Gilroy City Council
November 17, 2025

Response to City of Gilroy Opioid Remediation Services No. 26-RFP-AD-527 Catholic Charities of Santa Clara County 3

2. Project Narrative
a. Overall Project Narrative
i. Abatement Strategy, Timeline, Implementation & Evaluation, and Intended Outcomes
CCSCC will implement a trauma-informed, evidence-informed program that combines prevention education, outreach, and family engagement. This plan balances long-term protective factors to reduce opioid misuse while strengthening youth, families, and communities. Program infrastructure and key YES staff are in place, allowing for an immediate start upon award. Staff will utilize the AWARDS database for intake, case notes, and outcomes. Reporting to the City will follow required timelines.

Addressing the abatement strategies: CCSCC will prevent the misuse of opioids through youthfocused strategies that we have used effectively throughout our continuum of programs for atrisk, underserved community members. Activities will include family night workshops using evidence-informed curriculum, afterschool peer groups with youth and a community awareness campaign.

Project Timeline with Implementation and Evaluation Steps Step 1 – Mobilization (period: notice of award to execution of contract) • Confirm target neighborhoods
• Configure AWARDS for intakes and reporting.
• Orient staff on policies, reporting, TINAD delivery, and trauma-informed care.

Step 2 – Program Launch (Month 1)
• Conduct community outreach in Gilroy neighborhoods and schools to recruit youth and families.
• Begin intakes using CCSCC’s AWARDS database.
• Launch the first cycle of This Is Not About Drugs (TINAD) life-skills/prevention groups (12–15 youth per cohort, 2-hour sessions weekly).
• Coordinate with City and County partners (e.g., Gilroy PD, Behavioral Health, and Second Harvest) to promote safe-storage and harm-reduction awareness. • Finalize logistics for ongoing data collection, reporting, and continuous-improvement tracking.

Step 3 – Ongoing Services (Months 2–10)
Outreach & Engagement

Response to City of Gilroy Opioid Remediation Services No. 26-RFP-AD-527 Catholic Charities of Santa Clara County 4
• Maintain 2–3 days/week of street and school-based outreach, resource navigation, and climate checks in target areas.
• Promote awareness of misuse prevention through community partners and family events.

Group Prevention Cycles
• Deliver two full TINAD cycles (8–10 sessions each) integrating life skills, substance-use education, and peer leadership.

Family & Community Engagement
• Host bilingual family workshops on protective factors, stress management, and safestorage practices. • Conduct 3–4 pro-social and civic engagement events (approximately 5 hours each), including at least one family-inclusive community service project in Gilroy. • Distribute safe-medication storage kits at events and through case management.

Coordination & Quality Improvement
• Hold monthly team and partner check-ins to review data and adjust outreach or group strategies.
• Submit quarterly updates to the City of Gilroy summarizing participation, outcomes, and budget utilization.

Step 4 – Closeout (Months 11–12)
• Conduct post-surveys and exit interviews to measure knowledge gain, behavior change, and satisfaction.
• Complete final case reviews and ensure warm handoffs for participants still needing care. • Finalize all data entry, expenditure tracking, and outcome reporting. • Convene Gilroy partners to share results, highlight success stories, and identify sustainability strategies through ongoing YES and Footsteps programming. ii. Target Audience
The target audience consists of youth ages 12-20 and their families residing in challenged or high-risk neighborhoods in Gilroy, including areas with high poverty rates, limited access to behavioral health resources, and concentrated social stressors.

Many of the families served are Latino, low-income, and linguistically diverse, and may face systemic barriers such as stigma around mental health and substance use, immigration-related stress, and a lack of culturally-responsive prevention programming. This target audience aligns with CCSCC’s Existing Youth Prevention Model and is a Developmental and Programmatic Fit.

It is also consistent with the RFP’s focus on prevention and youth engagement as well as with local demographics and partnerships in Gilroy.

Response to City of Gilroy Opioid Remediation Services No. 26-RFP-AD-527 Catholic Charities of Santa Clara County 5
Data from the Mayo Clinic and U.S. Department of Labor indicates that certain populations face a higher risk for opioid use disorder (OUD). Contributing risk factors include younger age (particularly 18–25), exposure to trauma, poverty and unemployment, a history of criminal behavior, mental health challenges, academic disengagement, and prior substance use. When paired with California data, showing a rising prevalence of opioid misuse within the Latinx population, it is clear that our target audience includes those most vulnerable to OUD and related harms.

The project will ensure accessibility and inclusion through culturally- and linguistically-tailored outreach, bilingual staff and materials, and programming held at trusted community sites.

Services will be free of charge and scheduled at convenient times to accommodate working parents. Programming will integrate family-based engagement, recognizing that effective prevention must include parents and caregivers as partners in building resilience, knowledge, and healthy coping strategies.
iii. Meeting Community Needs
The communities we serve in Gilroy are disproportionately impacted by opioid and other substance use risks due to the combination of economic instability, limited access to preventive education and treatment, intergenerational trauma, and systemic barriers to treatment. Youth in these areas are particularly vulnerable to exposure to substance use in their environments and the emotional toll of family or community-level addiction.

The program meets the need for culturally-sensitive opioid misuse prevention services by reaching families through trusted CCSCC programs that reflect the cultural, linguistic, and spiritual values of the communities we serve.

Community needs were identified through data analysis, direct engagement with families, and collaboration with local schools, parishes, and community-based partners. Families and youth consistently express a desire for safe, positive spaces that promote healthy coping skills, family communication, and culturally-responsive prevention education.

Our direct service staff are bilingual, bicultural, and many come from the same neighborhoods as the families we serve. This shared background enables staff to build trust, develop authentic relationships, and deliver programming in a manner that reflects community values and lived experience.

To ensure the program is developmentally appropriate, activities and discussions are tailored to the age and maturity of participants – using guided discussions, media literacy, and peer leadership opportunities for teens. Family components provide parents with practical tools to communicate about substance use and strengthen protective factors at home.

By combining culturally-grounded engagement, linguistically-accessible delivery, and ageappropriate content, the project meets the community’s expressed needs while empowering

Response to City of Gilroy Opioid Remediation Services No. 26-RFP-AD-527 Catholic Charities of Santa Clara County 6
youth and families to make informed, healthy choices that reduce risk for opioid misuse and build long-term resilience.
iv. Project Staffing
What is the level of staffing for the project? Ensure accountability for carrying out work plan activities and maintaining overall support and coordination of the work. If planning to use subcontractors, please describe their responsibilities in carrying out grant activities.

For over five decades, CCSCC has designed and implemented successful programs that address the evolving needs of our community. Drawing on this extensive experience, we have ensured that the proposed opioid prevention program is staffed with qualified, culturally-competent professionals and support personnel who are trained to deliver evidence-informed, familycentered services with compassion, effectiveness, and respect.

Staffing Model
Fred Buzo, Director of Advocacy and Community Engagement (0.01 FTE): Fred will be responsible for program quality and contract oversight; overseeing program implementation, evaluation, and reporting; and supervising the YES Program Director.

Michael Bright, YES Program Director (0.02 FTE): Mike will oversee program operations, contract deliverables, and reporting.

So’o Poumele, YES Senior Program Manager (0.07 FTE): So’o will be responsible for supervising the program’s direct services; supervising the Case Manager and ensuring program data is tracked, analyzed, and reported on as required.

Esteban Escalante, Case Manager (1.0 FTE): Esteban will provide the program’s direct services in a culturally appropriate, person-centered manner. As Case Manager, Esteban will conduct intakes, perform outreach, group facilitation, pro-social activities, family engagement, and misuse prevention education.

Svitlana Vilaire, Program Financial Analyst (0.02 FTE): Svitlana will support the team with preparing and submitting invoices for the grant and providing financial contract support. v. Project Sustainability
The program aligns with existing opioid and SUDS prevention activities and will use CCSCC’s existing staff, data systems, and management structure to track results and show impact. That data will help attract new funding and keep the program running in future years. CCSCC’s Fund Development team actively works to identify and apply for grant opportunities and cultivates contributions to support agency activities and programs on an ongoing basis.

Response to City of Gilroy Opioid Remediation Services No. 26-RFP-AD-527 Catholic Charities of Santa Clara County 7
b. Work Plan
i. Project Category, Subcategory, & Strategy
Activity Name: Hope and Healing: Gilroy Family Prevention & Support Services Category: Prevention.

Subcategory: Prevent misuse of opioids.

Strategy: School-based or youth-focused programs or strategies that have demonstrated effectiveness in preventing drug misuse and seem likely to be effective in preventing the uptake and use of opioids.

Activity Description: CCSCC will provide trauma-informed, culturally- and linguisticallyappropriate services that helps vulnerable youth and families prevent drug misuse through classroom lessons on opioid risks, healthy coping skills, and positive decision-making— supported by family workshops and a community awareness campaign (Safe Home, Safe Choices) promoting safe medication use and open conversations at home. ii. Objectives & Action Steps
Strategy 1 – Prevent Misuse of Opioids (Prevention)
Objective: Assuming a start date of January 1, 2026, by June 30, 2026, 80% of participating youth (ages 12–20) will show an increase in knowledge about opioid risks, safe decision-making, and refusal skills as measured by pre- and post-program surveys.

Action Steps:
• Deliver two full cycles of the This Is Not About Drugs (TINAD) prevention curriculum in Gilroy schools and youth centers.
• Conduct family workshops in English and Spanish on safe storage and healthy communication.
• Collect pre- and post-surveys to track changes in knowledge and attitudes. • Provide safe-medication storage boxes and educational materials at events. • Review progress during monthly partner check-ins and adjust outreach as needed. • Follow up at 30/60/90 days to confirm engagement and track outcomes in the AWARDS database.

Response to City of Gilroy Opioid Remediation Services No. 26-RFP-AD-527 Catholic Charities of Santa Clara County 8
iii. Project Budget

October 6, 2025
ATTN: Carina Baksa, Purchasing Coordinator/Finance Manager City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020-6197
Email: [email protected]
Cc: [email protected]
Subject: Cover Letter – RFP No. 26-RFP-AD-527, Opioid Remediation Services Dear Ms. Baksa,
End Overdose is pleased to submit this proposal for the City of Gilroy’s Opioid Remediation Services RFP. We are committed to partnering with the City to expand evidence-based prevention, treatment, and recovery supports for Gilroy residents.

End Overdose is a 501(c)(3) nonprofit organization committed to ending drug-related overdose deaths through education, medical intervention, and public awareness. We equip communities with education, naloxone, test strips, and easily navigable digital resources to prevent and respond to overdose crises. (EIN: 83-0696963.)
Per the RFP’s cover letter requirements, we provide the following organizational information:
● Legal Name of Applicant Organization: End Overdose
● Headquarters/Operating Office Address: 215 W Palm Ave, Unit 204, Burbank, CA 91502 ● Website: https://endoverdose.net
● Primary Proposal Contact: Madeleine “Maddie” Ward, Chief Operating Officer ○ Email: [email protected]
○ Phone: 760-450-8119
End Overdose has reviewed Attachment B – City Standard Agreement (Contractor) included with RFP No. 26-RFP-AD-527 and agrees to the template’s terms.

We appreciate the opportunity to be considered and look forward to the possibility of serving Gilroy. Please contact me with any questions or requests for additional information.

Sincerely,
Madeleine “Maddie” Ward
Chief Operating Officer, End Overdose
215 W Palm Ave, Unit 204, Burbank, CA 91502
[email protected] | 760-450-8119
https://endoverdose.net

History, Leadership, and Current Work
End Overdose is a California-based 501(c)(3) nonprofit, officially incorporated in 2018. From day one, our mission has been to prevent drug-related overdose deaths through education, medical intervention, and public awareness. What began as a grassroots effort has evolved into a national overdose-prevention movement with 68 chapter locations on college and high school campuses and in local communities. In 2024, we distributed 241,257 naloxone doses and 59,508 fentanyl test strips across the U.S., pairing online training with mail-order distribution to all 50 states and delivering 1,050 in-person events and trainings in 27 states. In Los Angeles County, we supported the Department of Public Health’s Fentanyl Frontline campaign, expanding awareness through coordinated social media outreach and in-person overdose prevention and response (OdPR) trainings at large music festivals across the county.

To further expand impact, in late 2024 we partnered with the Arkansas Department of Human Services (DHS) and the Office of Substance Abuse and Mental Health (OSAMH) under the State Opioid Response (SOR) IV grant to help the state meet county naloxone-saturation goals through online and in-person trainings and distributions. Since the start of 2025, we have provided OdPR training to over 5,325 people across Arkansas and distributed more than 60,000 naloxone doses to individuals, businesses, and organizations. We also built a county-specific, interactive digital resource map for community support, information and referrals, overdose prevention, recovery, and treatment services, with over 2,000 resources currently listed.

Our program portfolio includes standardized layperson OdPR training covering the signs of an opioid overdose, rescue breathing, naloxone administration, and seeking further medical attention, delivered in person and virtually, as well as online courses on OUD Signs, Prevention, and Key Facts; OUD Stigma; and Leading Change on Campus. We source and distribute intranasal naloxone and fentanyl test strips to individuals, organizations, and businesses; coordinate campus and regional chapters that host training events and localized distribution with partners such as nightlife venues, festivals, libraries, public health agencies, and more; run public-awareness campaigns to promote training priorities and reduce stigma; and administer knowledge, attitudes, and practices (KAP) surveys to assess training effectiveness and guide curriculum development. Our organization’s resources and outreach are for people of all ages, but the majority of our outreach population is aged 16-24, making up 63% of the individuals surveyed by our organization in 2024.

End Overdose is led by Founder and CEO Theo Krzywicki, a person in long-term recovery who currently works as a first responder, and Chief Operating Officer Madeleine Ward. Governance is provided by a Board of Directors with lived experience and nonprofit leadership backgrounds (Ryan Hampton, Garrett Hade, and CEO Theo Krzywicki). Our program, training, operations, and logistics staff manage outreach, curriculum development, procurement, warehousing, fulfillment, and data tracking and evaluation are performed in-house by End Overdose

employees. Outreach initatives are supported by an extensive network of over 1,000 trained volunteers and chapter leads.

Project Narrative
(i) Strategy, Timeline, Implementation, Evaluation, Outcomes, and Stigma End Overdose provides a turnkey program featuring trainings on OUD Signs, Prevention, and Key Facts; OUD Stigma; and Overdose Prevention and Response (OdPR), high volume access to intranasal naloxone and fentanyl test strips (FTS), bilingual OdPR training and educational materials, and high-reaching public awareness efforts to reduce OUD-related stigma.

End Overdose will focus on addressing the following abatement strategies:
● Naloxone Overdose Reversal
End Overdose will expand community access to intranasal naloxone through recurring trainings and event tables where naloxone doses will be distributed to trained individuals.

Further, End Overdose will promote our online Overdose Prevention and Response (OdPR) training and free naloxone mail delivery within Gilroy through targeted digital media campaigns. In-person trainings will employ an anonymous knowledge, attitudes, and practices (KAP) survey to assess the effectiveness of the training and areas for further curriculum development. Our naloxone distribution and training strategy follows the CDC’s guidance on preventing opioid overdoses through educating and equipping laypeople, particularly those at a high risk of witnessing an opioid overdose. ● Prevention Programs
End Overdose will launch targeted digital media campaigns in Gilroy to normalize training, naloxone carriage, and use of fentanyl test strips; drive residents to our online courses (OUD basics, OUD Stigma, OdPR); and counter misinformation through educational content. Programs and campaigns will focus on preventing the misuse of opioids, overdose deaths and other harms. Our organization follows SAMHSA’s recommended practices of person-first language and dispelling myths to improve linkages to care. For longlasting impact, End Overdose provides a training-the-trainer program, used to equip community members with the knowledge and skills needed to educate others on OdPR. End Overdose’s OdPR training follows SAMHSA’s guidance of educating on recognition, rescue breathing, use of naloxone, and post-reversal care.

Timeline
● Months 1-2) Confirm priority partners and sites (community groups, libraries, community centers, venues, schools, first responders); localize materials in EN/ES; schedule events; stage naloxone and FTS inventory; deploy an initial run of targeted media to drive residents to online courses and mail-order naloxone and FTS; develop targeted digital media campaign materials focused on OUD stigma reduction and prevention of the misuse of opioids.

