors: The ratio shall be one Monitor for every 10 -15 occupied units (depending on the potential for behaviors and subsequent need for intervention, this ratio may increase) • Depending on the workflow, Unit Monitors may be tasked with additional duties when all residents are quiet and asleep, such as unfinished janitorial work, house laundry, etc.

The Front Desk attendant will likely tasked to monitor the cameras, and all staff on duty will be equipped with communication devices for immediate contact should they see activity that warrants investigation or intervention.

No. 9 Coordinated Entry System

It will be the role of the CHIHO Intake Coordinator (with support from their manager) to be familiar with and participate in the local Continuum of Care (CoC) coordinated entry program. They will ensure that all residents are screened (Diversion Screening) at intake so those with alternative resources will not be accessing the homeless system.

The Intake Coordinator will maintain a list of agencies and service providers to contact as resources for referral and partnership (such as 211, other emergency shelters, local MH mobile emergency services, etc.) and provide a warm handoff whenever possible. They will be tasked with determining eligible client benefits and communicating such to proper personnel for follow-up and connectivity (Wellness Services case management for those housed at the Housing Site or referral partners). Further, they will be responsible for input into HMIS.

No. 10 Intake Coordinator

The CHIHO Intake Coordinator will manage all aspects of intake and ensure residents receive proper orientation .

They will be assigned for the Monday -Friday schedule 8:30-5 PM and will provide direction to the Intake Specialist who may work other hours to expand the intake window.

They will work collaboratively with the City to utilize the Coordinated Entry System (CES) to process referrals, including prioritizing Fontana Residence. Location for Intakes through CES must be established, as well as a system developed for ‘“in-person walkup” referrals.

CHLCC Proposal for Services
Phase I - Interim Housing Operator, Cont.

Cedar House Proposal DE-24-140-SP - Phase I Interim Housing Operator Page 8 of 8

Please note: The statement reading “the workflow procedures and responsibilities of client intakes will be further identified in forthcoming contracts between the City of Fontana and the selected Interim Housing Operator .” No budgetary provisions were included in this RFP based on the phrase “…in forthcoming contracts…”

No. 11 Confidentiality

CHLCC operates its current services under extreme confidentiality and is familiar with managing records responsibly.

We will explore and purchase an electronic record-keeping system for implementation at this site. Any such system shall be cloud-based and in compliance with all governing bodies regarding safeguarding of information. No resident information will be released unless with the resident's written authorization and, of course, that which is required by law and for data-gathering purposes.

No. 12 Client Eligibility

Intake personnel will be tasked with screening for eligibility requirements utilizing the universal assessment tool adopted by the SB County CoC to assess program participants’ housing and service needs.

In addition, Intake Personnel shall work with Wellness Services staff to ensure a smooth flow of information and reduce the likelihood or need for duplication of efforts. Client needs assessment for the amount and types of assistance required to (re)gain stability in permanent housing shall be shared with the assigned case manager upon intake.

No. 13 Client Exits

The Transition Coordinator will be responsible for working with the City and ensuring all residents have a 'safe' exit to the extent possible, knowing some residents may refuse. Drivers at CHIHO will provide transportation for the resident’s determined destination within a 25-mile radius, providing it is safe to do so, regardless of the type of exit.

No. 14 Universal Assessment
Per the above, Intake staff shall conduct initial assessments and provide information with residents' assigned Wellness Services staff once initial housing and program needs have been discovered.

<<<END>>>

Social Science Services, Inc., dba Cedar House Life Change Center submits for your consideration to the

CITY OF FONTANA C A L I F O R N I A

PROPOSAL FOR
RFP DE-24-140-SP

PHASE II

WELLNESS SERVICES

Social Science Services, Inc., dba Cedar House Life Change Center Interim Housing Operator and Wellness Services
RFP DE-24-140-SP

PHASE II

WELLNESS SERVICES

To Whom It May Concern;
Thank you for the opportunity to place our bid for Phase II – Wellness Services Entity Name Social Science Services, Inc., dba Cedar House Life Change Center 18612 Santa Ana Avenue,
Bloomington, CA 92316
Office Phone 909-421-7120
Fax 909-421-7128
Email: [email protected]

Contact for this Proposal
Jamie Lamb, CEO
18612 Santa Ana Ave
Bloomington, CA 92316
Cell Phone: 951-809-7045
Email: [email protected]

Sub-Consultants assisting with this proposal: None

Qualifications:

Social Science Services, Inc., dba Cedar House Life Change Center (hereafter CHLCC or Cedar House) is a 501c3 organization that has been helping the underserved residents of the Inland Empire for more than 50 years and is a proud member of our local community. Cedar House is familiar with the region and homelessness issues in our cities and rural areas included in the two county region known as the Inland Empire.

Located less than two miles from the Cedar Avenue exit off Interstate 10 on Santa Ana Avenue in Bloomington, CA, CHLCC offers a continuum of care, providing evidence-based treatment to empower individuals affected by addiction and co-occurring disorders to find wholeness in recovery. We offer detox, residential, and outpatient programs funded predominately through Medi-cal; we are well-versed in CalAIM and continue to stay current on all changes as they occur.

18612 Santa Ana Avenue, Bloomington, CA 92316 • Phone (909) 421-7120 • Fax (909) 421-7128 Programs Licensed and Certified by the State of California Department of Health Care Services www.cedarhouse.org • Tax ID 95-291-4237

CHLCC Introduction DE-24-140-SP Phase II Page 2 of 5

In addition, Cedar House operates a six -bed sober living facility called Sanctuary House, located directly across the street from our main facility, allowing easy access to ongoing services for our residential graduates and homeless men.

Our primary location in Bloomington has 125 detox/residential care beds and houses our outpatient/recovery services programs. Our Maple House facility in Bloomington provides 11 beds for women and room for up to 15 children in a specialized (perinatal) re sidential program. Both of these facilities are CARF Accredited (Commission on Accreditation of Rehabilitation Facilities), demonstrating our commitment to high standards for quality care.

In addition, CHLCC operates a campus in Riverside where we provide services in a 15 'bed' Sobering Center.

Clients may access the Sobering Center 24 hours per day and receive a safe and monitored environment as they wait for the effects of substances to w ear off. Clients are invited to consider treatment before exiting the Sobering Center . If agreeable, clients are quickly assessed by a registered or certified Alcohol and Drug Counselor and, assuming bed availability, transitioned directly into treatmen t at the Arlington Recovery Community (ARC), also known as "Cedar House at Arlington." The ARC is a unique 52-bed facility on this campus where we provide detox and a 30-day stabilization residential program. County assessment staff are on-site to assist clients with referrals to other treatment programs when beds at the ARC are full or when clients have stabilized and are ready for more long-term treatment.

All Cedar House programs are licensed by the California Department of Health Care Services (DHCS).

Our multi-disciplinary treatment team is highly sophisticated and functions like a well-oiled machine.

Treatment at Cedar House is collaborative and very individualized. Comprised of various disciplines (Medical Doctors, Nurse Practitioners, Licensed Vocational Nurses, LMFTs, AOD Counselors, Care Coordinators, and Client Care Specia lists), we provide a holistic and well -rounded approach encompassing “whole person care.”
All Cedar House programs are licensed by the California Department of Health Care Services (DHCS).

Cedar House Leadership Team is, bar none, the best this industry offer s. Cedar House has a culture of promoting from within when possible and when qualifications are met or exceeded. Among the seven members, there are over 61 years of tenure with the organization.

Each of our Executive Team Members has passed milestone work anniversaries, as shown below. • Chief Executive Officer More than seven years
• Chief Operations Officer More than 20 years
• Controller More than five years
• Human Resource Manager More than six years
• Clinical Director More than six years
• Program Director More than ten years
• Compliance Officer More than seven years

For as long as any of our long -term staff can recall, Cedar House has held contracts with agencies now known as the County of San Bernardino Department of Behavioral Health (DBH) and Riverside University Health Systems Behavioral Health (RUHS) to provide high-quality services for individuals struggling with CHLCC Introduction DE-24-140-SP Phase II Page 3 of 5

addiction and co-occurring mental health disorders, approximately 30% of whom self-identify as homeless upon intake.

Cedar House has consistently performed well in both program execution and fiscal practices for the last three years and prior, as evidenced by the results of the quarterly monitoring (two counties monitor all programs quarterly for both treatment and budgetary practices, totaling eight monitoring visits per year) and multiple annual audits by our local contractors and our state governing body, DHCS. Our accreditation through the Commission on Accreditation of Rehabilitation Facilities ( CARF) speaks volumes about the quality of care we provide and the professionalism demonstrated in all Administrative functions, such as Human Resources and Finance. Lastly, the Cedar House Board of Directors meets bi -monthly, examines established Key Performance Indicators (KPI s), and monitors the budget throughout the year to e nsure financial stability. Despite all this oversight , Cedar House continually monitors its practices and seeks improvement in all areas.

Named a Top Workplace in the Inland Empire for two consecutive years, Cedar House provides the highest quality of service and has created a culture around our core values of Excellence, Passion, Integrity, and Compassion (EPIC). Cedar House believes in paying a competitive wage and keeping workloads reasonable, leading to a sustainable quality of life and , thus, providing better service for our clients.

Collecting data on numbers served and outcomes is a way of operation for all our programs as we seek to evaluate our effectiveness and efficiency continuously. We are sure to incorporate any grant or contractual requirements into this process.

Cedar House welcomes the opportunity to serve people experiencing homelessness in the City of Fontana and surrounding communities at your soon-opening facility. In addition to all administrative staff fulfilling all administrative functions, we are equipp ed with highly qualified clinical staff accustomed to working with this population and eager to assume new responsibilities.

I am an Authorized Signer representing Social Science Services, Inc., dba Cedar House Life Change Center.