● Months 3-10) Maintain a calendar of trainings and events; continue and launch new digital campaigns; assess and replenish inventory as needed; use KAP and attendance/distribution data to refine scheduling and audience. ● Months 11-12) Document SOPs for partner restock and training; develop a train-the-trainer cohort to sustain capacity after project close.

Evaluation
● Participant Learning
End Overdose will evaluate the project’s OdPR training through KAP pre- and post-training surveys during live training sessions. Online OdPR training knowledge will be assessed through knowledge questions embedded throughout the training module. ● Training and Distribution Reach & Activity
End Overdose will track training completions (in-person and online), number of events/trainings, partner sites onboarded through the training-the-trainer program, and amount of naloxone and FTS distributed.
● Behavioral Indicators
End Overdose will assess changes to participants’ attitudes and practices through the use of the live training pre- and post-KAP surveys.
● Campaign Analytics
End Overdose will track media impressions, online OUD-related training completions, engagement on media campaign content, and main demographics reached through media campaigns.

Intended Outcomes
Through the project, End Overdose aims to:
● Train at least 500 Gilroy residents on how to prevent and respond to opioid overdoses via in-person and online OdPR trainings.
● Distribute at least 1,000 naloxone doses and 1,000 fentanyl test strips to Gilroy residents. ● Achieve ≥25% average KAP knowledge gain on post-surveys. ● Implement the train-the-trainer program at a minimum of 3 partner sites for continued impact past the project period.
● Receive at least 500,000 local impressions on targeted digital media campaigns.

Across trainings and media, we use person-first, nonjudgmental language, myth-vs-fact content, and discreet, anonymous options to reduce stigma, increase comfort with training, and normalize carrying and using naloxone and FTS.

(ii) Target Audience and Access Barriers
End Overdose will prioritize youth and young adults, service-sector workers, and community organizations—particularly those serving unhoused residents and providing SUD treatment and recovery services. This focus is responsive to Santa Clara County data showing a sustained overdose burden with polysubstance involvement and a notably high impact of opioid overdose among individuals ages 15–34. Recognizing Gilroy’s majority Hispanic/Latino population and the roughly 27% English-learner student rate (primarily Spanish-speaking), we will deploy our existing Spanish-language campaign messaging and make Spanish OdPR trainings and materials available throughout the project.

To reduce barriers and maximize participation, we will provide both in-person and virtual training and distribution options, maintain discreet/anonymous supply pickup, and keep all supplies free of charge. With roughly 94% of households online, targeted digital campaigns and online training modules will reach most residents, while in-person delivery will close any access gaps. All content will be bilingual (EN/ES), plain-language, and accessible, with age-appropriate modules for youth and young adults. By meeting residents where they are– schools and campuses, service-sector workplaces, shelters and outreach events, and community venues– and pairing trainings with on-site naloxone and fentanyl test-strip distribution, the project ensures that those most at risk can access practical, stigma-reducing education and tools on terms that work for them.
(iii) Community Needs
End Overdose’s project directly targets needs identified through Santa Clara County’s overdose dashboards and needs assessment. County data show 275 overdose deaths in 2024 (14.23 per 100,000), with substantial polysubstance involvement (including fentanyl and methamphetamine), and a notably high impact among ages 15–34. Gilroy’s 95020 ZIP ranks among the highest countywide for overdose deaths and moderate for non-fatal overdoses, signaling a local need for accessible overdose-prevention training, naloxone and fentanyl test-strip (FTS) distribution, and targeted anti-stigma education. We prioritize youth and young adults, service-sector workers, and community organizations– particularly those serving unhoused residents and treatment/recovery clients, because these audiences are more likely to witness or encounter overdose in everyday settings and benefit from practical OdPR training and low-barrier lifesaving tools.

The project is built to support those most disproportionately impacted. Consistent with the county needs assessment, we concentrate training sessions in places serving men, people

experiencing homelessness, and Hispanic/Latino communities. Delivery is culturally, linguistically, and developmentally appropriate: trainings and campaigns are bilingual (EN/ES); materials are plain-language, person-first, and myth-busting; and content is tailored for youth/young adults. Recognizing Gilroy’s majority Hispanic/Latino population and roughly 27% English-learner student rate (primarily Spanish-speaking), we will deploy Spanish-language campaign messaging and offer Spanish OdPR trainings and handouts. With approximately 94% household internet access, we pair targeted digital campaigns and online courses with in-person options to close any connectivity gaps. Practical barriers are reduced through flexible training scheduling, long-form and rapid training options, discreet/anonymous kit distributions, and no-cost supplies. We track participation and distribution by site type, ZIP, language, and audience, use KAP pre/post surveys to monitor knowledge and attitudes, and adjust locations and messaging accordingly– keeping resources focused on Gilroy residents most affected by the opioid epidemic.
(iv) Project Staffing
End Overdose will staff this project with an experienced team drawn from our existing operations. Project lead and End Overdose COO, Madeleine Ward, will be responsible for the overall delivery, City liaison, contract compliance, timeline and budget management, and final approvals. Director of Community Engagement and Training, Anthony Banuelos, will be responsible for scheduling and staffing in-person and virtual training sessions, administering KAP pre/post surveys, and maintaining in-person resource distributions and attendance tracking.

Chapter and Operations Coordinator, Olive Younts, will support with the development of campaign materials and Gilroy-specific educational materials. End Overdose’s Director of Communications, Mike Giegerich, will oversee the development and launch of digital media campaigns. Further, End Overdose will utilize a contracted photographer/videographer for developing campaign-specific media materials.
(v) Sustainability Past Funding Period
End Overdose designs for continuity from day one. We will embed capacity within Gilroy by training partner staff through a train-the-trainer pathway, leaving behind templated OdPR curricula and Spanish/English materials, event checklists, and simple SOPs for hosting sessions, managing discreet sign-ups, and restocking naloxone and fentanyl test strips. Our online courses (OUD Signs/Prevention/Key Facts, OUD Stigma, OdPR) remain available at no cost, allowing partners to onboard new staff and refresh skills without ongoing contracts. Further, we will continue offering free mail-order naloxone and test strips to Gilroy residents beyond the funding period. We will also provide a compact campaign toolkit (myth-vs-fact posts, QR codes to courses, printables) that City and community partners can redeploy seasonally at minimal expense.

Operationally, we transition from End Overdose–led events to partner-led micro-sessions supported by volunteers/chapters and light-touch technical assistance from our team (as needed).

We will document inventory SOPs (ordering, expirations, storage, and kit assembly) so City/County partners can continue procurement using existing public-health channels.

Sustainability is further supported by diversified resourcing: partners can braid in county/state public health funds, school safety or student wellness funds, employer/worksite safety budgets, and foundation or venue sponsorships for targeted outreach. Finally, our evaluation package, KAP gains, training completions, distribution totals, and campaign analytics, gives the City a clear outcomes brief and dashboard that can be used to secure future allocations and philanthropic support, ensuring the program’s reach continues beyond the grant period.

Work Plan
Activity 1: Community OdPR trainings and naloxone/FTS distributions.

Category: Prevention & Naloxone to Reverse Opioid Overdoses.

Subcategory: Prevent overdose deaths and other harms; expand training for community support groups and families, and schools. Increase distribution to individuals who are uninsured or whose insurance does not cover the needed service.

Strategy: Community entities providing free naloxone and FTS to anyone in the public.

Activity Description: End Overdose will deliver short, age-appropriate Overdose Prevention & Response (OdPR) trainings at schools/campuses, shelters/libraries, service-sector workplaces, and community venues, paired with on-site naloxone and fentanyl test-strip (FTS) distribution and quick-guide handouts. Sessions cover recognition of opioid overdose, rescue breathing, intranasal naloxone use, and post-reversal care. Trainings are available in a rapid format, suitable to tabling-style events, and long-form format, more suitable to training business staff and organization members.

Strategy - Naloxone overdose reversal
Objective 1. By December 31, 2026, End Overdose will provide OdPR training to at least 500 individuals, primarily targeting youth/young adults (ages 14-24), service-sector workers, unhoused residents, and clients/staff at treatment/recovery sites in Gilroy. KAP post-tests will achieve an average ≥25% knowledge gain.

Objective 2. By December 31, 2026, End Overdose will distribute at least 1,000 doses of intranasal naloxone to trained individuals, organizations, and businesses within Gilroy.

Action Steps

1. Stage inventory; create event/partner calendar of trainings.

2. Deliver training sessions with printed educational materials in English and Spanish.

Collect KAP pre/post surveys.

3. Offer discreet and anonymous resource distribution methods; track distributions by site and audience (where data is available). Analyze KAP survey results.

4. Replenish inventory as needed; monitor expiration dates.

Budget Plan
Total: $32,574

1. Salaries and Benefits: $20,370
a. COO (Project Lead) — 0.06 FTE (~2.4 hrs/wk)
i. $5,400
ii. Oversight, City liaison, compliance, reporting
b. Director of Community Engagement & Training (DCET) — 0.12 FTE (~4.8 hrs/wk)
i. $8,400
ii. Scheduling, curriculum fidelity, KAP admin
c. Chapter & Operations Coordinator — 0.06 FTE (~2.4 hrs/wk) i. $2,496
ii. Materials development, youth media support
d. Fringe Benefits at 25% of FTE
i. $4,074

2. Contractual Services: $0

3. Travel: $3,000
a. Local mileage/parking

4. Operating Supplies: $3,800
a. Kit packaging, CPR face shields, printed educational materials

5. Other: $5,404
a. Venue incidentals/room fees, training and tabling equipment upkeep, insurance share, shipping cost for mail-order resource deliveries Activity 2: Partner site training-the-trainer and resource connections.

Category: Prevention.

Subcategory: Prevent misuse of opioids; prevent overdose deaths and other harms.

Strategy: Expand training for schools, community support groups and families.

Activity Description: End Overdose will equip partner staff/volunteers (libraries, shelters/outreach teams, treatment/recovery sites, service-sector employers) to deliver OdPR refresher trainings and manage naloxone distribution. Training to build local capacity; community entities providing free naloxone and FTS to anyone in the public. Support

organizations in accessing naloxone from California state distribution program. Provide SOPs for naloxone distribution and training.

Strategy - Naloxone overdose reversal & capacity-building Objective 3. By December 31, 2026, End Overdose will implement the training the trainer program and toolkit for at least three Gilroy partner sites.

Action Steps

1. Finalize Gilroy-specific training the trainer toolkit.

2. Identify partner sites for training the trainer program.

3. Implement training the trainer program and toolkit.

4. Monitor effectiveness and utilization of training the trainer program through KAP survey analysis.

Budget Plan
Total: $15,540

1. Salaries and Benefits: $8,540
a. COO (Project Lead) — 0.02 FTE (~1 hrs/wk)
i. $1,800
ii. MOUs, partner onboarding/approvals
b. Director of Community Engagement & Training (DCET) — 0.06 FTE (~2.4 hrs/wk)
i. $4,200
ii. Training the trainer delivery
c. Chapter & Operations Coordinator — 0.02 FTE (~1 hrs/wk) i. $832
ii. Toolkit and SOP development
d. Fringe Benefits at 25% of FTE
i. $1,708

2. Contractual Services: $3,000
a. Stipends provided to partner sites engaged in Training the Trainer program. $1,000 allocated per site.

3. Travel: $1,000
a. Local mileage/parking, lodging for visiting partner sites

4. Operating Supplies: $3,000
a. Partner starter kits, printed SOP and toolkit materials, EN/ES educational materials

5. Other: $0

Activity 3: Targeted digital awareness campaigns and online course promotions.

Category: Prevention.

Subcategory: Prevent misuse of opioids; prevent overdose deaths and other harms.

Strategy: Prevention through media campaigns preventing opioid use and misuse.

Activity Description: Public awareness and training through localized, anti-stigma and educational campaigns driving to OUD Signs/Prevention/Key Facts, OUD Stigma, and OdPR online courses. Campaigns will also focus on the normalization of naloxone/FTS. Localized EN/ES creative (myth-vs-fact, short videos, venue/toolkit assets) to normalize training and kit carriage, to reduce OUD-related stigma, and to promote online courses and discreet mail-order naloxone access.

Strategy - Prevention programs: preventing misuse and overdose deaths and other harms
Objective 4. By December 31, 2026, End Overdose will deliver at least 500,000 local impressions thorugh targeted digital media campaigns ensuring residents come into contact with campaign materials on multiple occasions for enhanced reinforcement.

Objective 5. By December 31, 2026, End Overdose will distribute at least 1,000 fentanyl test strips to individuals, businesses, and organizations in Gilroy.

Action Steps

1. Develop Gilroy-specific media campaign materials in English and Spanish.

2. Launch and promote media campaign materials, connect individuals to further educational modules focused on OUD Signs/Prevention/Key Facts, OUD Stigma, and OdPR.

3. Track engagement on media campaigns and course completions for online training modules.

Budget Plan
Total: $24,124

1. Salaries and Benefits: $10,620
a. COO (Project Lead) — 0.02 FTE (~1 hrs/wk)
i. $1,800
ii. Approvals and coordination
b. Chapter & Operations Coordinator — 0.06 FTE (~2.4 hrs/wk) i. $2,496
ii. Content development, youth alignment
c. Director of Communications — 0.07 FTE (~3 hrs/wk)
i. $4,200
ii. Develop & launch media campaign; analytics

d. Fringe Benefits at 25% of FTE
i. $2,124

2. Contractual Services: $10,300
a. Paid media buys/placements (EN/ES) via Google and Meta Ads i. $8,000
ii. Social and web-based advertisement placements
b. Photography and Videography Services, exact vendor TBD i. $2,300
ii. Creative editing of existing End Overdose creative campaign materials, addition of EN/ES subtitles

3. Travel: $0

4. Operating Supplies: $2,000
a. Physical media for distribution via mail and through partner organizations and venues

5. Other: $1,204
a. Printed promotional materials for distribution to Gilroy businesses Project Budget Overview
Total Amount Requested: $72,238
Breakdown by Budget Category

1. Salaries & Benefits: $39,530
a. Project Lead/COO total: 0.10 FTE ($9,000)
b. Director of Community Engagement and Training total: 0.18 FTE ($12,600) c. Chapter and Operations Coordinator total: 0.18 FTE ($5,824) d. Director of Communications total: 0.07 ($4,200)
e. Fringe Benefits (25% of FTE): $7,906

2. Contractual Services: $13,300
a. Media placement, photography/videography, partner site stipends

3. Travel: $4,000

4. Operating Supplies: $8,800

5. Other: $6,608
Breakdown by Activity

1. Activity 1: Community OdPR trainings and naloxone/FTS distributions. a. $32,574

2. Activity 2: Partner site training-the-trainer and resource connections. a. $15,540

3. Activity 3: Targeted digital awareness campaigns and online course promotions. a. $24,124

October 13, 2025
Sunday Friends is pleased to submit this proposal in response to the City of Gilroy Administration Department in response to Request for Proposals Opioid Remediation Services No. 26-RFP-AD-527. The requested information is provided below.

Legal Name of Applicant: Sunday Friends Foundation
Address: 645 Wool Creek Dr,. 2nd Floor, Suite A, San José, CA 95134 Website: www.sundayfriends.org.org
Primary Contact: Tatiana Colón-Rivera, Executive Director Email: [email protected]
Phone: (408) 475-2798
Review of Attachment B: Sunday Friends has reviewed and agrees to the terms of the standard agreement template attached to the RFP as Attachment B.

Organization history and overview: Established in 1997, Sunday Friends is a Latinaled non-profit based in San Jose and serving all of Santa Clara County. Our mission is to help low-income families break the intergenerational cycle of poverty and achieve health equity by activating their internal power and providing resources through a supportive community across multiple generations. We achieve this through an innovative model that combines essential services with hands-on, skill-building programs that foster stability, agency, and long-term success. We believe that by helping families to break the cycle of poverty across generations and achieve health equity, we can help create a more just and equitable society for all. Our core values include:

Dignity: We affirm the inherent self-worth of every individual and embrace the responsibility to create access to opportunities to live a healthy life, regardless of their race, ethnicity, gender, sexual orientation, socioeconomic status, or other factors.

Caring: We practice kindness, caring, and mutual respect to foster trust and build healthy relationships.

Solidarity: We believe in the beauty of camaraderie and the strength that comes from “standing with” all we help in support of community.

Collectiveness: We believe that our ability to work together with all those we help as partners contributes to our mutual success.

Agency: We believe that positive power can be unleashed when people are given the tools to advocate for their future.

We have built a strong and efficient infrastructure that provides the administrative capacity to manage complex programs, as demonstrated by more than 25 years of successfully fulfilling grants and contracts with government, foundation, and corporate funders. Guided by our “for the community, by the community” approach, we center Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 1

community voice, elevate neighborhood leadership, and celebrate culture to create long-lasting change. This approach also ensures that members identify their needs, and plan services accordingly, with Sunday Friends providing access, tools, and guidance as relevant.

Primary areas of current work: Sunday Friends participants, known as “members,” rather than “clients” to foster a sense of ownership and belonging, engage in our "Learn, Serve, and Earn" (LSE) model, guided by three core principles: family-centered mindfulness, community support, and education. Through this model, families can engage in a variety of learning activities, such as parenting classes, job skills training, wellness, digital and financial literacy workshops, and education around climate resilience and environmental stewardship, and serve in different roles for the benefit of the community. The family earns points for each activity they serve or participate in.

Points can be redeemed for benefits such as food, rental assistance, household and school supplies, and more. We currently operate community-based facilities in San José and Gilroy with multipurpose spaces, supported by a trained staff and a volunteer network experienced in delivering prevention and family-strengthening programs. We have established partnerships with local schools, community-based organizations, healthcare providers, law enforcement, local municipalities, and the State of California.

Annually, we distribute 112,000 pounds of food, provide over 24,000 units of basic necessities, and conduct over 130 classes. Our main areas of work also include our Dream. Build. Mentor. (DBM) Lab, an Entrepreneurship accelerator for families; Wellness in Bloom, supporting overall wellness, and providing education and experiences around nature conservation, recycling, and environmental stewardship; drug prevention and education initiatives in partnership with the State of California and City of San Jose; advocacy, leadership and skills-building; and homelessness prevention work.

Board and Staff: Sunday Friends is governed by a Board of Directors who are strong advocates for the organization and bring a diverse skillset to drive our mission and impact. Our staff, led by an Executive Director with more than 20 years of experience in non-profit leadership, program development and evaluation, is comprised of an experienced team with deep knowledge of grassroots work in un and underserved communities of color. All staff have lived experience similar to our members - and some are members who have chosen to work for our organization. Key staff include:

Tatiana Colón-Rivera, Executive Director: Tatiana is a dynamic Latina leader with extensive expertise in designing effective programs for underserved and diverse populations in Santa Clara County. Her experience in grassroots program development ensures that the voices of diverse communities in Santa Clara County are not only heard but that they are actively involved in shaping, implementing, and evaluating services that make a difference. As Chief Impact and Strategy Officer at Unity Care Group for five years, she led the organization through a significant expansion and diversification of funding streams, developed its housing and client services strategy, and guided the shift toward becoming a data-driven organization. Prior to that, she held Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 2

leadership positions at Catholic Charities of Santa Clara County, where she oversaw Older Adult Services as Division Director. Earlier in her career, she held several leadership roles spearheading local, state, and national efforts focused on domestic violence and sexual assault prevention. Tatiana holds a Master’s degree in Public Administration with an emphasis in public policy development and a Bachelor of Arts degree in Psychology and Criminal Justice. Tatiana is bilingual in English and Spanish.

Andy Garcia-Romo, Director of Programs: Andy has been a dedicated member of the Sunday Friends team since 2020, advancing through roles of increasing impact. He has played a vital role in strengthening program evaluation, enhancing the volunteer experience, and expanding Sunday Friends’ digital presence through engaging content on social media and the website. Andy also hosts Spanish-language classes for members, fosters strong community partnerships, and actively supports development initiatives. As a first-generation son of a Mexican immigrant, his personal experiences, along with his bilingual skills in Spanish and English, enable him to connect effectively with our members. Andy holds a Bachelor's degree in Economics.

Tia TranHoang, Community Health Manager: Tia leads Sunday Friends community health and wellness portfolio. She is also responsible for implementing educational programs, supervising staff, and tracking data. As the daughter of immigrant parents and a first-generation college graduate, she has a deep, personal understanding of the challenges faced by diverse communities. She has interned with CommUniverCity as a student coordinator and with the San José State University Wellness Center as a Health Educator, giving her valuable hands-on experience in public health education. Tia holds a Bachelor of Science in Public Health with minors in Nutrition & Food Science and Child & Adolescent Development and a Master of Public Health degree. She is fluent in English and Vietnamese.

Support staff: Our Fiscal team includes a fractional Chief Financial Officer, a Controller, and a bookkeeper who together have built the needed systems and provide the necessary oversight to ensure successful monitoring of contractual obligations.

Our administrative team is skilled in handling complex reporting requirements, financial tracking, and compliance obligations. We utilize robust project management and accounting software to maintain accurate financial records, monitor fund allocation, and ensure transparency in spending.

Experience with opioid/substance use prevention and harm reduction: Risk reduction and improving protective factors for our members is incorporated into everything we do. In terms of programming specific to opioid and substance use disorder (SUD) prevention, relevant examples include:
- Opioid overdose prevention and education: Since 2021, Sunday Friends has partnered with the San Jose Police Department (SJPD) to provide opioid abuse and overdose prevention education for families, with resources on how to administer Narcan and where to find it. We have also distributed Narcan to families.

Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 3

- Wellness in Bloom OOP Module (an Opioid Overdose and Prevention Program):

This program was an expansion of our partnership with SJPD to provide more comprehensive education to families. With support from the City of San Jose, Sunday Friends implemented this program in 2024-2025. We utilized various age-appropriate education modules provided in English and Spanish aimed at preventing the misuse of opioids for families and youth at risk of OUD. The program incorporated our whole family strategy, engaging parents and their children together in workshops that explore the impact of opioid addiction on families, build communication and strengthen family bonds and family-centered activities.
- RISE (Resilience, Inspiration, Support, and Empowerment)Youth Leadership Program: We launched this program in 2025, in partnership with the California Department of Health Care Services via the Elevate Youth California initiative.

RISE addresses SUD prevention, equipping youth to lead with skill and purpose:
they build teamwork, communication, conflict-resolution, and public-speaking abilities; learn to run community listening sessions and service projects; research and analyze policies on substance use, mental health, and social justice and advocate with decision-makers; develop critical thinking and media literacy to create awareness campaigns (videos, podcasts, social media); design peereducation initiatives in formats they choose; and receive ongoing mentorship and coaching from experienced leaders.

Sunday Friends appreciates the opportunity to submit the enclosed proposal. We look forward to the possibility of partnering to expand our impact and advance shared goals in community health and well-being.

Respectfully,
Tatiana J. Colón-Rivera, Executive Director
Sunday Friends Foundation
Phone: (408) 475-2798
Email: [email protected]
Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 4

Project Narrative
a. Program plan
i. Plan to address the abatement strategies and timeline The proposed program, Wellness in Bloom: Gilroy Opioid Overdose Prevention (OOP) Edition, incorporates a comprehensive approach to substance use disorder (SUD)/ opioid use disorder (OUD) prevention, focusing on education, awareness, and overdose death prevention. While this is a new project, it builds on our successful Wellness in Bloom initiative, which was previously funded for OOP by the City of San Jose. Services are designed to align with preventing the misuse of opioids, preventing overdose deaths and other harms (harm reduction), and connecting people with the resources and help they need. We address OUD-related stigma by normalizing conversations about substance use, emphasizing that addiction is a health issue rather than a moral failing. Our approach includes community education sessions, culturally and linguistically appropriate materials, and peer-led discussions where lived experience is valued. Staff and volunteers receive training in trauma-informed care, motivational interviewing, and nonjudgmental communication to ensure all interactions reduce shame and encourage help-seeking behavior.

Intended outcomes include increased community awareness of OUD as a treatable condition, reduced stigma among participants, improved linkage to treatment and support services, and ultimately, a reduction in use, overdose risk and associated harms.

The curriculum for the prevention module will draw from evidence-based resources tailored to community settings adapted to suit this project. We will utilize resources like the U.S. Department of Health and Human Services' Opioid Crisis Practical Toolkit, Operation Prevention's Parent Tool Kit, SAMHSA Opioid Use Disorder Digital Products and tool kits and relevant materials from the California Department of Public Health, particularly those in Spanish. We will also adapt and translate existing resources, ensuring cultural relevance and accessibility. Additional proposed program components are thoughtfully designed, drawing upon established best practices, our extensive experience working with the target population in a person-centered, strength-based manner, the strengths and insights of our team, and the measurable successes our model has achieved.

Components include:

Activity 1: Community Listening sessions: Engage the community in listening sessions to understand their needs and the impacts of opioid misuse in their community. We will use this information to adapt our programming and education to ensure their needs are addressed.

Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 5

Activity 2: Education
● Targeted youth education for ages 8–18: 1) Age-appropriate workshops to build foundational knowledge about opioids. Sessions also cover where to access Naloxone/Narcan, how to resist peer pressure, and practical harm-reduction strategies such as overdose prevention and how to get help in a crisis. We strengthen problem-solving and decision-making so youth can navigate realworld situations, address environmental factors that influence use, and practice healthy coping skills to manage stress and emotions. 2) Experiential activities translate learning into action: participants create public service announcements, substance use and mental health related Zines, and take part in community outreach, reinforcing knowledge while building confidence to educate peers and connect others to support.
● Parent/Caregiver Education: Six sessions will equip parents with practical tools to keep children safe. In age-appropriate sessions, they learn what opioids are, how to spot early signs of misuse, and how to talk with children in ways that build trust. Topics include overdose prevention, Naloxone/Narcan access, managing chronic pain, environmental risk factors, and harm-reduction strategies. Parents also receive referrals to counseling, treatment, and community resources, helping them respond early, communicate effectively, and protect family health.

Activity 3: Family Engagement and Public Awareness Campaign: Families (youth and parents together) will participate in an interactive workshop that strengthens communication, deepens understanding of how opioid addiction affects families, and empower them to become advocates for prevention. Building on this activity, families will co-create a bilingual (English/Spanish) social media and public education campaign that shares their collective messages with the wider community. The campaign will be coordinated with community partners and amplified beyond Sunday Friends’ network to maximize awareness and impact.

Activity 4: Community Partnerships, Resources and Support: This includes: a) Partnerships with the City of Gilroy Police Departments Community Services Officer for the distribution and education of Narcan, Santa Clara Family Health Plan, Gardner Health Services to provide our families access to their resources; local schools and the City of Gilroy's recreation department to disseminate information and recruit participants; b) Development of comprehensive resource guides for families.

Activities, outputs, outcomes, and evaluative tools are described further below.

Activity 1: Community Listening Sessions
Frequency: Will occur two times at the beginning of the program Output: 2 sessions in the first two months of the program Outcome: Establish community priorities: participants will articulate key challenges they Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 6

face related to opioid misuse to help guide future programming and partnerships.

Evaluative Tools: Documentation from the listening sessions.

Activity 2: Education
Education and experiential activities for ages 8-18:

Frequency: Monthly for 9 months
Outputs: 1 workshop cycle of 6 sessions x 9 months = 54 sessions • 35 Youth ages 8-12 will be served through the 5-session curriculum (sessions take place once per week for 30 minutes each).
• 50 Youth ages 13-18 will be served through the 5-session curriculum (sessions take place once per week for 30 minutes each). • 85 youth will be served through follow up 1-hour long experiential activities at the end of every 5-session curriculum.

Outcome: 80% of participants will report increased knowledge about opioids, their effects, and the risks associated with their use.

Evaluative Tools: Post-event listening session
Education for caregivers:

Frequency: Monthly for 9 months
Output: 1 workshop cycle of 6 sessions x 9 months = 54 sessions 75 parents/caregivers will be served through a weekly, 60-minute each 6-session curriculum
Outcome: 90% of participants will report knowing where to access additional resources to address opioid/fentanyl misuse.

Evaluative Tools: Post-workshop series survey
Activity 3: Family Engagement & Public Awareness Campaign Frequency: Biannually (at least two events per year)
Outputs: 100 parents and youth will participate in a whole family experiential prevention activities creating joint public service announcements (PSAs) and community prevention messaging; Sunday Friends will reach 2,500 individuals through the social media campaign component.(10 posts)
Outcomes: at least 80% of participants will report Increased awareness of substance use prevention strategies; Greater confidence in discussing substance use within their families; and a stronger sense of connection to community support and resources.

Evaluative Tools: Post-workshop series survey
Activity 4: Community Partnerships, Resources and Support Frequency: Ongoing
Outputs: Number of new partnerships developed, number of resource guides developed/distributed, 80% of program participants report increased awareness of available resources.

Evaluative Tools: Data tracked by program staff
Implementation, evaluation and project timeline
Implementation will begin with a planning and training phase in Month 1, followed by Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 7

outreach and program delivery in Months 2–12, including interactive workshops, family support sessions, and community awareness campaigns. Evaluation will involve preand post-surveys to assess changes in knowledge, attitudes, and willingness to seek support, as well as tracking participation and engagement metrics.

Implementation plan with timeline: January, 2026 – December, 2026 If funded, Sunday Friends will be ready to start providing program services in January 2026. The implementation plan is as follows:
• January-February 2026: Orient staff to project goals in and deliverables in early January, confirm project work plan, including data collection protocols; begin outreach, recruitment, and engagement of participants
• February 2026: Confirm curriculum, workshop schedules and logistics; continue outreach, recruitment and engagement
• March 2026: Parent classes will be implemented and are ongoing • April 2026: Youth classes begin and are ongoing
• September 2026: Social media campaign design and implementation begins in tandem with National Recovery Month and into October 2026, during National Youth Substance Use Prevention Month.
• December 2026: Program wrap up, data analysis and evaluation activities in conjunction with ongoing program activities.
• Ongoing: Client and program data will be collected throughout the grant period, analyzed, and reported on as required.
ii. Target audience, risk, and barriers
With an established presence in Gilroy, Sunday Friends will have a special focus on low-income Latinx families living in under-resourced Gilroy neighborhoods. However, the program will be open to any Gilroy resident at risk of or impacted by OUD. We will hold community listening sessions to identify specific community needs and gaps and with help of the city of Gilroy identify potential “hot spots” with disproportionate rates of drug misuse and opioid overdoses so that we can focus our outreach activities appropriately. Our members in Gilroy will serve as a starting point for recruitment - all are low-income and most Latinx. The typical Sunday Friends family consists of a single mother with two children earning about $23,500 a year - far below Silicon Valley’s average income of roughly $160,000 - often while juggling multiple jobs. Education and economic opportunity remain out of reach for too many. In terms of race and ethnicity, Latinx youth continue to have the highest rate of school disengagement in the county - in 2023-24, 27% were chronically absent from school. Graduates often lack the financial means or support systems to pursue higher education. Families face compounded barriers - generational poverty, unstable housing, limited healthcare access - both symptoms and legacies of discriminatory drug policies.

We work to disrupt these cycles, surrounding such families and communities with dignified care and concrete pathways to stability, so they can turn from survival to healing and lasting opportunity. We address barriers by providing culturally and linguistically responsive, free programming and flexible scheduling to ensure families Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 8

can participate fully. Our staff and volunteers build trusting relationships with families, offering individualized guidance and connecting them to resources for housing, healthcare, education, and employment. By embedding programming directly in the neighborhoods where families live and leveraging community members as peer mentors and ambassadors, we reduce stigma and increase accessibility. In this way, Sunday Friends ensures that even those facing the greatest systemic obstacles can engage meaningfully in our prevention, education, and support initiatives. Our “by the community, for the community” model ensures that participants are actively involved in identifying community needs, planning and implementing services, and evaluating them so that they are relevant and what people need and want. iii. How the project will meet community needs; how needs were identified; how the project supports those most disproportionately impacted by the opioid epidemic; developmental, cultural and linguistic appropriateness The proposed project will address the urgent need for opioid use prevention support among low-income, immigrant, Latino families in Gilroy as well as anyone impacted by OUD with barriers to accessing needed resources. This need was identified through a review of local and county data, and community input, including overdose cases over the past several years, news stories in which affected families have stated a critical need for education and awareness in Gilroy, and data re: the opioid epidemic among Latinos. Data shows that the opioid crisis is increasingly affecting the Latino community in California, with death rates growing fastest among this group. Data from recent years highlights a dramatic rise in mortality and emergency department visits for Latinos which began in 2017 [Avelardo Valdez, et. al. The opioid epidemic among the Latino population in California, Drug and Alcohol Dependence Reports, Volume 2, 2022.] This crisis is compounded by language barriers, challenges regarding healthcare access, stigma surrounding mental health and substance use, and limited culturally responsive prevention and education programs for Spanish-speaking residents.