This proposal shall be good for 90 days from the due date of February 27, 2024.

Thank you again for this exciting opportunity.

Sincerely,

Jamie Lamb, CEO
Social Science Services Center, Inc., dba Cedar House Life Change Center

/jl

Enclosures
CHLCC Introduction DE-24-140-SP Phase II Page 4 of 5

Social Science Services, Inc., dba Cedar House Life Change Center Interim Housing Operator and Wellness Services
RFP DE-24-140-SP

Phase II Proposal – References

County Of San Bernardino Probation Department
Address 104 W Fourth Street
San Bernardino, CA 92415
Principal Representative Cynthia Perez-Macias
Title San Bernardino Housing Supervisor
Telephone 909 382-7811
Email Address [email protected]

County of San Bernardino Department of Behavioral Health Address 303 E. Vanderbilt Way
San Bernardino, CA 92415
Principal Representative Jennifer Alsina, MBA
Title Assistant Director, Behavioral Health
Telephone 909-388-0808
Email Address [email protected]

Riverside University Health System Behavioral Health
Address 3525 Presley Avenue
Riverside, CA 92507
Principal Representative #1 April Frey
Title Administrator - Substance Abuse Prevention and Treatment Programs Telephone (951) 955-2310
Email Address [email protected]

Principal Representative # 2 Rhyan Miller
Address 3525 Presley Avenue
Riverside, CA 92507
Title Deputy Director Integrated Programs
Telephone (951) 955-2304
Email Address [email protected]

CHLCC Introduction DE-24-140-SP Phase II Page 5 of 5

Social Science Services, Inc., dba Cedar House Life Change Center Interim Housing Operator and Wellness Services
RFP DE-24-140-SP
Phase II Proposal – Costs

Cedar House believes that you get what you pay for. In that spirit, Our Board is dedicated to providing the necessary tools and supplies to get the job done, paying staff a fair and competitive wage, and keeping workloads manageable. We believe that all of these measures lead to a better quality of life, which, in turn, leads to the provision of quality services for those we serve.

That said, we must still strive to keep costs as low as possible, ensuring we make the most of every dollar entrusted to us. We aim to provide a proposal demonstrating the highest service caliber while keeping costs within reasonable limits.

For a breakdown of our costs, please refer to the “ Wellness Services Budget with Start-Up Costs in Year One.”

Social Science Services, Inc., dba
Cedar House Life Change Services (CHLCC)
Proposal for Services
Phase II Wellness Services

No. 1 Client-Centered Case Management

In response to this RFP , Cedar House's goal will be to provide housing-focused case management services to parƟcipants housed at the Interim Housing facility in Fontana, CA.

Permanent housing is a luxury that many in our communiƟes cannot afford. Cedar House recognizes that tradiƟonally, there have been many barriers to segments of our populaƟon, such as those with low income, a mental health or substance abuse issue, and people of color.

We aim to level the playing field by assisƟng those individuals experiencing homelessness with the necessary informaƟon and support to address their barriers according to their desires and abiliƟes.

Under this program, clients may elect to receive comprehensive support, including any combinaƟon of the following such services:
 Temporary housing
 Assessment and referral for primary and mental health care needs  EducaƟon to promote a healthy lifestyle
 Job Training or Job Readiness with an end goal of finding a living wage job  Assistance in gaining access to community support programs  Referral to housing programs for which they qualify, such as Rapid Rehousing and other affordable housing opƟons
 Assistance with compleƟng housing applicaƟons
 Accompaniment to housing appointments
 Support through the leasing process
 Advocacy when encountering barriers
 Etc.

Cedar House case managers will conduct iniƟal intake interviews to gather informaƟon about the parƟcipants’ housing situaƟon, needs, and personally idenƟfied goals, performing a comprehensive assessment to determine eligibility for housing programs.

Cedar House will support parƟcipants in compleƟng housing applicaƟons accurately and promptly during individual sessions. We will idenƟfy missing key elements and begin a systemaƟc approach to fill those gaps, such as:
 Addressing any health concerns through referral for complete assessments and development of treatment plans by medical professionals
 Managing any lingering legal issues through referral to Legal Aid or such agency  Obtaining a driver’s license, necessary registraƟon and insurance  Gaining access to services and benefits for which they qualify, such as o Medi-cal insurance
CHLCC Proposal for Services
Phase II - Wellness Services, Cont.

Cedar House Proposal DE-24-140-SP - Phase II Wellness Services Page 2 of 8

o Services to address food insecurity
o Social Security Disability
o Women, Infants and Children (WIC)
o And many others.
 Obtaining a job or source of income
 Finding missing documentaƟon such as idenƟficaƟon, social security card, etc.  CoordinaƟng transportaƟon for travel to/from necessary appointments

When the client is ready, Cedar Housing staff will accompany program parƟcipants to housing appointments, including property viewings and meeƟngs with property owners or program representaƟves. Through groups and regular individual sessions with their assigned case manager, clients will be educated in understanding and negoƟaƟng lease agreements and their rights and responsibiliƟes under the law.

Cedar House case managers will monitor the program parƟcipants' progress toward the housing goal, evaluate the effecƟveness of the intervenƟons, and adjust the service plan as needed.

Lastly, we will complete closure and follow up with program parƟcipants who have secured permanent housing and will assist with the transiƟon process. Cedar House case managers will conduct follow-up contacts to ensure housing stability and address any post-placement issues.

No. 2 Substance Abuse Disorders IntervenƟons

Clients who present as having challenges related to substance use or abuse shall be referred to an on-site registered or cerƟfied Alcohol and Drug (AOD) counselor who will provide program parƟcipants with self-administered assessment and screening tools. These tools include:
 The Alcohol Use Disorders IdenƟficaƟon Test (AUDIT) and  Drug Abuse Screening Test (DAST-10).

These brief self-report instruments may help guide a parƟcipant into seeking further evaluaƟon and support for their concerns.

AOD counselors will provide regularly scheduled group educaƟon sessions regarding Substance Use Disorders (SUD).

InformaƟon will be tailored toward the audience and can include topics such as:
 What is a SUD?
 How do I recognize a SUD in myself or a loved one?
 How do we prevent substance use from turning into an SUD requiring treatment?  When should I seek treatment?
 Where do I start when seeking treatment?
 What about AA and NA?
 How do I help my child/loved one if I suspect they are using drugs or alcohol?  And many other topics germane to the populaƟon

As requested, Cedar House AOD Counselors will meet with program parƟcipants in individual sessions to help them move forward in understanding their substance use and determine if they need or are ready to seek help.

CHLCC Proposal for Services
Phase II - Wellness Services, Cont.

Cedar House Proposal DE-24-140-SP - Phase II Wellness Services Page 3 of 8

When a program parƟcipant states that they want help for their Substance Use, the AOD counselor will conduct a thorough assessment using the tool developed by the American Society of AddicƟon Medicine, also known as the ASAM. The ASAM screening will assist the counselor in determining the most appropriate level of care: detox, residenƟal, or outpaƟent treatment. The client will then be presented with opƟons for treatment at that Ɵme and, providing they are willing, be provided transportaƟon needed to access the appropriate level of care.

Should the client be assessed as needing detox or residenƟal treatment, the AOD Counselor will assist the client in calling the San Bernardino County Screening Assessment Referral Center (SARC). If the client cannot be placed immediately, the Cedar House AOD Counselor on site will conƟnue to support the client and maintain the client's engagement and moƟvaƟon to enter treatment when a bed becomes available.

Cedar House will also compile a list of outpaƟent providers and coordinate transportaƟon for needed appointments.

InformaƟonal materials (e.g., brochures, pamphlets) about available services and resources, including eligibility criteria and contact informaƟon, will be readily available to parƟcipants.

Cedar House will also develop protocols for responding to substance-related crises, such as overdose or relapse, and provide housing and wellness staff with access to 24/7 crisis hotlines and on-call support services for immediate assistance.

Cedar House will solicit feedback from program parƟcipants and staff members to ensure the referral plan meets their needs and expectaƟons. We will regularly review and evaluate the referral process to idenƟfy areas for improvement and implement correcƟve acƟons as needed. Regular case reviews will be conducted to monitor individuals’ progress in treatment and address any barriers or challenges they may encounter.

No. 3 Individualized Stability Plan

The Individual Stability Plan outlines acƟonable steps to support the program parƟcipant in achieving housing stability and overall well-being. The plan aims to empower the program parƟcipant to overcome barriers and build a foundaƟon for long-term stability by addressing housing, employment, health, support network, and life skills needs.

CollaboraƟon with the City Case Manager ensures a coordinated and holisƟc approach to service delivery, focusing on client-centered care and conƟnuous plan refinement.

Individual Stability Goals:

The Individual Stability Plan will address the following domains with associated objecƟves:
 Securing permanent housing
o ObjecƟve - Assist the client in accessing permanent housing through referrals to appropriate housing programs and support with housing applicaƟons.

 Increasing income and employment
o ObjecƟve – enabling program parƟcipants to connect with employment resources and training programs to increase income and improve financial stability

CHLCC Proposal for Services
Phase II - Wellness Services, Cont.

Cedar House Proposal DE-24-140-SP - Phase II Wellness Services Page 4 of 8

 Improving overall health and wellness
o ObjecƟve - allow the case manager to provide support and referrals to health services, including medical and dental care, mental health counseling, and substance abuse treatment if needed

 Strengthening support network
o ObjecƟve - enable the parƟcipant to idenƟfy and engage supporƟve individuals and community resources to build a more robust support network

 Enhancing life skills.
o ObjecƟve - offer the program parƟcipant life skills training to develop essenƟal skills for independent living, such as budgeƟng, Ɵme management, and communicaƟon.

Individual Stability Plan AcƟons Steps
The individual Stability plan will include the following acƟon steps in each domain:

Securing Permanent Housing
 CompleƟng housing applicaƟons for Rapid Rehousing and affordable housing programs  Accompanying the program parƟcipant with housing appointments  Providing support during the leasing process
 Exploring other housing opƟons, such as transiƟonal housing or shelters if needed

Increasing Income and Employment
 Assess the program parƟcipant's skills and interests to idenƟfy suitable employment opportuniƟes.  Provide job search assistance
 Teach resume wriƟng and interview preparaƟon
 Connect the program parƟcipant with job training programs or vocaƟonal educaƟon opportuniƟes.

Improving Overall Health and Wellness
 Scheduling appointments for medical check-ups and screenings  Referring the program parƟcipant to mental health counseling or substance abuse treatment programs if indicated
 EducaƟng the parƟcipant on self-care pracƟces and healthy lifestyle choices

Strengthening Support Network
 FacilitaƟng connecƟons with family members or supporƟve friends who can offer assistance  Engaging the parƟcipant in community acƟviƟes or support groups to expand their social network  Providing the program parƟcipant with informaƟon on available support services such as:
o food banks
o legal assistance
o childcare resources.

Enhancing Life Skills
 Offering workshops or individual sessions on
o budgeƟng
CHLCC Proposal for Services
Phase II - Wellness Services, Cont.

Cedar House Proposal DE-24-140-SP - Phase II Wellness Services Page 5 of 8

o meal planning
o household management
o assisƟng with navigaƟng public transportaƟon
o accessing community resources
o managing paperwork and documents
 Encourage parƟcipaƟon in recreaƟonal acƟviƟes or hobbies to promote self-esteem and well-being.

CollaboraƟon with City Case Manager:

Cedar House case managers will coordinate with the City's case manager to develop a comprehensive Housing and Service Plan tailored to the program parƟcipant's needs and goals. We will share assessment findings, stability goals, and acƟon steps to ensure alignment and collaboraƟon in service delivery. Cedar House case managers communicate regularly with the City Case Manager to update the client's progress, address any challenges or barriers, and collaborate on idenƟfying addiƟonal resources and support services available through the City or community partners.

Plan Review and Updates:

Cedar House will regularly review the Individual Stability Plan to assess progress toward goals and adjust acƟon steps as needed. Updates to the plan in collaboraƟon with the program parƟcipant and the City Case Manager will reflect changes in the program parƟcipant's situaƟon or prioriƟes. This ensures that the program parƟcipant remains acƟvely engaged in the planning process and feels empowered to decide their stability goals.

No. 4 Mental and Physical (Primary) Health Services

Cedar House will implement rouƟne health screenings for program parƟcipants upon entry and at regular intervals aŌerward.

Staff and Volunteer Training
Cedar House will provide the necessary training to staff and volunteers who will encounter individuals experiencing homelessness. InformaƟon will be pracƟcal and include how to interact/work with individuals with SUD and Co- Occurring Disorders. Training provided may include but not be limited to:
 CPR/First Aid
 A trauma-informed approach to understanding the impact of substance use on individual lives  Signs and symptoms of substance use disorders
 Effective communication techniques for discussing substance use with program participants,  Trauma-informed care principles to understand the underlying cause of SUD  Motivational interviewing techniques to help engage participants in treatment  Signs of intoxication and overdose
 Overdose PrevenƟon and Response
 Administering Naloxone and other life-saving intervenƟons.  Working with those exhibiting behaviors indicative of the presence of a possible mental health disorder and what actions to take
 De-escalation techniques
 ConducƟng sensiƟve and trauma-informed health instruments to comprehensively understand individuals' health needs
CHLCC Proposal for Services
Phase II - Wellness Services, Cont.

Cedar House Proposal DE-24-140-SP - Phase II Wellness Services Page 6 of 8

 IdenƟfying common physical health condiƟons prevalent among individuals experiencing homelessness (e.g., hypertension, diabetes, infecƟous diseases).
 Recognizing signs and symptoms of mental health disorders and trauma-related condiƟons.  EffecƟve communicaƟon and de-escalaƟon techniques when addressing health concerns with program parƟcipants.
 Strategies for promoƟng health literacy and self-care pracƟces among individuals with limited access to healthcare resources.
 Specialized training on suicide prevenƟon, crisis intervenƟon, and trauma-informed care principles to enhance staff competencies.

AddiƟonally, we shall
 Compile a comprehensive directory of local primary care providers, mental health clinics, and community health centers that offer services tailored to individuals experiencing homelessness.  Partner with organizaƟons, outreach teams, and mobile clinics to facilitate access to primary care, mental health, and substance use treatment services.
 Create informaƟonal materials (e.g., fact sheets and resource guides) outlining available health services, eligibility criteria, and contact informaƟon for easy reference.  Develop standardized protocols and procedures for referring program parƟcipants to appropriate health services based on their needs and preferences.
 Ensure seamless communicaƟon and collaboraƟon between the housing-focused program and healthcare providers to facilitate conƟnuity of care.
 Implement interdisciplinary team meeƟngs to facilitate care coordinaƟon and informaƟon sharing among healthcare providers, case managers, and other program staff.  Promote a culture of collaboraƟon and mutual respect between Wellness Services Providers and Interim Housing Operator to address the interconnected needs of program parƟcipants effecƟvely.

By implemenƟng this comprehensive plan for mental and physical health services within a housing-focused program and providing regular staff training, we can beƩer support the health and well-being of individuals experiencing homelessness and facilitate their access to needed and appropriate care.

No 5 AddiƟonal Wellness and Clinical Services

Cedar House recognizes the unique challenges faced by this populaƟon and aims to empower individuals to achieve stability and improve their overall well-being. Cedar House will conduct a comprehensive assessment to idenƟfy the individual's specific needs and challenges, including mental health, substance use, physical health, and social determinants of health. In addiƟon, we will provide goal seƫng and collaborate with the individual to set realisƟc and achievable goals related to wellness, recovery, and stability. This will include service planning by developing an individualized service plan that outlines the support services needed to achieve the client's goals, including Ɵmelines and responsibiliƟes.

Cedar House will provide addiƟonal wellness and clinical services designed to address the complex needs of homeless individuals by providing tailored support services that encompass  Social rehabilitaƟon to help individuals rebuild social skills, establish healthy relaƟonships, and reintegrate into the community
CHLCC Proposal for Services
Phase II - Wellness Services, Cont.

Cedar House Proposal DE-24-140-SP - Phase II Wellness Services Page 7 of 8

 AddicƟon services by registered or cerƟfied AOD Counselors to o Complete the necessary assessment for detoxificaƟon
o As needed, aid in coordinaƟng detoxificaƟon programs through the San Bernardino County Screening, Assessment, and Referral Center (SARC).
o Provide direct counseling services.
o Develop a list of support groups.
o Enlist support groups on-site.
 Referral for specialized clinical services so parƟcipants can access mental health services, including counseling, therapy, psychiatric evaluaƟon, and medicaƟon management.  Support for family reunificaƟon by assisƟng individuals in reconnecƟng with family members and support systems to strengthen their support network and provide a stable environment.  Assistance in managing prescripƟon intake by offering support and educaƟon on medicaƟon management, including adherence to prescribed medicaƟons and potenƟal side effects.  General educaƟon services by providing access to educaƟonal opportuniƟes, including literacy programs, GED preparaƟon, and vocaƟonal training, to enhance skills and improve employment prospects.  Job training offers job readiness training, resume building, interview skills, and job placement assistance to help individuals secure employment and achieve financial stability.

Cedar House uses the interdisciplinary team approach by collaboraƟng with various disciplines to provide holisƟc care; our Case Managers and Counselors will collaborate with providers to establish partnerships with community organizaƟons, government agencies, and local businesses to expand access to resources and support services.

All clients will be assigned a dedicated case manager to coordinate services, monitor progress, and advocate for the individual's needs.

By offering tailored support services, including social rehabilitaƟon, addicƟon counseling, clinical services, family reunificaƟon, and job training, the plan seeks to empower individuals to rebuild their lives and thrive in their communiƟes. CollaboraƟon with community partners and ongoing evaluaƟon will ensure that services are effecƟve and responsive to the populaƟon's needs.

Program EvaluaƟon
Cedar House case managers, AOD counselors, and Case Managers shall complete and maintain detailed and accurate case notes documenƟng all client interacƟons, service referrals, and progress toward individual goals. For program evaluaƟon and funding purposes, reporƟng will include informaƟon on all program acƟviƟes, outcomes, and client demographics. All informaƟon will be kept confidenƟal and shared only with authorized individuals or agencies according to legal and ethical guidelines.

Program evaluaƟons and measuring the effecƟveness of the support services in achieving desired outcomes will include
 tracking and reporƟng on key outcome measures such as o the number of parƟcipants housed
o housing stability rates
o employment rates
o self-reported improved health and well-being
CHLCC Proposal for Services
Phase II - Wellness Services, Cont.

Cedar House Proposal DE-24-140-SP - Phase II Wellness Services Page 8 of 8

 SoliciƟng client feedback at the Ɵme of discharge from the program to assess saƟsfacƟon with services and idenƟfy areas for improvement

Cedar House will use evaluaƟon data to conƟnuously improve the program, including refining service delivery methods and expanding partnerships with community resources.

No. 6 – 8 Meals, Laundry, and AddiƟonal Animal Care

The Cedar House Wellness Services Coordinator will work with the Interim Housing Operator (IHO) to provide these services. Individual Case Managers and AOD Counselors shall incorporate these elements into the Individualized Stability Plan as a maƩer of primary needs and ensure that all clients receive proper nutriƟon and laundry services and that their animals are well cared for. Issues will be brought to the aƩenƟon of managing IHO staff to offer assistance and bring necessary correcƟons to ensure the fulfillment of all contractual obligaƟons.