To ensure that our program design reflects real community priorities and experiences, Sunday Friends will conduct listening sessions and focus groups with parents, youth, and local partners/stakeholders. This community input will guide program activities, topics, and outreach strategies, ensuring they are relevant and resonate with participants’ lived realities.

Our project will support those most disproportionately impacted by the opioid epidemic - low-income families, immigrants, and at-risk youth by integrating culturally, linguistically, and developmentally appropriate prevention education into our trusted, family-based service model. All workshops and materials will be bilingual (Spanish/English) and delivered by staff who reflect the cultural backgrounds of participants. Sessions will use age-appropriate, interactive methods that engage children, teens, and adults together in efforts to reduce stigma, strengthen protective family factors, and promote open dialogue about stress, coping, and healthy choices. By leveraging Sunday Friends’ established community trust and empowerment-based approach, the project will create safe, welcoming spaces for prevention education and connection, meeting families where they are, in the language they speak, and in the context of their everyday lives.

Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 9

iv. Level of staffing for the project
The Sunday Friends Executive Director will oversee program design and implementation while our Community Health Manager will oversee the program and provide support - both in-kind. Our Director of Programs (0.05 FTE) will be responsible for daily program operations and community partnerships. The Operations and Engagement Coordinator ( .10 FTE) will support engagement activities, manage data and report on performance. The Health Education Coordinator (0.6 FTE) based in Gilroy will lead community listening sessions, and implement all education, family engagement, outreach, and partnership/activities.

Sunday Friends is confident that this staffing structure - combining dedicated leadership, operational support, and community-based expertise - will ensure the program is implemented efficiently, with strong accountability and high-quality outcomes.
v. How this project will be sustainable beyond the funding period Through knowledge transfer, families will gain lasting skills and information to make healthy choices, communicate effectively, and prevent substance misuse long after direct program participation ends. Sunday Friends’ model centers on building the capacity of parents and children to support one another and share what they have learned within their communities, creating a multiplier effect that extends impact well beyond the grant period. In addition, our broad base of community and philanthropic support keeps Sunday Friends stable and able to serve families with dignity and care.

Our strong fund development team actively identifies and cultivates new funding sources—including foundations, corporations, and individual donors—to sustain and expand our programming. Sunday Friends has a proven track record of financial stability and program longevity, ensuring that this initiative will remain viable and continue to benefit families for years to come.
b. Project Work Plans
i. Category; subcategory(ies); and strategies under each subcategory being utilized; activities meeting the category
Activity name: Community listening sessions
Category: Prevention
Subcategory: Prevent misuse of opioids
Strategy: Community-based education or intervention services for families, youth, and adolescents at risk for OUD and any co-occurring SUD/MH conditions Activity Description: Engage target audience in listening sessions to understand their needs related to opioid misuse to help inform our education and prevention strategies.

Activity name: Education
Category: Prevention
Subcategory: Prevent misuse of opioids; prevent overdose deaths and other harms (harm reduction)
Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 10

Strategy: Youth-focused programs or strategies that have demonstrated effectiveness in preventing drug misuse and seem likely to be effective in preventing the uptake and use of opioids; community-based education for families, youth, and adolescents; Training and education regarding naloxone and other drugs that treat overdoses for youth and adults; training and education regarding naloxone and other drugs that treat overdoses for families, and other members of the general public.

Activity Description: Age-appropriate youth education and experiential activities related to opioid misuse for ages 8–18, include where to access Naloxone; education for parents/caregivers about opioids
Activity name: Family Engagement & Public Awareness Campaign Category: Prevention
Subcategory: Prevent misuse of opioids; prevent overdose deaths and other harms (harm reduction)
Strategy: Media campaigns to prevent opioid misuse; training and education regarding naloxone and other drugs that treat overdoses for families, community support groups, and other members of the general public.

Activity Description: Families will develop relevant social media campaigns related to opioid and SUD prevention
Activity name: Community Partnerships, Resources and Support Category: Prevention
Subcategory: Prevent misuse of opioids; prevent overdose deaths and other harms (harm reduction)
Strategy: Increased availability and distribution of naloxone and other drugs that treat overdoses for… individuals with OUD and their friends and family members..., or other members of the general public.

Activity Description: Sunday Friends will maintain, build on and cultivate local partnerships and develop a resource guide to ensure families have adequate support and access to resources related to opioid use.
ii. Objectives
Abatement strategy: Prevention
Outcome for education strategy for youth: 80% of youth ages 8-18 will report increased knowledge about opioids, their effects, and the risks associated with their use as measured from the start of the workshops described in Section a.i. of the Project Narrative to exit. Target completion date: 12/1/26.

Outcome for education strategy for parents/caregivers: 90% of participants will report knowing where to access additional resources to address opioid/fentanyl misuse as measured from baseline/entry to completion of the education described in Section a.i. of the Project Narrative. Target completion date:12/1/26. iii. Budget plan and narrative – Please see the following page Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 11

Category Amount Budget Narrative
Salaries and Benefits 1 2 3 4
Director of Programs - 0.05 FTE $4,700.00 $1,566.00 $1,567.00 $1,567.00 Responsible for program implementation, daily program operations, community partnerships, and
relationships with schools, local government
Community Health Manager $0.00 $0.00 $0.00 $0.00 Has primary oversight over this program and will provide support in-kind
Operations and Engagement
Coordinator - 0.10 FTE
$5,616.00 $1,872.00 $1,872.00 $1,872.00 Will support enagagement activities, track data and report on performance
Gilroy Health Education Coordinator - $32,448.00 $8,112.00 $8,112.00 $8,112.00 $8,112.00 Part-time staff assisting with education activities in person and online, supports with coordinting youth
leaders and assigning tasks.

Subtotal salary $42,764.00 $11,550.00 $9,984.00 $11,551.00 $9,679.00 Employee taxes, payroll & benefits $9,408.08 $2,541.00 $2,196.48 $2,541.22 $2,129.38 Calculated at 22% of salaries (employee taxes & payroll at 11.65% and employee benefits at 10.35%
Personnel Subtotal $52,172.08 $14,091.00 $12,180.48 $14,092.22 $11,808.38 $52,172.08 Operating Supplies
Narcan $7,500.00 $3,750.00 $3,750.00 To purchase narcan for program participants Tiendita de Apoyo $7,500.00 $1,000.00 $3,250.00 $3,250.00 Supports participation in our Learn, Serve Earn Model
Operating Supplies subtotal $15,000.00 $1,000.00 $7,000.00 $3,250.00 $3,750.00 $15,000.00 Subtotal Direct Program Expense $67,172.08 $15,091.00 $19,180.48 $17,342.22 $15,558.38 $67,172.08 Indirect Expense at 10% $6,717.21 $1,679.30 $1,679.31 $1,679.30 $1,679.30 Covers the costs of accounting firm, audit, tax preparation, HR services firm, development
consultants, utilities, insurance, legal fees, etc.

Total Program Cost $73,889.29 $16,770.30 $20,859.79 $19,021.52 $17,237.68 $73,889.29 Activities
Activity 1: Community Listening Sessions
Activity 2: Education
Activity 3: Family Engagement & Public Awareness Campaign Activity 4: Community Partnerships, Resources and Support Budget: 2026 Wellness in Bloom Program "Gilroy OOP Edition" Activity
Sunday Friends Response to City of Gilroy RFP No. 26-RFP-AD-527 12

October 17, 2025
City of Gilroy
Attn: Carina Baksa
Community Engagement Division
Subject: Opioid Remediation Services Proposal
Dear Ms. Baksa and Mr. Atkins,
Youth Alliance (YA) is honored to submit this proposal for the City of Gilroy’s Opioid Remediation Services funding. For nearly 30 years, YA has been a trusted community-based organization serving South Santa Clara and San Benito Counties, helping youth and families heal and lead through culturally rooted prevention and leadership programs. Our request for $118,676 represents half of the available funds and reflects our partnership with Carry the Vision (CV) to jointly implement CARE: Community Action for Recovery & Education, a community-led opioid prevention and education initiative. Through this effort, Youth Alliance will deliver youth-centered prevention, education, and healing by facilitating Xinachtli and Joven Noble groups, peer-led healing circles, and harm reduction workshops, while amplifying youth voice through creative media and outreach campaigns. Together with Carry the Vision’s adult-focused recovery work, CARE will build a comprehensive, culturally grounded response to the opioid crisis that uplifts Gilroy’s youth and families.

YA has a proven track record of managing public and private funding for youth prevention and wellness programs. For over a decade, we’ve partnered with Santa Clara County Behavioral Health to lead prevention and restorative justice initiatives, complemented by collaborations with the Santa Clara County Youth Task Force, Elevate Youth California (Prop 64), and San Benito County Probation and Behavioral Health in the neighboring county. These long-standing partnerships demonstrate our capacity to deliver equitable, evidence-based, and fiscally responsible programs that improve community outcomes.

We also confirm that we have reviewed and agree to the terms outlined in Attachment B: Standard Agreement Template included in the RFP and are committed to full compliance with requirements.

We thank the City of Gilroy for its leadership in directing opioid settlement funds toward prevention and community wellness. We welcome the opportunity to continue our long-standing service to Gilroy’s youth and families through this important initiative.

With gratitude,
Diane Ortiz, MSW Eduardo Navarro, MA

CEO COO
(831) 636-2853 Ext 123 (831) 537-6656
[email protected] [email protected]

ORGANIZATION HISTORY AND PROVEN SUCCESS
Founded in 1995, Youth Alliance (YA) is a nonprofit organization dedicated to collaborating with youth and families from rural, predominantly Latinx communities in the Central Coast (with a key focus on South Santa Clara County) who have been: (1) historically marginalized; (2) disproportionately impacted by the opioid crisis; and, (3) left without a continuum of care. Lack of access to mental health and behavioral health care has been and remains a critical issue, especially in the context of widespread opioid misuse.

Our goal is to heal individual and generational trauma so that Latinx youth and families recognize their inherent strength, cultural values, and leadership potential. They can then advocate for the full range of services their communities need. We envision a bright future where every young person from these communities can access a robust network of care and myriad pathways to prosper and thrive.

Over 30 years, YA has collaborated with young leaders and their families, public agencies, public officials, and other community partners in South Santa Clara County to establish a community hub with wraparound services, which are evidence-based, culturally responsive, and linguistically appropriate. Today Youth Alliance is a deeply rooted, trusted partner serving more than 2,300 every year across South Santa Clara and San Benito Counties through substance abuse prevention, leadership development, and other wellness programs.

Our team is led by a diverse team of professionals who are bilingual and with deep experience in youth development, holistic whole person care focus, restorative justice practices, and nonprofit management. Together, our staff of over 60 facilitators, case managers, outreach specialists and youth & family advocates are trained in proven models tailored to the unique needs of rural BIPOC families.

For our work to identify risk factors and intervene early to prevent drug abuse—including opioids—we apply frameworks focused on addressing trauma, instilling healthy decision-making, and discovering resilience through cultural values. Behavioral health frameworks include Mental Health First Aid, Substance Use Prevention, Botvin Life Skills Training, and Motivational Interviewing. They are interwoven with culturally-rooted curricula that include Joven Noble, Xinachtli, Cara y Corazón, and Girasol. We are also pioneers in weaving restorative justice and mindfulness practices into whole-person care.

Moreover, YA has established a contractual partnership with Santa Clara County Behavioral Health Services for over a decade to lead in-school and community prevention and restorative justice programs that align with countywide mental health and substance use strategies. We have also implemented prevention initiatives with the Santa Clara County Youth Task Force and Elevate Youth California—the grant program administered by the California Department of Health Care Services and funded by the Regulate and Tax Adult Use of Marijuana Act (Prop 64). These long-standing partnerships reflect our ability to deliver programs that are equitable, effective, and accountable to both fiscal and performance standards.

Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527 1

Our prevention and recovery efforts include school and community workshops on fentanyl awareness, overdose prevention, Narcan intervention use, and harm reduction practices. We coordinate youth-led campaigns and support circles that strengthen protective factors, build resilience, and promote wellness. Guided by the La Cultura Cura framework, our approach helps young people reconnect to identity, culture, and community as key pathways to healing and prevention.

After nearly three decades of service, we continue to show the capacity, trust, and commitment needed to lead effective, culturally grounded opioid prevention and education programs in partnership with our community.

PROJECT NARRATIVE
Describe how you plan to address the abatement strategy(ies). Share the project, including the timeline, a high-level overview of implementation and evaluation steps, and the intended outcomes. Describe how the project addresses opioid use disorder (OUD)-related stigma.

PROGRAM OVERVIEW
Youth Alliance (YA) will implement holistic prevention and education strategies, co-created with the communities it serves—designed to address substance use (especially opioids) among rural marginalized groups and families in South Santa Clara County. These strategies are grounded in trauma-informed, culturally and linguistically responsive practices that meet youth and families where they are. The initiative integrates substance use prevention, early intervention, and youth leadership development to strengthen individual and community resilience. Outcomes are categorized by 1) community accessible education and services, 2) in-school services, and 3) community outreach and information dissemination. Each activity supports the opioid remediation priorities outlined by Santa Clara County in the following ways:

1. Interventions to Prevent Drug Addiction in Vulnerable Youth: YA will deliver school-based prevention education, family workshops, and peer-led programs that strengthen coping skills, foster supportive relationships, and build resilience so youth can internalize healthy coping mechanisms, build peer connections, and recognize their potential—all behavioral practices that lead them away from substance use.

2. Support and Sustain Culturally Relevant Healing and Diversion Programs: Through culturally rooted models like Xinachtli and Joven Noble, YA will operate trauma-informed healing circles and leadership groups that address the underlying causes of substance use and promote healthy alternatives.

3. Diversion of People with Substance Use Disorders from the Justice System into Treatment (at risk or impacted): YA’s restorative justice and healing-centered programs provide non-punitive alternatives for youth at risk of jail or incarceration or as a re-entry resource, connecting them to mentoring, education, and culturally grounded care with trusted adults that have been native to the Gilroy area.

4. Addressing the Needs of Communities of Color and Vulnerable Populations Disproportionately Impacted by Substance Abuse Disorders: Programs are bilingual, bicultural, in-school & community-based, reaching all communities of color regardless of the Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527 2

economic, cultural, educational, or immigration status in Santa Clara County through trusted relationships and accessible prevention services.

We have organized our work to address opioid misuse across three outcomes.

OUTCOME #1
Youth demonstrate increased knowledge, confidence, and participation in substance use prevention—especially opioid misuse—through trauma-informed education, early-intervention workshops, and access to culturally and linguistically appropriate resources.

YA will provide interactive substance abuse prevention workshops in a community setting like the Youth Impact Center, primarily focused on: (1) warning signs for early intervention; (2) use and training of Naloxone (Narcan); (3) non-judgmental ways to discuss substance abuse and its impacts; and, (4) healthy decision-making. Sessions will be age-appropriate, trauma-informed, and adaptable to both in-school and after-school spaces. YA staff will partner with educators to host sessions that respond to the unique needs of youth in the county for parents and for youth.

In addition, participating youth will be eligible for a range of resources at its Gilroy Youth Impact Center that include weekly drop-in sessions, advocacy and leadership groups, resource navigation, art workshops and family activities.

Implementation Steps
● Youth Alliance will offer weekly interactive workshops applying culturally relevant, evidence-informed, and linguistically appropriate curricula to attract and retain participants. ● At the Gilroy Youth Impact Center, YA will connect youth and families to bilingual case managers who can connect families to a range of services, including partners focused on substance abuse prevention and recovery like Carry the Vision, intensive outpatient programs, and (as needed) in-patient hospitalization.
● The Gilroy Youth Impact Center will also serve as a safe space for drop-in sessions and special family activities offered once every other month and during holidays.. Drop-in sessions offer a safe space for youth to work on homework, socialize, have access to snacks and engage in recreational activities. Special family activities include educational activities, creative workshops, listening sessions, or holiday shared meals.

OUTCOME #2
Latinx youth, families, and community members collaborate to reduce stigma surrounding substance use—particularly opioids—by fostering open dialogue, shared understanding, and leadership.

Youth Alliance will integrate opioid prevention education into ongoing healing circles and leadership development programs grounded in culturally responsive models, including Xinachtli and Joven Noble. These circles will create safe spaces for youth to reflect on personal and community experiences with substance use, grief, violence, and structural harm. Grounded in restorative practices and cultural values, these groups will foster connection, empathy, and emotional regulation while linking youth to additional support as needed. Groups will take place at a selected school and a minimum of 4 groups will take place during the contract period.

Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527 3

Youth participating in these activities will be matched with supportive mentors and peers to cultivate leadership skills to model positive behaviors, provide a larger support network focused on substance abuse, and lead a campaign focused on reducing the stigma, especially opioid addiction.

Implementation Steps
● Youth Alliance will recruit at least 40 youth (ages 12-18) to participate in healing circles and leadership development groups through established partnerships with local schools and community organizations, as well as direct outreach in high-need areas throughout Santa Clara County.
● Healing circles and leadership development groups will meet weekly for a 10 week cohort across the selected South County school district(s) and will be eligible to join the Youth Media team, and Advocacy team at the Gilroy Youth Impact Center. ● At least 20 youth peer mentors will be trained and receive continuous coaching in cultural healing, mindfulness, and restorative practices, with a key focus on monitoring for early intervention around opioid misuse and initiating delicate and charged conversations around substance abuse.
● Restorative justice diversion practices will be integrated into the program to provide alternatives to punitive discipline for youth impacted by substance use or related behavioral issues. Youth referred through school or community diversion pathways will participate in leadership training groups and healing circles that emphasize accountability, reflection, and reconnection, helping them rebuild trust and restore relationships while learning coping and leadership skills.

OUTCOME #3
Youth-led media and advocacy campaigns increase community awareness about substance use risks and prevention strategies — emphasizing opioid education, early warning signs, and access to care through trusted and relatable messengers.

YA will expand its multi-channel public awareness campaigns aimed at raising awareness about substance abuse across the county, with a focus on the opioid epidemic. Campaign activities will target all communities in South County across generations. Accessible and relatable media will be developed to be accessible to communities of color. The design will be led by youth leaders mentored by adults versed in storytelling across media. A cornerstone of the campaign will be stories and interviews incorporated into the Our Voices podcast or short social media clips.

Implementation Steps
● YA will recruit and identify a cadre of youth leaders from programs it runs at the Gilroy Impact Center and at partner schools. We will also reach out to a variety of longstanding partners, including Gavilan College and Community Media Access Partnership to provide youth with technical skills.
● The team of youth spearheading the campaign will meet weekly to brainstorm and shape elements of campaigns.

Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527 4

● With support from Youth Alliance staff, parent allies, and partners, youth leaders will coordinate additional in-person public awareness activities across schools, parks, and public events. Activities may include, but are not limited to, tabling events, roundtables, listening sessions, resource fairs, open forums, community workshops, and school informational sessions.
● The youth-led team will also develop 5 social media initiatives across the core platforms including Instagram, Facebook, Youtube, and X (Twitter). ● Participants will develop, produce, edit, and publish a minimum of three episodes for the Our Voices podcast, where youth share stories and conversations that elevate their voices and lived experiences. The episodes will center on substance abuse, with significant focus on the dangers of opioids. In keeping with the purpose of the podcast, they will include stories and interviews, as well as information on early warning signals, approaching sensitive and high-stakes conversations, and paths to resources.
● Mentors will assist youth leaders in compiling and interpreting feedback and data from campaigns to continue to iterate and innovate.

EVALUATION
To demonstrate a rigorous, culturally responsive approach to measuring outcomes, learning, and accountability across all project activities, Youth Alliance will use the following data collection and assessment practices:
● Quantitative tracking: Participant counts, attendance logs, pre/post knowledge surveys. ● Qualitative feedback: Restorative reflection circles, youth focus groups, and caregiver feedback used to gather stories of change and perceived shifts in stigma or wellness. ● Partner data: Partner feedback will be utilized to improve and learn for future programs. ● Continuous improvement: Quarterly team debriefs to assess fidelity to trauma-informed and culturally grounded models; mid-year adjustments documented in written summaries.

All evaluation tools and reflection activities will be linguistically appropriate and culturally accessible to ensure safe participation and honest feedback. For example, all evaluation materials distributed to participants will be available in English, Spanish, and other languages (as needed).

TIMELINE
The following is the cadence that Youth Alliance will use to execute, refine, and evaluate strategies based on the start of the contract. This timeline proposes a November 2025 start and end date of October 2026.

Nov–Dec 2025 | Program Setup and Outreach
• Finalize school partnerships with GUSD and community partners. • Meet with administrators, counselors, and parent liaisons to plan logistics. • Develop bilingual outreach materials and hold info sessions for families. • Establish evaluation tools, reporting templates, and data tracking system. • Launch introductory social media announcements and recruitment campaign.

Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527 5

Jan–Feb 2026 | Recruitment and Group Enrollment
• Recruit youth and families for prevention workshops and leadership groups. • Conduct orientations and collect baseline data (intake forms, surveys). • Deliver staff refresher training on trauma-informed and culturally rooted facilitation. • Schedule initial bilingual parent workshops and youth information nights. • Implement 10-week culturally grounded leadership and healing cohorts (Outcome 2) either all in unicent or 2 in January and 2 in May depending on school approval.

Mar–Apr 2026 | Launch of Prevention Workshops
• Begin weekly prevention and education sessions in GUSD schools (Outcome 1). • Offer bilingual family workshops on fentanyl awareness and early intervention. • Open weekly drop-in sessions at the Gilroy Youth Impact Center. • Provide ongoing peer mentor coaching and collect interim data.

May–Jun 2026 | Healing Circles and Leadership Development • Integrate restorative justice diversion referrals from schools and partners. • Host family engagement and community-building activities at the Center. • Conduct mid-year review and program reflection with staff and Data Analyst.

Jul–Aug 2026 | Youth-Led Media and Advocacy Campaigns
• Recruit youth media team and begin planning Our Voices podcast episodes. • Develop social media campaigns focused on stigma reduction and prevention. • Partner with Communications Specialist for design and dissemination. • Host community outreach events in parks, schools, and public spaces.

Sep–Oct 2026 | Evaluation and Reporting
• Conduct post-surveys, focus groups, and reflection circles. • Compile final attendance, participation, and impact data. • Hold community celebration and youth recognition event. • Review results with leadership team and submit final report to City of Gilroy. • Develop sustainability and continuation plan for prevention programming.

Ongoing Activities:
• Weekly coordination and supervision meetings.
• Continuous data tracking and evaluation support by Data Analyst. • Monthly bilingual family engagement events and school collaboration.

POPULATION OF FOCUS
Describe the target audience impacted by your proposal. How are these targeted audiences most at risk or impacted by OUD considered in this project? How does your project address potential barriers to accessing your programming? The need for trusted, community-based prevention—especially for BIPOC youth ages 12 to 18—is urgent and well-documented. According to the Santa Clara County Medical Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527 6

Examiner-Coroner’s Office, fentanyl is involved in more than 70 percent of accidental overdose fatalities countywide. Youth and young adults ages 15 to 29 account for a growing share of these deaths, with South County ZIP codes 95020 (Gilroy) and 95037 (Morgan Hill) showing the highest per-capita overdose rates. In Gilroy—where more than 60 percent of residents identify as Hispanic or Latinx—these losses are compounded by limited access to behavioral health care, language isolation, cultural stigma, and fear of law enforcement.

Youth Alliance programming is co-created with the community it serves and therefore directly addresses these barriers that exacerbate the opioid epidemic among Latinx youth across South County. Core pillars of our work which include healing-centered and trauma-informed practice, community co-creation, evidence-based and culturally responsive frameworks, and accessible, safe spaces, have established Youth Alliance as a trusted partner in navigating substance use and mental health challenges. Moreover, we operate in other easily accessible spaces, especially schools throughout the county. By meeting youth and families where they are—physically, in the language they use, and through internalized cultural values—YA removes the structural and psychological barriers that most often prevent Latinx communities from accessing the opioid prevention education and early-intervention services they need.

COMMUNITY NEEDS
Describe how the proposed project will meet community needs. How were those needs identified? How does your project support those most disproportionately impacted by the opioid epidemic? How will you ensure this program is culturally, linguistically, and developmentally appropriate for the proposed community(ies)? The impetus behind YA was witnessed decimation across generations by intersecting systems of harm, including the amalgamation of policies falling under the banner of the “War on Drugs.” Raised by traumatized elders and watching the cycle of trauma begin again with their children, a group of parents formed the organization to create a new path forward, one of healing, opportunity, and empowerment named Barrio Unidos. 30 years later, YA forged that path with services connecting to more than 20,000 people and providing direct services to more than 3,000 each year that (1) bolster resiliency within rural communities (2) equip generations of youth to thrive.

At the heart of all our programming is deep, participatory engagement with the community.

Through ongoing active listening—through both informal and formal channels—our programs continually evolve to reflect the lived realities and cultural values of the Latinx families we serve.

We therefore ensure that prevention and wellness programs are not brought to the community but built with it, grounded in trust, cultural values, and shared responsibility for collective well-being. Moreover, we represent our community, with the majority of staff identifying as Latinx and Indigenous and our service providers living in the neighborhoods where we implement our programs. Feedback and insight is woven into our work and formalized through longstanding collaborations with agencies, elected officials, and other nonprofit partners. Now, in the aftermath of the War on Drugs, we face the opioid epidemic and are once again first to witness and respond to its devastating impacts. We also see the barriers we must remove to prevent opioid misuse and intervene early.

Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527 7

For example, many young people in South Santa Clara County, especially those from Latinx, immigrant, and low-income families, face limited access to afterschool and recreational opportunities. Many of these youth are also from hard working parents that may have experienced work related injuries with access to opioids at home while unsupervised. In Gilroy, there are few safe, supervised spaces where youth can build community, express themselves, and connect to caring adults especially if they come from a two working parent household.

Without these protective environments, young people are at higher risk of social isolation and exposure to substance use, misinformation, and under the influence of toxic role models they see on social media platforms.

We have responded by creating the Gilroy Youth Impact Center, which is designed in all aspects to be safe and to reflect cultural roots. We also address the threat by creating structured opportunities for youth to connect, learn, and lead so that they are mentors to others struggling with addiction. Moreover (and as stated above), all services are culturally, linguistically, and developmentally appropriate. We also ground our substance abuse prevention programs in evidence-informed approaches, as well as decades of experience. In addition, staff regularly refresh their skills and knowledge through Santa Clara County Behavioral Health trainings.

Accessibility is a key part of the effectiveness of our substance abuse programming. Prevention and healing programs are offered directly on school campuses during school hours, removing the need for transportation and minimizing the risks youth may face traveling long distances after class. Additionally, our Youth Impact Center is conveniently located in downtown Gilroy near public transportation routes and in a safe, well-lit area, or with caring YA staff that can transport them back home.

STAFF PLAN
What is the level of staffing for the project? Ensure accountability for carrying out work plan activities and maintaining overall support and coordination of the work. If planning to use subcontractors, please describe their responsibilities in carrying out grant activities.

The CARE initiative will be implemented by a dedicated and experienced team within YA that ensures strong program delivery, data integrity, compliance, and community engagement. The project will be coordinated by existing leadership and supported by trained direct-service staff who have years of experience providing prevention, wellness, and restorative programs in Gilroy and throughout South Santa Clara County.

The program will be led by a Program Director, who will oversee implementation, manage day-to-day operations, and ensure that all activities align with the approved work plan. The Case Manager / Prevention Specialist will facilitate culturally rooted prevention groups such as Xinachtli and Joven Noble, lead workshops on harm reduction and youth resilience, and maintain case notes, attendance records, and follow-up with participants and families. The Outreach Specialist (in-kind) will focus on engaging youth and families through community Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527 8

events, conducting direct outreach, and coordinating group activities to maintain strong participation and visibility in the community.

The project will also receive internal support from key staff across the organization to ensure accountability and quality (in-kind). The Chief Operating Officer (COO) will provide executive oversight to ensure fidelity to contract deliverables and responsible management of grant funds.

The Director of Development & Initiatives will ensure compliance, performance tracking, and timely submission of reports to the City of Gilroy. A Data Analyst will collect, manage, and analyze quantitative and qualitative program data to evaluate outcomes and ensure alignment with grant metrics. The Communications Specialist will assist with content creation, media coordination, and promotion of youth-led prevention campaigns to enhance outreach efforts and community awareness. Additional Case Managers and Outreach Staff will provide support for group facilitation, event coordination, and family engagement as needed.

Together, this integrated staffing structure ensures that all program activities are well-coordinated, compliant with city requirements, and delivered with consistency and cultural responsiveness. With this team approach, YA will maintain clear accountability for every component of the work plan from implementation and data collection to evaluation and reporting to ensuring the success and sustainability of the CARE initiative.

SUSTAINABILITY
How will this project be sustainable beyond the proposed funding period? YA is deeply committed to sustaining this project beyond the proposed funding period through a combination of existing infrastructure, strong partnerships, and diversified funding streams. As a long-standing community-based organization with nearly three decades of service, YA has the systems, relationships, and staff capacity to continue this work as part of its broader prevention and wellness portfolio.

The Gilroy Youth Impact Center, where many of the project’s workshops and circles will take place, is a permanent community hub that YA operates year-round through a blend of public, private, and philanthropic support. This established site ensures that activities, staff, and participant engagement can continue without interruption once the grant period concludes. The Center’s location in downtown Gilroy, close to schools and public transportation, also supports long-term accessibility for youth and families.

Sustainability will also be achieved through ongoing partnerships with Gilroy Unified School District (GUSD), Santa Clara County Behavioral Health Services, and Carry the Vision. These collaborations provide access to in-kind resources such as facilities, staff training, subcontracting opportunities, and referral pathways that reduce program costs and strengthen service integration. YA will continue leveraging these partnerships to align prevention education with existing school wellness initiatives and county behavioral health strategies. Additionally, YA maintains a successful record of securing multi-year grants and government contracts for substance use prevention and youth development. The organization will continue to pursue Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527 9

funding from state and county behavioral health departments, Elevate Youth California (Prop 64), and local philanthropic foundations to extend and expand program services. Lessons learned and data collected from this initiative will be used to strengthen future grant proposals and demonstrate measurable community impact.

Finally, by embedding prevention and stigma-reduction activities into ongoing youth leadership and restorative justice programs, YA will ensure that the knowledge, skills, and cultural practices established during this project remain part of its long-term service model. Through community ownership, cross-sector collaboration, and continued advocacy, the CARE initiative will outlast its initial grant cycle and remain a sustainable, community-driven effort to promote wellness and prevent opioid misuse in Gilroy.

WORK PLAN
Identify by name which category(ies); subcategory(ies); and each strategy under each subcategory(ies) are being utilized. Identify for each activity within the project which category it applies to and how the category is being met. Include at least one objective with action steps for each abatement strategy chosen in the project proposal.

ACTIVITY 1: Trauma-Informed, Culturally Responsive, And Linguistically Appropriate Workshops And Family Drop-In Services
Category: Prevention
Subcategory: Interventions to Prevent Drug Addiction in Vulnerable Youth Strategy: Deliver trauma-informed, culturally responsive, and linguistically appropriate substance abuse education workshops and drop-in services that integrate information about opioid misuse.

Activity Description: Youth Alliance will review, translate, and incorporate substance abuse prevention information into trauma-informed, culturally responsive workshops at schools and other community settings. They will primarily focus on (1) warning signs for early intervention; (2) use and training of Naloxone (Narcan); (3) non-judgmental ways to discuss substance abuse and its impacts; and (4) healthy decision-making. The Gilroy Youth Impact Center will host weekly drop-in sessions, resource navigation, and family activities that reinforce prevention education.

Objective: Youth demonstrate increased knowledge, confidence, and participation in substance use prevention—especially opioid misuse.

Target Date: Months 3-10
Impact: Increased youth and family awareness of substance use risks; improved early-intervention behaviors; strengthened protective factors and community connection.

ACTIVITY 2: Healing-Informed, Evidence-Based, and Culturally Responsive Healing Circles and Leadership Groups
Category: Prevention
Subcategory: Support and Sustain Culturally Relevant Healing and Diversion Programs Strategy: Operate trauma-informed healing circles and leadership groups that address root causes of substance use and promote healthy alternatives.

Activity Description: Youth Alliance will integrate opioid prevention education into ongoing healing circles and leadership development programs grounded in culturally responsive models, including Xinachtli and Joven Noble. These circles will create safe Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527 10

spaces for youth to reflect on personal and community experiences with substance use, grief, violence, and structural harm. Grounded in restorative practices and cultural values, these groups will foster connection, empathy, and emotional regulation while linking youth to additional support as needed. Youth participating in these activities will be matched with supportive mentors and peers to cultivate leadership skills to model positive behaviors, provide a larger support network focused on substance abuse, and lead a campaign focused on reducing stigma, especially around opioid addiction.