<<< END>>>

Social Science Services, Inc., dba Cedar House Life Change Center Budget Documents
RFP DE-24-140-SP

PHASE I

INTERIM HOUSING OPERATOR

Table of Contents

• Cost Proposal
• Overall Budget Narrative
• Budgeted Line Item Narrative
• Personnel Listing

COST BUDGET
IHO City IHO City
Salaries $1,807,182.90 $1,897,542.05
Employee Benefits $366,439.53 $384,561.50
Contract Services $689,664.00 $724,147.20
Travel & Seminars $10,546.99 $11,074.34
Housekeeping Supplies $49,753.27 $52,240.93
Insurance $13,629.00 $14,310.45
Telephone $3,203.13 $3,363.29
Wireless Telephone $22,840.00 $23,982.00
Legal & Professional Fees $10,000.00 $10,000.00
Medical Supplies $5,300.00 $5,565.00
Food $519,468.00 $545,441.40
Non-food $86,819.13 $86,435.08
Taxes, Licensing & Cert. Fees $8,176.00 $8,584.80
Bank Charges & Fees $1,891.69 $1,891.69
Computer Expense $96,591.48 $101,421.05
Printing Expense $6,168.32 $6,476.73
Postage & Shipping $7,153.29 $7,510.96
Recruitment Expenses $33,556.61 $6,711.32
Document Destruction $648.00 $648.00
Office Expense $20,417.51 $21,438.39
Payroll service fee $14,997.40 $15,747.27
Live Scan $2,880.00 $2,880.00
Security Equipment $9,211.02 $9,671.57
Tools & Equipment $7,837.80 $2,127.56
Equipment Repairs $6,845.55 $7,187.83
Landscaping $29,432.90 $20,404.55
Lighting $6,430.33 $6,751.85
Building Repairs $2,610.04 $2,740.54
Furniture $7,839.00 $117,000.00 $2,351.70 $35,100.00
Repairs & Maint - Vehicle $12,046.41 $12,648.73
Fuel - Vehicle $21,831.88 $22,923.47
Electricity $84,118.13 $88,324.04
Disposal $105,882.84 $111,176.98
Gas $15,578.72 $16,357.66
Water $17,046.06 $17,898.36
Cable $5,405.51 $5,675.79
Pest Control $6,612.55 $6,943.18

INTERIM HOUSING
Year 1 Year 2

COST BUDGET
IHO City IHO City

INTERIM HOUSING
Year 1 Year 2
Dues and Subscriptions $3,601.27 $3,781.34
Laundry $679.88 $6,798.81 $713.88 $7,138.75
Linen $15,320.07 $16,086.07
Events/Holidays $4,500.00 $4,725.00
Cab Fare $9,346.45 $9,813.78
Client Support $157,001.92 $88,202.02
Depreciation Expense $24,820.00 $24,820.00
Total Expenses $3,734,369.11 $720,754.30 $3,786,496.08 $669,042.02 Indirect Administrative Expenses $560,155.37 $108,113.15 $567,974.41 $100,356.30 Total Costs $4,294,524.47 $828,867.45 $4,354,470.49 $769,398.32

FEE SCHEDULE
IHO City IHO City
Rate per bed day $115.35 $22.26 $116.96 $20.67
Total rate per bed day
Methodology:
*Total costs divided by projected bed days
*Total rate/bed day includes IHO and City
*Bed days is projected at 85% occupancy
$137.61 $137.63
Year 1 Year 2

INTERIM HOUSING
CHLCC Proposal For Services
Phase I
Interim Housing Operator
Overall Budget Narrative
Overall Budget Narrative
Several Assumptions were made during the crafting of this budget that, if discovered to be incorrect, may lead to needed adjustments. Cedar House is hopeful that there will be an opportunity to have a discussion and negotiate these costs. Please refer to the specifics of these assumptions and note that should we be granted this award, certain line items may be affected and, as such, may be negotiated. When it was not overtly clear in the RFP as to who would assume costs, to be safe, we included them in the column for Cedar House. Upon notification of the award, such costs will be shifted as appropriate.

When it was not overtly clear to us who would assume costs, to be safe, we included them in the column for Cedar House. Upon notification of the award, such costs will be shifted as appropriate. The only cost that does not show on this budget would be rental fees for use of the facility, which, if added, will drive costs up considerably.

Costs listed under the column labeled City were calculated based on what we would expect to incur; actual costs for the City may be substantially less due to partnership or other agreements that may have been established.

Cedar House has submitted for both Phase I and Phase II. Each budget was crafted with the assumption that we may only be awarded one, and not both. However, If awarded both, overall costs per program and associated rates may decrease as there would be some line items that may be shared and allocated across both Housing and Wellness and may result in some cost savings per program. However, the current budgets were written assuming that full cost would be assumed by each program.

The costs shown here have been calculated based on the expectation of an 85% occupancy rate. Rates per person per day will depend upon the total number of residents/program participants at any given time. Some costs remain fixed and will not diminish regardless of how many or few are being housed and/or provided services. Other costs (such as food, payroll, and associated expenses, client support, etc.) will "ramp up" once staff are hired, the facility opens, and client intakes occur) until we reach the anticipated expense as shown. In the event total capacity exceeds 85%, we anticipate the overall costs are likely to remain the same. However, the cost per person per day for housing/services will decrease.

The Bid Information Page on Plant Bids indicated "Type of Award: Lump Sum." As such, start up costs will not be an issue, assuming this is paid at time of final negotiation. However, if we are incorrect and the City intends to disburse funds monthly, Cedar House will request an initial lump sum payment of three months to account for the accumulated Start Up Costs which are included in Year One Budget. This will reduce undue strain on organizational cash flow as we ready the facility to open. Start Up costs include items such as Initial recruitment for staff, purchasing of vehicles, setting up IT, installation of electronic health records, purchase of cell phones for and other tools/supplies needed, initial landscaping clean up, etc.) This list is not exhaustive, but covers most items that we anticipate we will need to prepare As was requested, we are providing an associated cost rate, again based upon the expectation of 85% occupancy. However, we are indicating two separate rates: one that includes only costs expected to be incurred by Cedar House and a second rate that includes Total program costs , regardless of which entity is incurring them. Clearly, the total program cost rates will be higher. Also, calculating the rate based on total program costs provides a clearer picture of the real costs per day to provide Housing .

Lastly, recently passed legislation mandates current pay rates for all workers in 'health care' who must receive a minimum pay of $21.00 per hour. Cedar House is currently seeking recommendations from our legal counsel as to whether we, as a private/non-profit provider of behavioral health services, meet the criteria under this new legislation. Should it be determined that we do, in fact, fall under this new legislation, Cedar House salaries and associated line items will be affected and, therefore, require adjustments. it is our current stance that we do not meet the criteria, and the attached budget is reflective of our current salary structure.

CHLCC Proposal For Services
Phase I
Interim Housing Operator
Budget Line Item Narrative
Assumption # Budget Line Item(s) impacted Details Plan
1 None Inlcuded There was no indication in the RFP whether the City expects IHO to pay a rental fee for use of the building. As such, we did not include any expense line item for this. If rental fees are expected, these would be added.

Upon notification of contract award, this price
point will require renegotiation.
2 Electricity, Disposal, Gas, Water,
Cable Much like 'rent,' we were not clear who would pay the utilities for the building other than those specified in the RFP ( phones, internet, and security cameras). Utility fees are included here in the Cedar House column and could be removed if we are not responsible for paying any utilities.

Upon notification of contract award, this price
point may require renegotiation.
3 Client Support With no kitchen facilities on site, we will plan to contract for meal services or find a facility rental near the facility. We have included an anticipated cost for this, plus the cost of food. However, we have no historical data for this type of service, and our research yielded unreliable results. Until a vendor is identified and the contract is signed, this cost is subject to change.

Upon notification of the contract award, we will
identify a vendor, and once we know our costs,
we will work with the City to have this price
point adjusted if needed.
4 Client Support For budgetary purposes, the cost of boarding pets was assumed off-site by the City Animal Services and calculated at $10/day/pet with as many as 25 kennels. However, we are under the impression that the City may have some arrangements already agreed upon and will adjust this accordingly.

Upon notification of contract award, this price
point may require renegotiation.
5 Total Expenses Total costs for Year Two were calculated based on a 5% inflation rate, where applicable.

CHLCC Proposal for Services
Phase I
Interim Housing Operator
Personnel Listing
Interim Housing Operator Personnel Listing
Staff Title FTE
Site Director 1.00
Assistant Site Director 1.00
Intake Coordinator 1.00
Intake Specialist 1.00
Front Desk Attendant Lead 1.00
Front Desk Attendant 4.00
Housing Monitor Lead 1.00
Housing Monitor 9.00
Facility Maintenance Worker 1.00
Food Service Manager 1.00
Food Service Staff 5.00
Animal Support Specialist 2.00
Driver 2.00
Housekeeping staff 2.00
Social Activities Specialist 1.00
Laundry Personnel 2.00
Transitional Coordinator 1.00
Community Engagement Specialist 1.00
Staff Accountant 0.75
HR Specialist 0.75
Total 38.50

Social Science Services, Inc., dba Cedar House Life Change Center Budget Documents
RFP DE-24-140-SP

PHASE II

WELLNESS SERVICES

Table of Contents

• Cost Proposal
• Overall Budget Narrative
• Budgeted Line Item Narrative
• Personnel Listing

COST BUDGET
Provider City Provider City
Salaries $562,425.93 $590,547.23
Employee Benefits $120,797.32 $126,437.19
Contract Services $0.00 $0.00
Travel & Seminars $3,282.40 $3,446.52
Insurance $6,971.00 $7,319.55
Telephone $996.87 $1,046.71
Wireless Telephone $6,720.00 $7,056.00
Legal & Professional Fees $5,000.00 $5,000.00
Medical Supplies $1,000.00 $1,050.00
Taxes, Licensing & Cert. Fees $6,158.00 $6,465.90
Bank Charges & Fees $588.73 $588.73
Computer Expense $56,818.52 $59,659.45
Printing Expense $1,919.68 $2,015.67
Postage & Shipping $2,226.23 $2,337.54
Recruitment Expenses $10,443.39 $2,088.68
Document Destruction $648.00 $648.00
Office Expense $31,902.36 $33,497.48
Payroll service fee $2,891.06 $3,035.62
Live Scan $480.00 $480.00
Tools & Equipment $500.00 $500.00
Equipment Repairs $2,130.45 $2,236.97
Furniture $1,500.00 $450.00
Repairs & Maint - Vehicle $3,749.05 $3,936.50
Fuel - Vehicle $6,794.45 $7,134.17
Electricity $28,039.38 $29,441.35
Disposal $35,294.28 $37,058.99
Gas $5,192.91 $5,452.55
Water $5,682.02 $5,966.12
Cable $1,801.84 $1,891.93
Dues and Subscriptions $1,120.78 $1,176.82
Curriculum $1,049.13 $1,101.59
Cab Fare $2,908.78 $3,054.21
Client Support $15,981.59 $16,780.67
Total Expenses $932,017.26 $996.87 $967,855.41 $1,046.71 Indirect Administrative Expenses $139,802.59 $149.53 $145,178.31 $157.01 Total Costs $1,071,819.85 $1,146.40 $1,113,033.73 $1,203.72

WELLNESS SERVICES
Year 1 Year 2

FEE SCHEDULE
Provider City Provider City
Rate per bed day $28.79 $0.03 $29.90 $0.03
Total rate per bed day
Methodology:
*Total costs divided by projected bed days
*Total rate/bed day includes Provider and City
*Bed days is projected at 85% occupancy
$28.82 $29.93

WELLNESS SERVICES
Year 1 Year 2
CHLCC Proposal For Services
Phase II
Wellness Services
Overall Budget Narrative
Overall Budget Narrative
Several Assumptions were made during the crafting of this budget that, if discovered to be incorrect, may lead to needed adjustments.

Cedar House is hopeful that there will be an opportunity to have a discussion and negotiate these costs. Please refer to the specifics of these assumptions and note that should we be granted this award, certain line items may be affected and, as such, may be negotiated. When it was not overtly clear in the RFP as to who would assume costs, to be safe, we included them in the column for Cedar House. Upon notification of the award, such costs will be shifted as appropriate.

When it was not overtly clear to us who would assume costs, to be safe, we included them in the column for Cedar House. Upon notification of the award, such costs will be shifted as appropriate. The only cost that does not show on this budget would be rental fees for use of the facility, which, if added, will drive costs up considerably.

Costs listed under the column labeled City were calculated based on what we would expect to incur; actual costs for the City may be substantially less due to partnership or other agreements that may have been established.

Cedar House has submitted for both Phase I and Phase II. Each budget was crafted with the assumption that we may only be awarded one, and not both. However, If awarded both, overall costs per program and associated rates may decrease as there would be some line items that may be shared and allocated across both Housing and Wellness and may result in some cost savings per program.

The costs shown here have been calculated based on the expectation of an 85% occupancy rate of housing units. The cost rates per person per day for Wellness Services will depend upon the total number of residents/program participants at any given time. Some costs (such as payroll and associated expenses, client support, etc.) will "ramp up" as the program becomes more established and intakes have occurred into housing.

The Bid Information Page on Plant Bids indicated "Type of Award: Lump Sum." As such, start-up costs will not be an issue, assuming this is paid at the time of final negotiation. However, if we are incorrect and the City intends to disburse funds monthly, Cedar House will request an initial lump sum payment of three months to account for the accumulated Start Up Costs, which are included in the Year One Budget. This will reduce undue strain on organizational cash flow as we ready the facility to open. Start Up costs include items such as Initial recruitment for staff, purchasing of computers and cell phones, setting up IT, installation of electronic health records, etc.) This list is not exhaustive but covers most items that we anticipate we will need to prepare.

As was requested, we are providing an associated cost rate, again based upon the expectation of 85% occupancy of housing units. However, we are indicating two separate rates: one that includes only costs expected to be incurred by Cedar House and a second rate that includes Total program costs , regardless of which entity is incurring them. Clearly, the total program cost rates will be higher. Also, calculating the rate based on total program costs provides a clearer picture of the real costs per day to provide Wellness Services.

Lastly, recently passed legislation mandates current pay rates for all workers in 'health care' who must receive a minimum pay of $21.00 per hour. Cedar House is currently seeking recommendations from our legal counsel as to whether we, as a private/non-profit provider of behavioral health services, meet the criteria under this new legislation. Should it be determined that we do, in fact, fall under this new legislation, our salaries and associated line items will be affected and, therefore, require adjustments. it is our current stance that we do not meet the criteria, and the attached budget is reflective of our current salary structure.

CHLCC Proposal For Services
Phase II
Wellness Services
Budget Line Item Narrative
Assumptions Budget Line Item(s) impacted Please refer to notes below: Plan 1 None Inlcuded
There was no indication in the RFP whether the City expects IHO to pay a rental fee for use of the building. As such, we did not include any expense line item for this. If rental fees are expected, these would be added.

Upon notification of contract
award, this price point will
require renegotiation.
2 Electricity, Disposal, Gas, Water,
Cable
Much like 'rent,' we were not clear who would pay the utilities for the building other than those specified in the RFP ( phones, internet, and security cameras). Those fees are included here in the Cedar House column and could be removed if we are not responsible for paying any utilities.

Upon notification of contract
award, this price point may
require renegotiation.
3 Salaries, Benefits Taxes and Client
Support
Cedar House is applying for Phase I and II of this RFP. Insomuch as Meals, Laundry, and Animal Support were indicated as required for both IHO and Wellness Services; we were not sure where best to budget for them. As these three items were seen as related to housing primarily, we did not budget for any of them in our current Wellness Services Budget. However, if the responsibility to provide such should default to Wellness Services, then additional funding will be added to this proposal. As it stands currently, we plan that Case Managers will monitor adequate provision of services and will work collaboratively with IHO to ensure any client complaints are addressed.

Upon notification of contract
award, this price point may
require renegotiation.
4 Total Expenses Total costs for Year Two were calculated based on a 5% inflation rate, where applicable.

CHLCC Proposal for Services
Phase II
Wellness Services
Personnel Listing
Wellness Personnel Listing
Staff Title FTE
Case Managers 5.00
Registered or Certified Alcohol and Drug Counselors2.00 Wellness Coordinator 1.00
Program Director 0.25
Clinical Director 0.10
Staff Accountant 0.25
HR Specialist 0.25
Total 8.85
1 SymbaCenter
One Community. One Mission.

INTERIM HOUSING OPERATOR AND WELLNESS

SERVICES PROVIDER APPLICATION
Phase I & II
Project DE-24-140-SP

Prepared by:

Shawn R. Smith, PharmD, APh
CEO, Symba Center

2 A. Introduction

1. Symba Center
16902 First Street, Victorville, CA 92395
Email: [email protected]
Telephone: 760-515-2464

2. Shawn Smith, PharmD
Chief Executive Officer
[email protected]
Telephone: 760-515-2464

3. Sub-consultants
Pensieve Food, LLC
David Medak, Managing Partner
Telephone: 612-759-0089

3 B. Qualifications
Symba Center is a 501 (c)(3) non-profit (84-3729902) community-based organization and medical clinic providing health and wellness services for unhoused, low-income, and uninsured community members in the High Desert and greater Inland Empire. Our mission is to implement and inspire innovative solutions designed to meet the health and wellness needs of our community. Our objective is to minimize plight and suffering related to health conditions for homeless, low-income, and uninsured community members. Symba Center was founded by Dr.

Smith and Dr. Bowtie Brian with an honorable intention to establish a free and charitable clinic.

Our goal was to encourage providers to volunteer in the High Desert’s Health Resource and Service Administration (HRSA) designated health provider shortage area. However, our focus took an unexpected turn when the COVID-19 pandemic struck. During the pandemic, Symba Center stepped up as a frontline provider for Victorville’s homeless community. We not only provided COVID-19 compliance, including testing and education for staff, but also developed sanitation and intake procedures. Additionally, we managed outbreaks while serving as a vital clinical rotation site for students. It was during this time that we partnered with High Desert Homeless Services and Victor Valley Rescue Mission to offer access to healthcare services to the homeless community. Due to High Desert Homeless Services also operating the City of Victorville’s Interim Shelter at Westwinds Sports Center, our team of physicians, nurse practitioners, registered nurses and pharmacists began providing medical services and recuperative care to the guests at the Interim site, while also providing supportive services inclusive of case management, behavioral therapy, housing navigation and outreach to the unsheltered and at-risk individuals at Victor Valley Community College. As a result of our 4 commitment and care to our community, we were recognized by the City of Victorville in the 2020 State of the City for providing COVID -19 preventative services through testing and isolation/quarantine protocols that supported shelter operations and addressed the needs of the unsheltered. Lastly, we provided ongoing education as the pandemic changed to reduce risk of transmission. We also took lead during the Monkeypox outbreaks and developed protocols for staff to follow and provided vaccination for all at-risk clients.

Therefore, Symba Center has remained a constant and trustworthy healthcare provider for both Victorville’s Interim Shelter and Victor Valley College for the past four years. It is because of our consistency and trust within the community and the City of Victorville that we were awarded the contract to be the Wraparound Services Provider for the first 170 bed, low barrier, non-congregate care site in the state of California. As a wraparound supportive service provider for the Wellness Center, we provide comprehensive services that include recuperative care, behavioral health services, case management and outreach services utilizing an interdisciplinary care team model that are supportive to helping individuals on their road to recovery, on their road to wellness and most importantly on their road to obtaining a permanent housing solution.