Objective: Latinx youth, families, and community members collaborate to reduce stigma around substance abuse and addiction, particularly opioids, by fostering open dialogue, shared understanding, and leadership.

Target Date: Months 3–12
Impact: Reduced stigma and social isolation related to substance use; strengthened peer networks; increased leadership capacity among youth and families.

ACTIVITY 3: Restorative Justice Diversion and Re-Entry Support Category: Prevention / Diversion
Subcategory: Diversion of People with Substance Use Disorders from the Justice System into Treatment
Strategy: Incorporate additional information around substance abuse and opioid misuse into existing restorative justice diversion programs offered by Youth Alliance in collaboration with law enforcement agencies, school districts, and community partners..

Activity Description: Youth Alliance will collaborate with law enforcement partners to expand the scope of restorative justice diversion programs currently offered to youth engaging in destructive and illegal behavior that could put them in jail. Substance abuse prevention strategies, with a particular focus on opioid mis-use, will be adapted to be culturally responsive, then introduced to restorative justice healing circles facilitated by Youth Alliance.

Objective: Refine the scope of restorative, non-punitive alternatives for youth to help them recognize warning signs of substance abuse (especially opioid mis-use) and discuss the root causes that lead to addiction—fractured families, punitive and/or isolating practices at school, peer pressure, mental health struggles, and oppressive law enforcement dynamics, among others.

Target Date: Months 6–11
Impact: Increased diversion from the justice system; improved access to culturally responsive behavioral health and substance abuse care; deeper connections with peers; demonstration of constructive behaviors that lead youth away from substance abuse.

ACTIVITY 4: Youth-Led Public Awareness Campaigns
Category: Prevention / Public Education
Subcategory: Public Education and Community Engagement to Reduce Substance Use and Stigma
Strategy: Led by youth leaders, devise and launch culturally responsive, intergenerational prevention campaigns to raise awareness of the dangers of substance abuse (especially opioids) and reduce the stigma around addiction.

Activity Description: Spearheaded by a select youth media team, Youth Alliance will coordinate multi-channel awareness campaigns focused on substance abuse education (including opioid addiction), early warning signs, and access to care. Campaigns will be informed by the expertise of adult mentors. They will feature storytelling, interviews, and Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527 11

substance abuse prevention education. Campaigns will launch across social media, schools, and public events.

Objective: Increase community awareness and engagement around opioid prevention through youth-led storytelling and trusted-messenger strategies.

Target Date: Months 5–11
Impact: Increased public understanding of opioid risks and prevention resources;greater openness and community dialogue incorporating youth-led messaging ACTIVITY 5: Community Feedback and Reflection
Category: Evaluation / Continuous Improvement
Subcategory: Community Engagement and Program Learning
Strategy: Use proven culturally grounded reflection and feedback processes to strengthen program quality, accountability, and responsiveness.

Activity Description: Youth Alliance will establish formal and informal communication channels with youth participants, staff, and community partners to gather stories, solicit feedback, and review data. Sessions will be facilitated in English and Spanish (as needed), using trauma-informed, culturally responsive practices that ensure safe participation and honest responses. Staff and youth mentors will synthesize feedback to refine workshops, healing circles, and media campaign content.

Objective: Create ongoing feedback loops that facilitate ongoing co-creation, strengthen program alignment with community needs, and improve the effectiveness of substance abuse prevention activities, particularly new components focused on opioid misuse.

Target Date: Occurring quarterly, beginning Month 3
Impact: Continuous improvement in the quality and relevance of opioid prevention programming; integration of co-creation design into opioid prevention strategies that meet community needs.

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BUDGET
Foreword
The following proposed budget is subject to change based on negotiations with the City of Gilroy. Youth Alliance remains open and flexible to adjusting budget allocations in alignment with the City’s available resources and shared program goals. Our priority is ensuring fiscal responsibility while maintaining high-quality services that meet the scope of work and deliver measurable impact.

Youth Alliance
Personnel FTE Rate Annual Salary Total
Program Director 0.1 $42.00 $87,360.00 $8,736.00
Case Manager 1.0 $33.00 $68,640.00 $68,640.00
Fringe
Fringe Benefits at 28% $21,665.28
Subtotal Personnel $99,041.28
Non Personnel Qty. Unit Price Total
Program Supplies 1 $5,000.00 $5,000.00
Incentives 1 $2,000.00 $2,000.00
Training 1 $1,350.00 $1,350.00
Travel/Mileage 1 $500.00 $500.00
Subtotal Non-Personnel $8,850.00
Direct Costs $107,891.28
Indirect Costs at 10% $10,789.13
TOTAL $118,680.41
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BUDGET NARRATIVE
The expenses are to be broken down by the following categories:

1. Salaries and Benefits
a. In this category, list the individual(s) in your organization who will be paid to work on this project. Include each individual's title, project job duties, FTE on the project (hours/week), and salary and benefits that would be paid for by this grant.

Program Director, 0.1 FTE, $8,736.00
Program Director provides strategic oversight, supervision, and alignment with grant deliverables.

Case Manager, 1.0 FTE, $68,640.00
Case Manager is the cornerstone of service delivery, providing case management, referrals, and individualized youth support while ensuring consistent recruitment, relationship-building, and community engagement, particularly in neighborhoods and schools.

Combined Benefits at 28% - $21,665.28

2. Contractual Services
a. In this category, identify contracts that will be used to complete the activities in the work plan. For each contractor, include their name (if known, or write "TBD"), their scope of work related to the grant project duties, and the total amount to be paid.

N/A

3. Travel
a. In this category, describe who is traveling and for what purpose. Include travel expenses (transportation, lodging, meals) for project-related meetings, trainings, and conferences. Ensure the travel is addressed in the work plan.

Travel costs will primarily support staff travel within Gilroy and surrounding areas to conduct project-related activities. This includes mileage reimbursement for home visits, meetings at school sites, and other pre-determined community locations where youth and families receive support services. Staff will also travel regularly to and from the Gilroy Youth Impact Center, which will serve as the main hub for case management, coordination, and service delivery.

In addition, travel funds will cover attendance at local and regional trainings, community meetings, and partner coordination sessions relevant to the project’s goals. All travel activities align with the work plan and are essential for maintaining accessibility, collaboration, and continuity of care across program sites.

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4. Operating Supplies
a. In this category, list the expenses related to internal supplies and equipment.

Supplies and equipment purchased through contractors should be included in the "Contractual Services" section.

Operating supplies will include materials and equipment necessary to conduct the program activities outlined in the proposal. This includes program supplies to support youth engagement, educational workshops, and enrichment activities; incentives that encourage consistent participation and goal achievement; and food and snacks to ensure that food security is addressed for all youth and families served.

Additionally, funds may be used for prosocial trips and enrichment activities that promote positive youth development, community connection, and skill-building.

All supplies will be used to directly support program implementation, participant well-being, and the creation of a safe, welcoming environment for youth and families.

5. Other
a. In this category, describe expenses not covered in all other sections. Include how each expense contributes to carrying out the work plan.

Indirect expenses cover the necessary administrative and operational costs required to effectively manage and support the proposed project. These include fiscal management, human resources, communications, insurance, utilities, and technology systems that ensure compliance, reporting accuracy, and program efficiency.

These costs represent the shared organizational infrastructure that supports all Youth Alliance programs, including oversight by executive leadership, data tracking, and evaluation. Indirect expenses are allocated at the organization’s approved rate and are essential for maintaining accountability, staff support, and long-term sustainability of project outcomes.

Youth Alliance Opioid Remediation Services Proposal Project No. 26-RFP-AD-527 15

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City of Gilroy
Administration Department
Request for Proposals
Opioid Remediation Services
No. 26-RFP-AD-527
ATTN: Carina Baksa
City Of Gilroy
7351 Rosanna Street
Gilroy, CA 95020-6197
Proposals Due by: 4:00 pm Pacific Time,
Friday, October 17, 2025

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Request for Proposal
No. 26-RFP-AD-527
Notice is hereby given that the Purchasing Coordinator of the City of Gilroy at 7351 Rosanna Street, Gilroy, CA 95020-6197 will receive proposal submittals via e-mail.

The City of Gilroy is soliciting proposals from firms to identify services they may provide to the Gilroy community to support opioid remediation services, pursuant to requirements established by the National Opioids Settlements, as described in the attached Request for Proposals (RFP), Project No. 26-RFP-AD-527. Submittals will be accepted up until 4:00 PM, PST, Friday, October 17, 2025, via e-mail to the addresses specified in this RFP. Proposals received after that time and date will not be considered.

The City of Gilroy accepts no responsibility if delivery is made to another e-mail address other than the one specified within this RFP. An evaluation of compliance with the RFP requirements will be conducted, and proposals for presentation to the City Council for selection of services. The selected Contractor will then enter negotiations on the final contract for services.

A free electronic copy of the RFP can be obtained by going to the City of Gilroy website, selecting bid opportunities located under the Business and Development Services Tab, or directly by going to the following link: http://www.cityofgilroy.org/Bids.aspx.

Respectfully Requested,
Carina Baksa
Purchasing Coordinator

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RFP No. 26-RFP-AD-527
Request for Proposals for Opioid Remediation Services
Table of Contents
Request for Proposal..........................................................................................................................2 Introduction ......................................................................................................................................4 Goal...................................................................................................................................................4 Eligibility............................................................................................................................................4 Availability of Funds and Awards........................................................................................................4 Issuing Office .....................................................................................................................................5 Anticipated RFP Schedule...................................................................................................................5 Submission Date and Location............................................................................................................5 Protests.............................................................................................................................................6 Rejection of Proposals........................................................................................................................6 Partial Funding or Award....................................................................................................................6 Modification / Withdrawal.................................................................................................................6 Cancellation.......................................................................................................................................7 Duration of Proposals ........................................................................................................................7 Public Record.....................................................................................................................................7 Incurring Costs...................................................................................................................................7 Selection Process...............................................................................................................................7 Requirements....................................................................................................................................7 Allowable Uses of Funds & Funding Restrictions.................................................................................8 Proposal Requirements......................................................................................................................9 Selection and Award Process............................................................................................................11

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Introduction
The City of Gilroy (City) invites organizations or groups addressing opioid prevention, harm reduction, treatment, and recovery to apply for funding to support the development, implementation, enhancement, or expansion of programs. This includes programs addressing substance use disorders, polysubstance use, and co-occurring mental health and substance use disorders. While the selection process will utilize a competitive Request for Proposals (RFP) process, the number of awards will be dependent on the amount of funds available.

The City of Gilroy is a charter city located in southern Santa Clara County with a population of approximately 60,000. The City operates under a council-administrator form of government, with the mayor elected at large for a four-year term and six city council members elected at large for four-year terms. The City is currently transitioning to district-based elections for the city council member seats.

Goal
The goal of this opportunity is to serve the City of Gilroy through the development, implementation, enhancement, or expansion of evidence-based strategies or promising practices to prevent and address the adverse impacts of the drug overdose epidemic.

Eligibility
Organizations or groups addressing opioid prevention, treatment, recovery, and harm reduction are eligible for funding to support the development, implementation, enhancement, or expansion of programs.

Out-of-city organizations may be considered for funding if they are primarily serving Gilroy residents and 100% of the funds requested will be used to provide services to Gilroy residents. Further, priority will be given to organizations with an established presence in Gilroy.

Availability of Funds and Awards
The funds available currently total $237,352. All funding is derived from National Opioid Settlements allocations to the City of Gilroy and carries restrictions relating to its use.

Awarding of funds will be at the discretion of the City Council. The Council may select specific programs, consultants, and assign amounts, including partial amounts, to submitted proposals.

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Issuing Office
The City Administrator’s Office is the Issuing Office for this Request for Proposal (RFP) and the point of contact for all process and contract questions.

Contact
City Administrator’s Office
Bryce Atkins, Assistant to the City Administrator
7351 Rosanna Street
Gilroy, CA 95020
[email protected]
Anticipated RFP Schedule
The Administration Department anticipates the following general timeline for this RFP, and the schedule may change as necessary.

Issuance of RFP documents September 19, 2025
Deadline for RFP questions and
comments
5:00 p.m., PST, October 6,
2025
Response to questions available on the
website
5:00 p.m., PST, October 7,
2025
Deadline for proposal submission 4:00 p.m., PST, October 17, 2025
Council review and selection of program awards at a
regular City Council meeting
Monday, November 3, 2025
Submission Date and Location
Each responding Consultant must provide one electronic copy of their proposal in PDF format to [email protected] with a cc to [email protected]. The e-mail shall be entitled “Opioid Remediation Services Proposal”. The proposals must be received via e-mail by the Deadline for Proposal Submission, as defined above.

Solicitation Documents and Changes (Addenda)
All solicitation documents may be viewed or printed online from the City’s website at https://www.cityofgilroy.org/Bids.aspx or may be viewed onsite at the Issuing Office at the address listed above.

Proposals received from other sources will not be considered valid documents. Please contact the Issuing Office listed above with any problems viewing solicitation documents.

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All questions regarding this solicitation shall be submitted in writing via e-mail. The questions will be researched, and the answers will be communicated to all known interested Consultants and posted on the City’s website after the deadline for receipt of questions.

Prospective Consultants shall not contact City officers or employees with questions or suggestions regarding this solicitation except through the primary contact person listed above. Any unauthorized contact may be considered undue pressure and cause for the disqualification of the Consultant.

Consultants are responsible for checking the City’s website for the issuance of any addenda before submitting a proposal. The Consultant is held accountable for all addenda/changes to the documents and may be considered non-responsive if their proposal does not reflect those addenda/alterations.

Protests
Any complaints or perceived inequities related to this RFP shall be made in writing and directed to the Purchasing Coordinator in accordance with the City's purchasing policy.

This policy may be found on the City’s website, located here:
https://www.cityofgilroy.org/DocumentCenter/View/10774/Gilroy-Purchasing-Policy-.

Contact
Carina Baksa
Purchasing Coordinator/Finance Manager
7351 Rosanna Street
Gilroy, CA. 95020
[email protected]
Rejection of Proposals
The City reserves the right to reject any and all proposals submitted. The City also reserves the right to waive or not waive any informalities or irregularities in proposal responses.

Partial Funding or Award
The City reserves the right to fund only a portion of the total funding identified in its sole discretion. The City may make a partial award of an amount it determines to be appropriate, based on the financial resources available and operational considerations.

Modification / Withdrawal
Unless otherwise specified, modification of the proposal will not be permitted; however, a Consultant may withdraw his or her Proposal at any time prior to the scheduled closing time for receipt of proposals; any Consultant may withdraw their proposal, either personally or by written request to the Issuing Office. Withdrawal of the Proposal shall not disqualify the Consultant from submitting another Proposal, provided the time for receipt of Proposals has not expired

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Cancellation
The City reserves the right to cancel the award of this contract at any time before execution of the contract by both parties if cancellation is deemed to be in the City’s best interest. In no event shall the City have any liability for the cancellation of the award.

Duration of Proposals
Proposals must remain valid for at least 90 days. Proposals must be signed by an official authorized to bind the Consultant.

Public Record
All proposals submitted are the property of the City and are public records. All documents received by the City are subject to public disclosure after the City selects a Consultant.

Incurring Costs
The City is not liable for any cost incurred by Consultants before execution of a contract.

Selection Process
The City reserves the right to select the Consultant based on the proposals or to conduct interviews with the highest qualified Consultant(s) following evaluation and scoring of the proposals, whichever is determined to serve the needs of the City best.

The City reserves the right to seek clarifications on any or all proposals.

Requirements
Organizations awarded funding are required to:

1. Utilize funds within the timeframe established by the final contract.

2. Ensure that utilization of funds as supplemental funding, rather than replacing existing funding.

3. Ensure all funds are used in alignment with Exhibit E of the Final Settlement Agreement and the California Opioid Settlements Allowable Expenditures (together, the “Allowable Expenditures List”), included as Attachment A, and the definition of opioid remediation.

4. Ensure indirect costs do not exceed 10 percent (10%) of awarded funds.

5. Provide data on program outputs, outcomes, impact, and effectiveness, following agreed-upon metrics with the City of Gilroy.