Symba Center uses evidenced based modalities (i.e., Housing First, Seeking Safety, Motivational Interviewing) that are supportive to helping our guests and participants navigate through our programs to gain a permanent housing solution. Our overall goal is to provide a level of care that speaks for continuity and consistency.

Symba Center’s organizational structure consists of leadership that is led by an Executive Board team that oversees the progress of the Symba’s tenets. Our Chief Executive Officer carries out the strategic plans, policies, and service contracts as established by the board of directors.

The Wellness Services Director ensures that program services meet our contractual agreements 5 and applies evidence-based methodologies supportive to the site and the community. The Director also oversees the operations of both the recuperative care staff and wraparound services component to ensure that each program meets continuity of care standards and provides services that are supportive to our clients. The Wellness Services Manager supports the Case managers, nurses, therapists, and medical assistants in maintaining the day-to-day operations of wraparound services. The Director and the Manager worked collaboratively together in coordinating all aspects of services to meet the overall expectations of Symba Center and our collaborative partners. Our Director of Finance supports us in ensuring that we are using appropriate fiscal protocols and managing all funds and grants in a financial manner that meets all federal and local regulations. Symba Center employs a multi-disciplinary team that consist of Nurse Practitioners (family & psychiatric), Registered Nurses, Medical Assistants, Occupational Therapists, Pharmacists, Licensed Vocational Nurses, Medical Assistants, Case Managers/Housing Navigators, Substance Use Counselors, Peer Support Specialists and Licensed Therapists, which speaks highly to the innovative services that we provide to the unsheltered and at-risk. We also partner with local medical universities and community colleges to involve student health care professionals.

One of the main objectives of our organization is to have a reputable and trustworthy relationship with the City of Victorville in handling funds while successfully addressing homelessness. We believe that this is essential for ensuring the sustainability and effectiveness of our programs and services. We have been working closely with the City of Victorville and have established a solid partnership based on mutual respect, transparency, and accountability. We have also demonstrated our ability to deliver high-quality outcomes and impact for the homeless population in Victorville, as well as the broader communities. Therefore, we are committed to 6 developing new partnerships with the City of Fontana, as we continue to seek innovative and collaborative solutions for ending homelessness in the County of San Bernardino. The San Bernardino County Office of Homeless Services and the San Bernardino County Homeless Partnership wrote letters of support Symba Center’s PATH CITED Round 3 application from DCHS to provide operational start-up funds for recuperative care and navigation centers throughout the various regions of the county, including the City of Fontana. Our overall goal is to reduce plight and suffering by homeless individuals in the City of Fontana. The need for a recuperative care center in an interim shelter facility is vital to improving multiple outcomes including cost savings for local hospitals and Medi-Cal plans by reducing 30-day hospital readmission rates. Individually, we expect clients to have improved health and ability to function because of the successful resolution of acute conditions and stabilization of chronic conditions, improved health, and ability to function as a result of successful scheduling of elective surgery with a safe place to prepare for and recover after surgery, improved continuity of care through establishing a medical home. This includes an ongoing relationship with a primary care provider, improved continuity of care because of linkage to specialty services, including podiatry, ophthalmology, oncology, radiology, and neurology, successful linkages to other needed services for respite clients, including substance abuse/mental health services and a safe transition to available housing, and recuperation from physical illness and the emotional distress and isolation that accompany homelessness. Additionally, we aim to reduce the rate of returns to homelessness in our community by reducing the length of time an individual remains homeless, with a goal of assisting clients with a discharge plan to exit to a permanent housing solution within 90 days. We expect our average length of stays for recuperative care clients to be 45 days while the average length of stay for other shelter clients will be 90 days. Hence, we are committed to developing 7 new partnerships with the City of Fontana, as we continue to seek innovative and collaborative solutions for the homelessness crisis in San Bernardino County.

8 Symba Center Organizational Chart

9 Symba Center’s Capability and Experience

Symba Center currently follows the Housing First Model to quickly support the transitioning of individuals from interim housing to a permanent housing solution. Case Managers and Housing Navigators are trained to use modalities such as motivational interviewing which is helpful in engaging clients and at-risk individuals in understanding the Housing First and Low Barrier principles that will ultimately allow them access services to meet their goal of obtaining and retaining permanent housing solutions. We helped assure clients move through the wellness continuum by creating Wellness Plans designed to focus on recovery tools supportive to securing housing, developing a network of natural support systems to maintain housing such as educational, vocational, legal, and financial resources in the community that is supportive to reducing the rise of recidivism. Symba Center is committed to implementing a harm reduction policy that respects the rights and dignity of people who use drugs and provides them with access to safe and effective services and support. Harm reduction is a set of strategies and practices that aim to reduce the negative consequences of substance use, such as overdose, infection, or stigma. Some of the harm reduction initiatives that Symba Center offers include:
• Naloxone distribution and training, which equips people who use opioids and their peers with lifesaving medication that can reverse an opioid overdose. • Peer support and outreach, which connects people who use drugs with peers who have lived experience of substance use and recovery, and who can offer emotional and practical support.
• Referrals and linkages, which help people who use drugs access other services that can improve their health and well-being, such as treatment, counseling, housing, or legal aid. 10 Symba Center believes that harm reduction is not only a pragmatic approach to address the complex issues related to substance use, but also a humane and compassionate one that values the lives and choices of people who use drugs. Symba Center’s interdisciplinary staff is also trained to offer support using psychoeducational groups supportive to providing clients with options that are supportive to wellness. At Symba Center, we understand that many of the people we serve have experienced trauma in their lives, and that this can affect their physical, mental, emotional, and social well-being. That is why we adopt a Trauma Informed Care approach in all our interactions with at-risk and unsheltered individuals. This means that we recognize the signs and symptoms of trauma, respond with empathy, and respect, and avoid re-traumatizing our clients. We also empower them to make choices conducive to their wellness and recovery. By doing so, we hope to create a safe, supportive, and healing environment.

Hence, we at Symba Center believe it is vital to ensure that all staff are appropriately trained in areas that speak to empathy, sensitivity, and flexibility. By fostering culturally competent staff we build trust, rapport, and collaboration with our clients, as well as avoiding stereotypes, biases and misunderstandings that may hinder service delivery and outcomes.

Cultural competency helps staff and clients to recognize cultural bias and blind spots, and to appreciate the strengths and assets that are essential to building wholeness and wellness, while learning and building a commitment to promote inclusion and equity to bridging socio-economic gaps in the community.

Symba Center provides health and wellness services to diverse individuals including Black, Latino, LGBTQ, and low-socioeconomic status groups. We specifically provide thousands of High Desert Latino residents with access to healthcare. Our organization is the only free and charitable clinic in the High Desert where medical services are provided at no cost to 11 uninsured and low-income residents. Most of our clients in this demographic are undocumented Latino community-dwelling adults. Thus, we are committed to the value of exceptional service to all who are deserving regardless of race, ethnicity, gender identity, age, gender expression, sexual orientation, and religious beliefs. We also commit to fostering cultural practices and behaviors that respect all voices and diverse perspectives and experiences, regardless of role and relationship, so that everyone feels secure and accepted. This requires our organization to have openness, humility, and courage. We commit to creating, implementing, and continually improving our organizational policies and practices to support and encourage diverse leadership and staff at all levels, value individual lived experience, and promote opportunities for each of us to thrive and achieve. Currently, we hire employees from diverse backgrounds. The staff, board, and volunteers at Symba Center accurately reflect the demographics of the people we serve.

12 Interim Housing Operator Services - Phase I
&
Homeless Prevention Resource and Care Center - Phase II

Symba Center envisions a Phase I operational plan with all comprehensive wraparound services included such as medical and mental health recuperative care, case management, housing navigation, and SUD counseling services. The 60-room motel can service 120 individuals with two clients per room. One wing of the facility could be utilized as a recuperative care wing with 40 beds at minimum. This wing would enable medical and mental health staff stationed onsite to assist the clients with medications, wound care, and other basic needs. The recuperative care beds are funded by health plans such as IEHP, Molina, and Kaiser Permanente per our contracts, thus reducing the facility operational costs of the City of Fontana. The operations for Phase II would be similar to Phase I. In a separate document, we provide a narrative and budgets for Phase I and Phase II. Phase II’s budget is considering an estimated bed count of 200 with a minimum of 53 recuperative care beds. The two budgets account for the same level of services, however the Phase II budget accounts for the increase in staffing required to operate the larger Phase II facility. Throughout the rest of this application narrative, we describe our services in response to the City of Fontana’s service types for Phase I and Phase II in tables 2.4 & 2.5.

Facility Management
Facility management will play a vital role as the prospective Interim Housing Operator, especially when overseeing a 120-bed facility. The Interim site will operate 24 hours a day, year- 13 round. Symba Center would employ a wellness manager, who would be responsible for ensuring that the physical environment of the interim site is safe, comfortable, and functional for the residents, staff, and potential community members. We will train hired personnel as members of our organization to work as security in keeping the environment safe while also maintaining a sense of trust that speaks to dignity and respect. We will ensure that we coordinate with contractors, vendors, and city agencies to plan and execute the remodeling project, while minimizing the disruption to the shelter operations. Symba Center’s Directors will monitor the budget, schedules, and quality of the work, and report any issues or challenges to the senior management. We will supervise the maintenance and repair of the shelter equipment and systems, such as plumbing, electrical, HVAC, security, and fire safety while maintaining effective communication with the City of Fontana. Our professional facility staff will ensure compliance with all relevant codes, regulations, and standards, and conduct regular inspections and audits. Symba Center facility management staff will also manage the inventory and procurement of supplies, materials, and equipment for the interim site. Our team will work closely with the City of Fontana to meet the needs of the residents, and to create a welcoming and supportive atmosphere.