6. Complete all reporting requirements, which will include, but are not limited to:
• Project/service initiation report.
• Biannual progress reports.
• Semi-annual progress reports.
• Annual reports.
• Project/service closeout report.

Reporting topics will include, but are not limited to:
• Staff working on the project.
• Community partners involved with the project.

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• Challenges and barriers experienced within the associated timeframe. • Successes experienced within the associated timeframe. • Anticipated next steps.
• Summary of funds expended.
• Metrics to gauge outputs, outcomes, impact, and effectiveness as determined through the final contract's scope of work.

Allowable Uses of Funds & Funding Restrictions
Funds will be allocated to support programs in Gilroy that fall within the approved funding uses, pursuant to the use restrictions and requirements of the settlement funds, as described under the Settlement Agreements.

Activities must meet the definition of opioid remediation and be evidence-based strategies or promising practices and align with the Allowable Expenditures List, included as Attachment A to this RFP.

These strategies include:
1) Core Strategies
a. Naloxone or another FDA-approved drug to reverse opioid overdoses b. Medication-assisted Treatment (MAT) distribution and other opioid-related treatment
c. Address the needs of pregnant and postpartum women
d. Expanding treatment for Neonatal Abstinence Syndrome (NAS) e. Expansion of warm hand-off programs and recovery services f. Treatment for incarcerated population
g. Prevention programs
h. Expanding syringe service programs
i. Evidence-based data collection and research analyzing the effectiveness of the abatement strategies within the state
2) Approved Uses – Treatment
a. Treat Opioid Use Disorder (OUD)
b. Support people in treatment and recovery
c. Connect people who need help to the help they need (connections to care)
d. Address the needs of criminal justice-involved persons e. Address the needs of pregnant or parenting women and their families, including babies with NAS
3) Approved Uses – Prevention
a. Prevent over-prescribing and ensure appropriate prescribing and dispensing of opioids
b. Prevent misuse of opioids
c. Prevent overdose deaths and other harms (harm reduction) 4) Approved Uses – Other Strategies
a. First responders
b. Leadership, planning and coordination
c. Training

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d. Research
Proposal Requirements
The proposal, to be considered, must include the following sections, in order, with all listed content as identified for each section:

1. Applicant Information
a. Provide a cover letter regarding the organization, identifying at a minimum the following information:
i. Legal Name of the applicant organization.
ii. Address for the headquarters or office from which the organization operates.
iii. The website address for the organization, or the local chapter/unit of the organization.
iv. Contact information for the applicant organization, including name, email address, phone number, and address if different than the legal address for the applicant organization.
v. Statement that the Contractor has reviewed and agrees to the terms of the standard agreement template attached to this RFP as Attachment B.
b. Briefly describe the history of the organization and the current staff, leadership, and board (if applicable). Describe the organization’s significant areas of current work, as well as the organization’s mission, vision, and/or values. Include details regarding the organization’s experience with opioid/substance use prevention, treatment, recovery, and harm reduction.

2. Project Narrative
a. Provide in the narrative for the overall project answers to the following:
i. Describe how you plan to address the abatement strategy(ies).

Share the project, including the timeline, a high-level overview of implementation and evaluation steps, and the intended outcomes.

Describe how the project addresses opioid use disorder (OUD)- related stigma.
ii. Describe the target audience impacted by your proposal. How are these targeted audiences most at risk or impacted by OUD considered in this project? How does your project address potential barriers to accessing your programming?
iii. Describe how the proposed project will meet community needs.

How were those needs identified? How does your project support those most disproportionately impacted by the opioid epidemic? How will you ensure this program is culturally, linguistically, and developmentally appropriate for the proposed community(ies)? iv. What is the level of staffing for the project? Ensure accountability for carrying out work plan activities and maintaining overall support and coordination of the work. If planning to use subcontractors, please describe their responsibilities in carrying out grant activities.

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v. How will this project be sustainable beyond the proposed funding period?
b. For each activity or program within the broader project, the narrative must include a work plan. The work plans at a minimum shall consist of the following:
i. Identify by name which category(ies); subcategory(ies); and each strategy under each subcategory(ies) are being utilized. Identify for each activity within the project which category it applies to and how the category is being met. As an illustration:

Activity Name: Supporting Naloxone distribution at local clinics.

Category: Prevention.

Subcategory: Prevent overdose deaths and other harms
(harm reduction).

Strategy: Public health entities providing free naloxone to anyone in the community.

Activity Description: Organization will procure naloxone application units and deliver quantities as requested to local hospitals and urgent care clinics, which support public health entities providing free naloxone to any member of the
community that requests it.
ii. Applicant must include at least one objective with action steps for each abatement strategy chosen in the project proposal. All objectives must be measurable and include a specific target date (i.e., 06/30/26) by which the objective will be accomplished, as well as how much change will occur (i.e., increase/decrease) and the population addressed (i.e., youth ages 12-17).
iii. Consultant must include a detailed budget plan for each activity.

The budget plan must consist of not only the total amount for the activity, but a detailed narrative including totals and a description of the expenses. The expenses are to be broken down by the following categories:

1. Salaries and Benefits
In this category, list the individual(s) in your organization who will be paid to work on this project. Include each individual's title, project job duties, FTE on the project (hours/week), and salary and benefits that would be paid for by this grant.

2. Contractual Services
In this category, identify contracts that will be used to complete the activities in the work plan. For each contractor, include their name (if known, or write "TBD"), their scope of work related to the grant project duties, and the total amount to be paid.

3. Travel

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In this category, describe who is traveling and for what purpose. Include travel expenses (transportation, lodging, meals) for project-related meetings, trainings, and
conferences. Ensure the travel is addressed in the work plan.

4. Operating Supplies
In this category, list the expenses related to internal supplies and equipment. Supplies and equipment purchased through contractors should be included in the "Contractual Services" section.

5. Other
In this category, describe expenses not covered in all other sections. Include how each expense contributes to carrying out the work plan.

Other Considerations
• Per the California requirements, indirect costs shall not exceed actual costs or ten (10) percent of the total allocation, whichever is less. • The final contract shall be a time-and-materials contract, reimbursable with evidence of actual expenditures. The contracts will have a not-to-exceed amount established based on an award from the City Council.
• Proposals shall be from one firm. If multiple firms wish to partner on a proposal, any resulting contract will be entered into with just one of the firms as the lead, and the lead firm will carry the accountability for administration and reporting requirements. If the partnership is intended to be two or more separate entities and contracts, each must submit its own proposal.

Selection and Award Process
The City Council will make awards at a regular City Council meeting. The proposals will be screened by City staff. The screening process entails a determination of whether the proposal overall meets the criteria contained below. All proposals will be forwarded to the City Council, ranked first by the number of criteria deemed met, then by order of proposal amount. The City Council will select which activity(ies) will be awarded from a proposal(s). The City will then enter into contract negotiations with the firms that submitted the Council-selected proposals.

Criteria
Criterion Description Points
Suitability The proposal explains how it aligns with the allowable uses and meets Gilroy’s needs.
30 Evidence-Based
Strategy
The proposal uses an evidence-based strategy. 20
Feasibility The proposal demonstrates that the organization can deliver on the proposal.
10

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Evaluation The proposal details a work plan listing the outcomes to be measured.
10 Equity The proposal describes how the project addresses the community's needs fairly and equitably
10 Reach The proposal describes how the project
reaches/targets those most impacted by the opioid
epidemic in Gilroy.
10 Budget The budget is comprehensive and meets the
criteria for indirect costs not exceeding 15% of the
awarded funds.
10 Total 100
Attachments
Attachment A – Allowable Expenditures List
Attachment B – City Standard Agreement - Contractor

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ATTACHMENT A

ALLOWABLE EXPENDITURES
LIST

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EXHIBIT E
List of Opioid Remediation Uses
Schedule A
Core Strategies
States and Qualifying Block Grantees shall choose from among the abatement strategies listed in Schedule B. However, priority shall be given to the following core abatement strategies (“Core Strategies”).
14 A. NALOXONE OR OTHER FDA-APPROVED DRUG TO

REVERSE OPIOID OVERDOSES

1. Expand training for first responders, schools, community support groups and families; and

2. Increase distribution to individuals who are uninsured or whose insurance does not cover the needed service.

B. MEDICATION-ASSISTED TREATMENT (“MAT”)

DISTRIBUTION AND OTHER OPIOID-RELATED

TREATMENT

1. Increase distribution of MAT to individuals who are
uninsured or whose insurance does not cover the needed
service;

2. Provide education to school-based and youth-focused
programs that discourage or prevent misuse;

3. Provide MAT education and awareness training to
healthcare providers, EMTs, law enforcement, and other
first responders; and

4. Provide treatment and recovery support services such as residential and inpatient treatment, intensive outpatient treatment, outpatient therapy or counseling, and recovery housing that allow or integrate medication and with other support services.
14 As used in this Schedule A, words like “expand,” “fund,” “provide” or the like shall not indicate a preference for new or existing programs.

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C. PREGNANT & POSTPARTUM WOMEN

1. Expand Screening, Brief Intervention, and Referral to Treatment (“SBIRT”) services to non-Medicaid eligible or uninsured pregnant women;

2. Expand comprehensive evidence-based treatment and
recovery services, including MAT, for women with cooccurring Opioid Use Disorder (“OUD”) and other Substance Use Disorder (“SUD”)/Mental Health disorders
for uninsured individuals for up to 12 months postpartum; and

3. Provide comprehensive wrap-around services to individuals with OUD, including housing, transportation, job
placement/training, and childcare.

D. EXPANDING TREATMENT FOR NEONATAL
ABSTINENCE SYNDROME (“NAS”)

1. Expand comprehensive evidence-based and recovery
support for NAS babies;

2. Expand services for better continuum of care with infantneed dyad; and

3. Expand long-term treatment and services for medical
monitoring of NAS babies and their families.

E. EXPANSION OF WARM HAND-OFF PROGRAMS AND

RECOVERY SERVICES

1. Expand services such as navigators and on-call teams to begin MAT in hospital emergency departments;

2. Expand warm hand-off services to transition to recovery services;

3. Broaden scope of recovery services to include co-occurring SUD or mental health conditions;

4. Provide comprehensive wrap-around services to individuals in recovery, including housing, transportation, job
placement/training, and childcare; and

5. Hire additional social workers or other behavioral health workers to facilitate expansions above.

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F. TREATMENT FOR INCARCERATED POPULATION

1. Provide evidence-based treatment and recovery support, including MAT for persons with OUD and co-occurring
SUD/MH disorders within and transitioning out of the
criminal justice system; and

2. Increase funding for jails to provide treatment to inmates with OUD.

G. PREVENTION PROGRAMS

1. Funding for media campaigns to prevent opioid use (similar to the FDA’s “Real Cost” campaign to prevent youth from misusing tobacco);

2. Funding for evidence-based prevention programs in
schools;

3. Funding for medical provider education and outreach
regarding best prescribing practices for opioids consistent with the 2016 CDC guidelines, including providers at
hospitals (academic detailing);

4. Funding for community drug disposal programs; and

5. Funding and training for first responders to participate in pre-arrest diversion programs, post-overdose response
teams, or similar strategies that connect at-risk individuals to behavioral health services and supports.

H. EXPANDING SYRINGE SERVICE PROGRAMS

1. Provide comprehensive syringe services programs with more wrap-around services, including linkage to OUD
treatment, access to sterile syringes and linkage to care and treatment of infectious diseases.

I. EVIDENCE-BASED DATA COLLECTION AND

RESEARCH ANALYZING THE EFFECTIVENESS OF THE

ABATEMENT STRATEGIES WITHIN THE STATE

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Schedule B
Approved Uses
Support treatment of Opioid Use Disorder (OUD) and any co-occurring Substance Use Disorder or Mental Health (SUD/MH) conditions through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following:

PART ONE: TREATMENT
A. TREAT OPIOID USE DISORDER (OUD)
Support treatment of Opioid Use Disorder (“OUD”) and any co-occurring Substance Use Disorder or Mental Health (“SUD/MH”) conditions through evidence-based or evidenceinformed programs or strategies that may include, but are not limited to, those that:15

1. Expand availability of treatment for OUD and any co-occurring SUD/MH conditions, including all forms of Medication-Assisted Treatment (“MAT”) approved by the U.S. Food and Drug Administration.

2. Support and reimburse evidence-based services that adhere to the American Society of Addiction Medicine (“ASAM”) continuum of care for OUD and any cooccurring SUD/MH conditions.

3. Expand telehealth to increase access to treatment for OUD and any co-occurring SUD/MH conditions, including MAT, as well as counseling, psychiatric support, and other treatment and recovery support services.

4. Improve oversight of Opioid Treatment Programs (“OTPs”) to assure evidencebased or evidence-informed practices such as adequate methadone dosing and low threshold approaches to treatment.

5. Support mobile intervention, treatment, and recovery services, offered by qualified professionals and service providers, such as peer recovery coaches, for persons with OUD and any co-occurring SUD/MH conditions and for persons who have experienced an opioid overdose.

6. Provide treatment of trauma for individuals with OUD (e.g., violence, sexual assault, human trafficking, or adverse childhood experiences) and family members (e.g., surviving family members after an overdose or overdose fatality), and training of health care personnel to identify and address such trauma.

7. Support evidence-based withdrawal management services for people with OUD and any co-occurring mental health conditions.
15 As used in this Schedule B, words like “expand,” “fund,” “provide” or the like shall not indicate a preference for new or existing programs.

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8. Provide training on MAT for health care providers, first responders, students, or other supporting professionals, such as peer recovery coaches or recovery outreach specialists, including telementoring to assist community-based providers in rural or underserved areas.

9. Support workforce development for addiction professionals who work with persons with OUD and any co-occurring SUD/MH conditions.

10. Offer fellowships for addiction medicine specialists for direct patient care, instructors, and clinical research for treatments.

11. Offer scholarships and supports for behavioral health practitioners or workers involved in addressing OUD and any co-occurring SUD/MH or mental health conditions, including, but not limited to, training, scholarships, fellowships, loan repayment programs, or other incentives for providers to work in rural or underserved areas.

12. Provide funding and training for clinicians to obtain a waiver under the federal Drug Addiction Treatment Act of 2000 (“DATA 2000”) to prescribe MAT for OUD, and provide technical assistance and professional support to clinicians who have obtained a DATA 2000 waiver.

13. Disseminate of web-based training curricula, such as the American Academy of Addiction Psychiatry’s Provider Clinical Support Service–Opioids web-based training curriculum and motivational interviewing.

14. Develop and disseminate new curricula, such as the American Academy of Addiction Psychiatry’s Provider Clinical Support Service for Medication– Assisted Treatment.

B. SUPPORT PEOPLE IN TREATMENT AND RECOVERY
Support people in recovery from OUD and any co-occurring SUD/MH conditions through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the programs or strategies that:

1. Provide comprehensive wrap-around services to individuals with OUD and any co-occurring SUD/MH conditions, including housing, transportation, education, job placement, job training, or childcare.

2. Provide the full continuum of care of treatment and recovery services for OUD and any co-occurring SUD/MH conditions, including supportive housing, peer support services and counseling, community navigators, case management, and connections to community-based services.

3. Provide counseling, peer-support, recovery case management and residential treatment with access to medications for those who need it to persons with OUD and any co-occurring SUD/MH conditions.

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4. Provide access to housing for people with OUD and any co-occurring SUD/MH conditions, including supportive housing, recovery housing, housing assistance programs, training for housing providers, or recovery housing programs that allow or integrate FDA-approved mediation with other support services.

5. Provide community support services, including social and legal services, to assist in deinstitutionalizing persons with OUD and any co-occurring SUD/MH conditions.

6. Support or expand peer-recovery centers, which may include support groups, social events, computer access, or other services for persons with OUD and any co-occurring SUD/MH conditions.

7. Provide or support transportation to treatment or recovery programs or services for persons with OUD and any co-occurring SUD/MH conditions.

8. Provide employment training or educational services for persons in treatment for or recovery from OUD and any co-occurring SUD/MH conditions.

9. Identify successful recovery programs such as physician, pilot, and college recovery programs, and provide support and technical assistance to increase the number and capacity of high-quality programs to help those in recovery.

10. Engage non-profits, faith-based communities, and community coalitions to support people in treatment and recovery and to support family members in their efforts to support the person with OUD in the family.

11. Provide training and development of procedures for government staff to appropriately interact and provide social and other services to individuals with or in recovery from OUD, including reducing stigma.