Facility Operations and Maintenance
Symba Center will ensure the quality of life for all residents and provide support as they ensure coordination of services with our janitorial and housekeeping staff in maintaining a clean and sanitary environment for the clients and staff. Our team will use UV sterilization equipment to disinfect the personal items of incoming clients and linen as needed to prevent the spread of germs, pests, and diseases. Symba Center will monitor the inventory and condition of the storage supplies and equipment and report any issues or needs to Our Directors and City of Fontana 14 personnel. Our staff will have daily schedules that are helpful and beneficial to keeping the community areas, outside areas, and grounds pristine and presentable 24 hours a day. These services will work closely with assigned case managers in understanding the unique needs of the clients. Housekeeping services will be provided to the residents of the Interim site on a weekly and as needed basis. All residents will have access to housekeeping and laundry services. Our housekeeping services will be responsible for the laundering of all linens. Peer Support Specialists will support clients in learning how to properly launder their items as outlined in their Wellness Plans. Clients will also have the option to use housekeeping services on a weekly basis. If the resident should decline weekly services, our Case managers will ensure that a viable plan is in place that is supportive to “voice and choice” of the resident while supporting the resident in maintaining their room. Our team will also ensure that any property left behind when a resident leaves the Interim is stored and cataloged for 30 days.

Security
Symba Center will have two security staff members onsite 24 hours a day who will be trained in the core values and mission of Symba Center while also being trained with evidenced based principles that speak to trauma informed care. Our security personnel will be well versed and able to recognize signs and symptoms as they relate to trauma, symptoms of substance use and mental illness. Symba Center security personnel aim to create a safe and respectful environment that fosters trust, choice, transparency, and collaboration. We will have security staff that is trauma informed because many people who experience homelessness have also experienced various forms of violence, abuse, neglect, or oppression. These experiences can affect their sense of safety, their ability to cope, and their relationships with others while residing in community living. Having trauma informed security acknowledges these challenges and 15 barriers thus, seeks to avoid re-traumatizing or triggering our residents at the interim site. Our security will be trained by our certified crisis prevention trainer on des-escalation skills, that is empathetic and non-judgmental. They will understand the prevalence and the effects of trauma, with the knowledge of how to provide clear and consistent information and expectations. They will offer choices and options whenever possible, respecting boundaries and consent, using de- escalation and conflict resolution skills, supporting empowerment and self-determination, promoting collaboration and mutual support, all the while working as a team with our treatment professionals in providing access to resources and referrals.

Symba Center security will monitor and operate a security system that will allow them to monitor all areas of the campus in the most efficient way. Lastly, having the benefits of a trauma informed security personnel is not only beneficial for people who access the services provided through the site, but also for the staff who will be working at the site. Knowing that security is there to keep the site safe and secure supports the reduction of stress, burnout, and vicarious trauma. It can also improve staff morale, teamwork, and retention; hence creating a culture of care and compassion that will enhance the quality and effectiveness of all services that will be provided at the Interim Site and the Resource and Care Center.

Low-Barrier Shelter
Symba Center understands the need to have a low-barrier approach and how it plays a critical role in addressing homelessness. Implementing a low-barrier approach provides immediate, accessible support to those in need, respects individual circumstances, and prioritizes housing stability. The low-barrier approach is key to creating an effective crisis response system and connecting people to housing quickly. We at Symba Center will ensure that our approach is welcome by removing as many preconditions to entry as possible. This approach accommodates 16 people regardless of their circumstances, such as those accompanied by pets. Having immediate access allows us to serve those individuals who are struggling with various challenges and barriers such as severe mental illness and substance to services that were inaccessible. If clients are willing to agree to not use any illicit substance or alcohol on the premises and refrain from bringing drugs and/or paraphernalia on the grounds, they will be welcome to a myriad of services supportive to wellness. Having a low barrier approach allows Symba and its partners to embrace the housing first model and its principles of providing housing stability while at the same time addressing the issues of unemployment, mental/physical health, and substance use.

Good Neighbor Policy
Symba Center is committed to developing a collaborative and trusting relationship with community, surrounding businesses, public agencies, and city officials; thus, implementing a Good Neighbor Policy that supports the low-barrier approach of the shelter, is key to welcoming guests as they are, while having clear and simple behavioral expectations that apply to anyone residing in the shelter. This ensures that the shelter can serve more people and those with higher needs. The good neighbor policy is a set of agreements for respecting all neighbors, staff, and community partners. The policy ensures that the shelter is operating in a manner that promotes having a positive attitude with our surrounding community. By having a good neighbor policy Symba is ensuring that we will govern cleanliness, noise and the nuisance of individuals congregating outside of the shelter and the resources within the neighborhood. Our Security team will support this policy by helping guests and individuals remain mindful of curfew and rules regarding safety of self and others.

17 Coordinated Entry System
Symba Center is currently a member of the San Bernardino County Continuum of Care (CoC), the Interagency Council of Homelessness (ICH) and our local regional steering committee to address and develop continuing strategies to end homelessness. Our participation in the coordinated Entry System (CES) using the Homeless Management and Information System (HMIS) is essential to helping the unsheltered have fair and equitable access to community housing resources. Our participation in the county regional CoC is necessary to develop inclusive planning that involves government and private sectors whose mission is to end homelessness that is sustainable and life changing. Symba Center relationship with various partners and the use of HMIS has helped to ensure that individuals can access much needed services without duplication of services. Hence, we will continue this practice with the City of Fontana in identifying and coordinating services that ensure efficient resource utilization to a permanent housing solution.

Intake Coordinator
Symba Center will work collaboratively with the city to utilize the Coordinated Entry System (CES) to process referrals, including the prioritization of Fontana residents. Our Intake Coordinator will play a crucial role in the coordinated entry system. They will review the information, confirm a person's eligibility, and match them with the most appropriate and available shelter resource to meet their needs. This process can typically take between 30 minutes to an hour. Our intake procedures will be completed Monday through Friday to support appropriate assignment to the Case Managers. Intake will support our security in going through the intake process with dignity and respect while helping the client to understand the search procedure that is part of the safety procedures of the shelter. Symba’s outreach team will also 18 support this process by being the first point of contact for individuals experiencing homelessness and ensuring individuals have ties to the City of Fontana. The Outreach Team will conduct a pre-referral screening, which includes a COVID-19 screening questionnaire and confirmation that the client is able to independently meet the standards for activities of daily living. The Intake Coordinator and our Outreach Team will create a diversion plan that will help identify the unsheltered and at-risk alternative housing arrangements by connecting them with services and financial assistance to help them and/or retain permanent housing. Symba Center’s Intake coordinator(s) and Outreach Team will work with the City of Fontana to ensure client eligibility with CES expectations such as administering the Vi-SPDAT as an initial assessment tool and universal assessment tool for the County of San Bernardino that is within HMIS to support with referrals to community partners and conducting warm handoffs to improve the utilization of services. The Vi-SPDAT will help Symba Center and the City of Fontana to enter data to submit, track and monitor referrals. Lastly, our Intake Coordinator and Outreach team will be supportive in helping to identify client eligibility by ensuring all participants are of the age 18 and meet the requirements as outlined in the service agreement.

Confidentiality
Symba Center will ensure that any potential resident and/or participant of the shelter and/or resource is made fully aware of our moral obligation in keeping their information private and confidential. Maintaining confidentiality and appropriately storing data records are essential for protecting personal information, ensuring compliance with HUD standards, and maintaining trust with clients. Symba Center currently uses a Client Management System (CMS) through a secured network system that is supportive to keeping all client information confidential and secure. Symba Center trains and reviews periodically the policies and procedures on the Health 19 Insurance Portability and Accountability Act (HIPAA) and Protected Health Information (PHI) to ensure that everyone understands the importance of confidentiality and the correct procedures of sharing information using consents and releases of information. Due to the various individuals, we will be encountering at the shelter and the resource center, it will be imperative to have in place a policy consistent with the state and local laws that is supportive to addressing the handling of information of anyone who has incurred incidents of domestic violence, sexual assault, stalking and/or dating violence.

Client Exits
Symba Center shall coordinate with the City of Fontana discharge plans that are supportive to empowerment and rapid transition as it will prepare clients for independence. Our plan will be goal oriented, and client centered as it empowers the client in having a voice in identifying goals and service needs. The plan helps the client and the case manager hold each responsible and accountable while working together in finding a permanent housing solution.

The plan shall be addressed every 15-30 days to support clients in transitioning from the interim site in a 90-day time frame. Symba Center and the City of Fontana will work together to address those clients who may be discharged from the interim shelter because of safety concerns. Symba staff will document in detail as to the reason for the exit and provide resources supportive to the individual continuing to have access to services outside of the shelter. Clients involuntarily exited from the shelter will be due to behaviors that pose great concern of safety to themselves, clients, and/or staff. They will also be discharged from the shelter program for threats and/or acts of violence. Lastly a client will be discharged from the shelter program for not notifying the program of their leave which would be considered abandonment after 72 hours.

20 Client-Centered Case Management
Symba Center currently has a contract with Inland Empire Health Plan (IEHP) to provide client-centered and housing focused services to individuals at the City of Victorville’s Wellness Center and Victor Valley Community College, which we look forward to bringing this level of care to the City of Fontana. Our services assist individuals and families experiencing housing insecurities and homelessness that uses an individualized approach with each person to determine the level of assistance needed when crafting housing and/or wellness plans. Our Case Managers/Housing Navigators identify barriers to housing and help develop a progress plan to overcome those barriers. The Case Managers/Housing Navigators provide one-on-one support and help make connections to transitional housing programs, health services, public benefits, and permanent housing solutions. These services often involve collaboration with other organizations and government agencies. Creating Housing/Wellness Plans with the client provides crucial support to individuals experiencing homelessness by helping them to navigate the housing market and connecting them to necessary services that will ensure the individual obtaining stable housing. Because of our contract with IEHP we will be able to offer funding to provide case management and housing navigation services for shelter clients (including recuperative care) and unsheltered homeless on the street. Our IEHP contract also outlines services conducive to helping clients access services with IEHP-contracted Community Supports Housing Tenancy and Sustaining Services providers to help ensure housing stability, and collaboration with IEHP Housing Team as needed to address any issues that may jeopardize housing once client has "graduated" from Housing Transition Navigation services. Lastly, we will collaborate with other IEHP-contracted Community Supports providers as appropriate, participating in interdisciplinary 21 care conferences (ICC) with IEHP or any other party identified as being integral to member's success in remaining housed and their overall well-being.

Substance Use Disorder
Symba Center believes that addressing substance use and implementing a substance use program in a shelter is crucial for providing comprehensive care, reducing harm, improving health outcomes, and empowering individuals. We have Substance Use Disorder Case Managers that provide psychoeducation and individual sessions to clients who struggle with the challenges of substance use and medical providers to prescribe treatment. We also have adopted harm reduction strategies such as having all staff trained in the administration of naloxone as this medication reduces incidents of overdosing and improves access to immediate treatment. Our goal with the City of Fontana is to address substance use that empowers the individual to understand the impact substance use has on their safety and the safety of others. Therefore, we are committed to working with collaborative partners such as the County of San Bernardino in referring individuals to rehabilitation programs to ensure that the individual is receiving a comprehensive treatment plan that is supportive to the addressing substance use and any other co-occurring disorder.

Mental and Primary Health Services
Symba Center understands the need for clients to have regular and consistent access to mental and primary health services. Symba currently employs two full-time licensed marriage and family therapists (LMFTs) who also supervise interns and associate therapists at our current sites. Our team provides a collaborative approach involving clients, their families, caregivers, and health providers from a variety of primary care and mental health settings working together to provide better coordinated and more effective services. Given the complex physical, mental, 22 and social services needs of the homeless, we provide multidisciplinary interventions, as we offer a collaborative approach for comprehensive, coordinated care. Our therapeutic services include mental health assessments & evaluations, individual counseling, family counseling, parenting/co-parenting, counseling, child counseling, relationship counseling, psychoeducation workshops, and group counseling. We also have a Psychiatric Nurse Practitioner (P-NP) on our team who supports the clients with learning about their mental health diagnosis through psychoeducation and medication management. Our P-NP and clinical staff also assist our recuperative care team, medical clinic, and street medicine outreach teams once a need is identified by clinical staff.

Symba Center is the one of the first service providers from the County of San Bernardino to be awarded a recuperative care contract to serve residents. We were also the first recuperative care facility in the county to receive PATH CITED award for our City of Victorville project. Our Recuperative Care services include basic nursing care, wound care, medication support, patient education, immunization review and update, clinical goals development for the recuperative care period and discharge plan, care coordination, care plan development, support, and referral assistance for legal, housing, transportation, case management and community social services.

We have worked diligently with IEHP and their staff through their Cal AIM initiatives to bring these services to the High Desert. Our current Family Nurse Practitioner spent 5 plus years providing recuperative care at the Weingart Foundation in Los Angeles, CA. She has been instrumental in helping us develop operational plans that are in alignment with policy and procedures with the National Health Care for the Homeless Council Standards for Respite Care.

We provide Recuperative Care 24 hours a day, 365 days a year with registered nurse on-call oversight and licensed vocational nurse/medical assistant onsite care. Pharmacists provide 23 medication protocols to ensure safety of all clients and staff onsite. All client’s medications are held by Symba Center staff and administered by healthcare professionals as prescribed.

Symba Center is reimbursed for our caring services by IEHP. Recuperative Care services provide care to individuals in the facility for a total of 90 days. Our team consists of a Manager, Nurse Practitioners, Registered Nurses, Case managers, Housing Navigator, Substance Use Counselors, Occupational Therapist, Dietician, Community Health Workers/Peer Support Specialists and Shelter Staff Support. Our team of professional staff focuses on ensuring clients have the resources they need to recover physically, mentally, emotionally, and spiritually while assisting them with reaching their goals, accessing resources, obtaining employment, and finding stable housing. Our team will assess all new clients coming into the shelter and/or resource center. Any individual who has a need for recuperative care and qualifies will be able to be placed in our program even if the referral is not made from the hospitals or IEHP through a back door approach. Recuperative care is a model of care for anyone who is at risk of hospitalization or are post-hospitalization and those who live alone with no formal support; or those who face housing insecurity or have housing that would jeopardize their health and safety without modification. Symba Center also provides and /or arranges for the transportation of clients to and from any follow up appointments scheduled during the client's approved length of stay. Any clients who need a higher level of care will be escalated to a skilled nursing facility or hospital and will be referred to those locations after a clinical assessment by our nurse practitioner or registered nurse.

Lastly, we also provide Street Medicine Outreach to provide this level of care on the streets with our team of physicians, nurse practitioners, nurses, medical assistants, and case managers. Street Medicine and our outreach teams provide onsite services to those experiencing 24 homelessness with the goal of encouraging medical and mental treatment, building rapport and guiding folks to seek services at navigation centers. This team also desires to collaborate with other local teams such as Healthcare in Action who regularly provide the homeless with health needs in their living environment. This model will ensure we are reaching out to the most vulnerable residents and informing them of the resources in the City of Fontana.

Transportation
Transportation will be provided to all clients to attend all appointments associated with improving the likelihood of permanent housing solutions. Transportation will also be provided to support clients obtaining vital documents and unit viewings, and support to all medical appointments. Peer Support Specialists will work with the Case manager/Housing Navigators in modeling and training clients on how to use transportation services, i.e., public transportation and IEHP transportation to support them in their independence. Symba Center will have access to vehicles that will help to ensure that adequate transportation needs are met.

Meals
Symba Center will provide healthy, nutritious meals at the facility while working collaboratively with our medical and case management team to improve the health and wellbeing of the individuals, supporting their recovery, and fostering a supportive community environment.

We will utilize a sub-consultant, Pensieve Food, LLC, to provide three hot meals per day with delivery directly to the facility. Pensieve Food, LLC will take into consideration the dietary needs of all individuals at the facility and will work collaboratively with our interdisciplinary team to create meals that will help manage chronic health conditions, boost the immune system and be in alignment with cultural diversity of the population. Meals will be medical tailored for those who have hypertension, cardiovascular, diabetes mellitus, or chronic kidney disease to 25 ensure optimal health. Pensieve Food, LLC will provide meals that are balanced and meet standards as outlined by the federal government and national nutrition guidelines. Pensieve Food, LLC is an experienced meal delivery team providing meals to shelters, schools, and after school programs throughout the Inland Empire and beyond. They currently provide meal delivery services to charter schools in the City of Fontana. Our team will ensure that snacks and water are available to the clients as needed. To ensure proper handling of food, all peer support staff will have a food handlers’ certification from San Bernardino County Department of Public Health. Symba Center will purchase equipment to store hot food at proper temperatures until mealtimes.

Animal Care and Kennels
Allowing the unhoused to keep their animals in a low-barrier shelter can provide emotional support, increase shelter use, improve health and well-being, encourage innovative approaches, and provide a sense of safety and stability. Symba Center will collaborate with the city’s animal services team in developing a pet contract supportive to the client and the pet.

Symba Center will hire staff whose primary job will be to ensure that the clients have help in keeping their animals healthy and well maintained. This includes working with the animal services team and our team of case managers in addressing any animal who may need services that are inclusive of spayed, neutering, and immunizations as needed. Due to our involvement with the Wellness Center in the City of Victorville, we are familiar with how to effectively work with clients and their pets in a shelter environment. We currently provide psychoeducational classes that are supportive to the clients bringing their animals to class.

26 Additional Wellness Services
Symba Center knows the importance of empowerment and role modeling; hence the use of Peer Support Specialist (PSS) services plays a vital role in homeless services, contributing to improved engagement, trust, recovery outcomes, and empowerment. PSS have lived experiences in common with the individuals they are helping, which can often be the homeless. This shared experience can foster a sense of understanding, empathy, and trust. PSS can serve as role models, demonstrating that recovery and change is possible. They can offer useful support, encouragement, hope, and mentorship to others facing similar situations. They help engage individuals who might be resistant to traditional forms of treatment. Their shared experiences can help build trust and rapport, making individuals more likely to engage with services. Studies have found positive outcomes for peer-led interventions, including reduced substance use-related harm and increased housing stability. Peer-delivered homeless services may reduce overall morbidity, mortality, and costs associated with homelessness and increase engagement with available supports and services. PSS can empower individuals to take an active role in their recovery. They can help individuals engage in their treatment, access important resources, like housing or employment, encourage hope and resilience for recovery, and advocate for an individual’s needs.

27 City of Victorville Business License Certificate

28 C. References

1. William Lamas
Homelessness Solutions Manager, City of Victorville
Phone: 760-955-5282
Email: [email protected]

2. Amber Allen
Director of Student Services, Victor Valley College
Phone: 805-901-5598
Email: [email protected]

3. Jimmy Waldron
Executive Director, High Desert Homeless Services
Phone: 760-245-5991
Email: [email protected]

D. Authorization:

As the authorized representative of Symba Center, I, Dr. Shawn R. Smith hereby confirm that the proposal submitted is valid for 90 days from the date of submission on February 26, 2024.

Signature__________________________________

Shawn R. Smith, PharmD, APh
CEO, Symba Center
[email protected]