12. Support stigma reduction efforts regarding treatment and support for persons with OUD, including reducing the stigma on effective treatment.

13. Create or support culturally appropriate services and programs for persons with OUD and any co-occurring SUD/MH conditions, including new Americans.

14. Create and/or support recovery high schools.

15. Hire or train behavioral health workers to provide or expand any of the services or supports listed above.

C. CONNECT PEOPLE WHO NEED HELP TO THE HELP THEY NEED
(CONNECTIONS TO CARE)
Provide connections to care for people who have—or are at risk of developing—OUD and any co-occurring SUD/MH conditions through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, those that:

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1. Ensure that health care providers are screening for OUD and other risk factors and know how to appropriately counsel and treat (or refer if necessary) a patient for OUD treatment.

2. Fund SBIRT programs to reduce the transition from use to disorders, including SBIRT services to pregnant women who are uninsured or not eligible for Medicaid.

3. Provide training and long-term implementation of SBIRT in key systems (health, schools, colleges, criminal justice, and probation), with a focus on youth and young adults when transition from misuse to opioid disorder is common.

4. Purchase automated versions of SBIRT and support ongoing costs of the technology.

5. Expand services such as navigators and on-call teams to begin MAT in hospital emergency departments.

6. Provide training for emergency room personnel treating opioid overdose patients on post-discharge planning, including community referrals for MAT, recovery case management or support services.

7. Support hospital programs that transition persons with OUD and any co-occurring SUD/MH conditions, or persons who have experienced an opioid overdose, into clinically appropriate follow-up care through a bridge clinic or similar approach.

8. Support crisis stabilization centers that serve as an alternative to hospital emergency departments for persons with OUD and any co-occurring SUD/MH conditions or persons that have experienced an opioid overdose.

9. Support the work of Emergency Medical Systems, including peer support specialists, to connect individuals to treatment or other appropriate services following an opioid overdose or other opioid-related adverse event.

10. Provide funding for peer support specialists or recovery coaches in emergency departments, detox facilities, recovery centers, recovery housing, or similar settings; offer services, supports, or connections to care to persons with OUD and any co-occurring SUD/MH conditions or to persons who have experienced an opioid overdose.

11. Expand warm hand-off services to transition to recovery services.

12. Create or support school-based contacts that parents can engage with to seek immediate treatment services for their child; and support prevention, intervention, treatment, and recovery programs focused on young people.

13. Develop and support best practices on addressing OUD in the workplace.

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14. Support assistance programs for health care providers with OUD.

15. Engage non-profits and the faith community as a system to support outreach for treatment.

16. Support centralized call centers that provide information and connections to appropriate services and supports for persons with OUD and any co-occurring SUD/MH conditions.

D. ADDRESS THE NEEDS OF CRIMINAL JUSTICE-INVOLVED PERSONS Address the needs of persons with OUD and any co-occurring SUD/MH conditions who are involved in, are at risk of becoming involved in, or are transitioning out of the criminal justice system through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, those that:

1. Support pre-arrest or pre-arraignment diversion and deflection strategies for persons with OUD and any co-occurring SUD/MH conditions, including established strategies such as:

1. Self-referral strategies such as the Angel Programs or the Police Assisted Addiction Recovery Initiative (“PAARI”);

2. Active outreach strategies such as the Drug Abuse Response Team (“DART”) model;

3. “Naloxone Plus” strategies, which work to ensure that individuals who have received naloxone to reverse the effects of an overdose are then linked to treatment programs or other appropriate services;

4. Officer prevention strategies, such as the Law Enforcement Assisted Diversion (“LEAD”) model;

5. Officer intervention strategies such as the Leon County, Florida Adult Civil Citation Network or the Chicago Westside Narcotics Diversion to Treatment Initiative; or

6. Co-responder and/or alternative responder models to address OUD-related 911 calls with greater SUD expertise.

2. Support pre-trial services that connect individuals with OUD and any cooccurring SUD/MH conditions to evidence-informed treatment, including MAT, and related services.

3. Support treatment and recovery courts that provide evidence-based options for persons with OUD and any co-occurring SUD/MH conditions.

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4. Provide evidence-informed treatment, including MAT, recovery support, harm reduction, or other appropriate services to individuals with OUD and any cooccurring SUD/MH conditions who are incarcerated in jail or prison.

5. Provide evidence-informed treatment, including MAT, recovery support, harm reduction, or other appropriate services to individuals with OUD and any cooccurring SUD/MH conditions who are leaving jail or prison or have recently left jail or prison, are on probation or parole, are under community corrections supervision, or are in re-entry programs or facilities.

6. Support critical time interventions (“CTI”), particularly for individuals living with dual-diagnosis OUD/serious mental illness, and services for individuals who face immediate risks and service needs and risks upon release from correctional settings.

7. Provide training on best practices for addressing the needs of criminal justiceinvolved persons with OUD and any co-occurring SUD/MH conditions to law enforcement, correctional, or judicial personnel or to providers of treatment, recovery, harm reduction, case management, or other services offered in connection with any of the strategies described in this section.

E. ADDRESS THE NEEDS OF PREGNANT OR PARENTING WOMEN AND

THEIR FAMILIES, INCLUDING BABIES WITH NEONATAL ABSTINENCE

SYNDROME
Address the needs of pregnant or parenting women with OUD and any co-occurring SUD/MH conditions, and the needs of their families, including babies with neonatal abstinence syndrome (“NAS”), through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, those that:

1. Support evidence-based or evidence-informed treatment, including MAT, recovery services and supports, and prevention services for pregnant women—or women who could become pregnant—who have OUD and any co-occurring SUD/MH conditions, and other measures to educate and provide support to families affected by Neonatal Abstinence Syndrome.

2. Expand comprehensive evidence-based treatment and recovery services, including MAT, for uninsured women with OUD and any co-occurring SUD/MH conditions for up to 12 months postpartum.

3. Provide training for obstetricians or other healthcare personnel who work with pregnant women and their families regarding treatment of OUD and any cooccurring SUD/MH conditions.

4. Expand comprehensive evidence-based treatment and recovery support for NAS babies; expand services for better continuum of care with infant-need dyad; and expand long-term treatment and services for medical monitoring of NAS babies and their families.

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5. Provide training to health care providers who work with pregnant or parenting women on best practices for compliance with federal requirements that children born with NAS get referred to appropriate services and receive a plan of safe care.

6. Provide child and family supports for parenting women with OUD and any cooccurring SUD/MH conditions.

7. Provide enhanced family support and child care services for parents with OUD and any co-occurring SUD/MH conditions.

8. Provide enhanced support for children and family members suffering trauma as a result of addiction in the family; and offer trauma-informed behavioral health treatment for adverse childhood events.

9. Offer home-based wrap-around services to persons with OUD and any cooccurring SUD/MH conditions, including, but not limited to, parent skills training.

10. Provide support for Children’s Services—Fund additional positions and services, including supportive housing and other residential services, relating to children being removed from the home and/or placed in foster care due to custodial opioid use.

PART TWO: PREVENTION
F. PREVENT OVER-PRESCRIBING AND ENSURE APPROPRIATE

PRESCRIBING AND DISPENSING OF OPIOIDS
Support efforts to prevent over-prescribing and ensure appropriate prescribing and dispensing of opioids through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following:

1. Funding medical provider education and outreach regarding best prescribing practices for opioids consistent with the Guidelines for Prescribing Opioids for Chronic Pain from the U.S. Centers for Disease Control and Prevention, including providers at hospitals (academic detailing).

2. Training for health care providers regarding safe and responsible opioid prescribing, dosing, and tapering patients off opioids.

3. Continuing Medical Education (CME) on appropriate prescribing of opioids.

4. Providing Support for non-opioid pain treatment alternatives, including training providers to offer or refer to multi-modal, evidence-informed treatment of pain.

5. Supporting enhancements or improvements to Prescription Drug Monitoring Programs (“PDMPs”), including, but not limited to, improvements that:

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1. Increase the number of prescribers using PDMPs;

2. Improve point-of-care decision-making by increasing the quantity, quality, or format of data available to prescribers using PDMPs, by improving the interface that prescribers use to access PDMP data, or both; or

3. Enable states to use PDMP data in support of surveillance or intervention strategies, including MAT referrals and follow-up for individuals identified within PDMP data as likely to experience OUD in a manner that complies with all relevant privacy and security laws and rules.

6. Ensuring PDMPs incorporate available overdose/naloxone deployment data, including the United States Department of Transportation’s Emergency Medical Technician overdose database in a manner that complies with all relevant privacy and security laws and rules.

7. Increasing electronic prescribing to prevent diversion or forgery.

8. Educating dispensers on appropriate opioid dispensing.

G. PREVENT MISUSE OF OPIOIDS
Support efforts to discourage or prevent misuse of opioids through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following:

1. Funding media campaigns to prevent opioid misuse.

2. Corrective advertising or affirmative public education campaigns based on evidence.

3. Public education relating to drug disposal.

4. Drug take-back disposal or destruction programs.

5. Funding community anti-drug coalitions that engage in drug prevention efforts.

6. Supporting community coalitions in implementing evidence-informed prevention, such as reduced social access and physical access, stigma reduction—including staffing, educational campaigns, support for people in treatment or recovery, or training of coalitions in evidence-informed implementation, including the Strategic Prevention Framework developed by the U.S. Substance Abuse and Mental Health Services Administration (“SAMHSA”).

7. Engaging non-profits and faith-based communities as systems to support prevention.

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8. Funding evidence-based prevention programs in schools or evidence-informed school and community education programs and campaigns for students, families, school employees, school athletic programs, parent-teacher and student associations, and others.

9. School-based or youth-focused programs or strategies that have demonstrated effectiveness in preventing drug misuse and seem likely to be effective in preventing the uptake and use of opioids.

10. Create or support community-based education or intervention services for families, youth, and adolescents at risk for OUD and any co-occurring SUD/MH conditions.

11. Support evidence-informed programs or curricula to address mental health needs of young people who may be at risk of misusing opioids or other drugs, including emotional modulation and resilience skills.

12. Support greater access to mental health services and supports for young people, including services and supports provided by school nurses, behavioral health workers or other school staff, to address mental health needs in young people that (when not properly addressed) increase the risk of opioid or another drug misuse.

H. PREVENT OVERDOSE DEATHS AND OTHER HARMS (HARM REDUCTION) Support efforts to prevent or reduce overdose deaths or other opioid-related harms through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following:

1. Increased availability and distribution of naloxone and other drugs that treat overdoses for first responders, overdose patients, individuals with OUD and their friends and family members, schools, community navigators and outreach workers, persons being released from jail or prison, or other members of the general public.

2. Public health entities providing free naloxone to anyone in the community.

3. Training and education regarding naloxone and other drugs that treat overdoses for first responders, overdose patients, patients taking opioids, families, schools, community support groups, and other members of the general public.

4. Enabling school nurses and other school staff to respond to opioid overdoses, and provide them with naloxone, training, and support.

5. Expanding, improving, or developing data tracking software and applications for overdoses/naloxone revivals.

6. Public education relating to emergency responses to overdoses.

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7. Public education relating to immunity and Good Samaritan laws.

8. Educating first responders regarding the existence and operation of immunity and Good Samaritan laws.

9. Syringe service programs and other evidence-informed programs to reduce harms associated with intravenous drug use, including supplies, staffing, space, peer support services, referrals to treatment, fentanyl checking, connections to care, and the full range of harm reduction and treatment services provided by these programs.

10. Expanding access to testing and treatment for infectious diseases such as HIV and Hepatitis C resulting from intravenous opioid use.

11. Supporting mobile units that offer or provide referrals to harm reduction services, treatment, recovery supports, health care, or other appropriate services to persons that use opioids or persons with OUD and any co-occurring SUD/MH conditions.

12. Providing training in harm reduction strategies to health care providers, students, peer recovery coaches, recovery outreach specialists, or other professionals that provide care to persons who use opioids or persons with OUD and any cooccurring SUD/MH conditions.

13. Supporting screening for fentanyl in routine clinical toxicology testing.

PART THREE: OTHER STRATEGIES
I. FIRST RESPONDERS
In addition to items in section C, D and H relating to first responders, support the following:

1. Education of law enforcement or other first responders regarding appropriate practices and precautions when dealing with fentanyl or other drugs.

2. Provision of wellness and support services for first responders and others who experience secondary trauma associated with opioid-related emergency events.

J. LEADERSHIP, PLANNING AND COORDINATION
Support efforts to provide leadership, planning, coordination, facilitations, training and technical assistance to abate the opioid epidemic through activities, programs, or strategies that may include, but are not limited to, the following:

1. Statewide, regional, local or community regional planning to identify root causes of addiction and overdose, goals for reducing harms related to the opioid epidemic, and areas and populations with the greatest needs for treatment

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intervention services, and to support training and technical assistance and other strategies to abate the opioid epidemic described in this opioid abatement strategy list.

2. A dashboard to (a) share reports, recommendations, or plans to spend opioid settlement funds; (b) to show how opioid settlement funds have been spent; (c) to report program or strategy outcomes; or (d) to track, share or visualize key opioidor health-related indicators and supports as identified through collaborative statewide, regional, local or community processes.

3. Invest in infrastructure or staffing at government or not-for-profit agencies to support collaborative, cross-system coordination with the purpose of preventing overprescribing, opioid misuse, or opioid overdoses, treating those with OUD and any co-occurring SUD/MH conditions, supporting them in treatment or recovery, connecting them to care, or implementing other strategies to abate the opioid epidemic described in this opioid abatement strategy list.

4. Provide resources to staff government oversight and management of opioid abatement programs.

K. TRAINING
In addition to the training referred to throughout this document, support training to abate the opioid epidemic through activities, programs, or strategies that may include, but are not limited to, those that:

1. Provide funding for staff training or networking programs and services to improve the capability of government, community, and not-for-profit entities to abate the opioid crisis.

2. Support infrastructure and staffing for collaborative cross-system coordination to prevent opioid misuse, prevent overdoses, and treat those with OUD and any cooccurring SUD/MH conditions, or implement other strategies to abate the opioid epidemic described in this opioid abatement strategy list (e.g., health care, primary care, pharmacies, PDMPs, etc.).

L. RESEARCH
Support opioid abatement research that may include, but is not limited to, the following:

1. Monitoring, surveillance, data collection and evaluation of programs and strategies described in this opioid abatement strategy list.

2. Research non-opioid treatment of chronic pain.

3. Research on improved service delivery for modalities such as SBIRT that demonstrate promising but mixed results in populations vulnerable to opioid use disorders.

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4. Research on novel harm reduction and prevention efforts such as the provision of fentanyl test strips.

5. Research on innovative supply-side enforcement efforts such as improved detection of mail-based delivery of synthetic opioids.

6. Expanded research on swift/certain/fair models to reduce and deter opioid misuse within criminal justice populations that build upon promising approaches used to address other substances (e.g., Hawaii HOPE and Dakota 24/7).

7. Epidemiological surveillance of OUD-related behaviors in critical populations, including individuals entering the criminal justice system, including, but not limited to approaches modeled on the Arrestee Drug Abuse Monitoring (“ADAM”) system.

8. Qualitative and quantitative research regarding public health risks and harm reduction opportunities within illicit drug markets, including surveys of market participants who sell or distribute illicit opioids.

9. Geospatial analysis of access barriers to MAT and their association with treatment engagement and treatment outcomes.

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CALIFORNIA OPIOID SETTLEMENTS
Allowable Expenditures
On July 21, 2021, California Attorney General Rob Bonta announced the final settlement agreements with prescription opioid manufacturer Janssen Pharmaceuticals and pharmaceutical distributors McKesson, Cardinal Health, and AmerisourceBergen (the Distributors). These were the first of several opioid settlements that will provide substantial funds for the remediation of the opioid crisis in California.

This document is intended to provide guidance for California’s cities and counties (otherwise known as Participating Subdivisions) that receive funds from the California Abatement Accounts Fund through current and future California Opioid Settlements.1 This resource includes three sections:
» Section 1: Use of California (CA) Abatement Accounts Fund » Section 2: High Impact Abatement Activities (HIAA)
» Section 3: List of Opioid Remediation Uses (Exhibit E) – Core Strategies and Approved Uses
Questions about the applicability of strategies to expend funds received from the CA Abatement Accounts Fund can be directed to DHCS at [email protected]. 1 Opioid settlements in this instance refers to final and proposed agreements between the State of California and opioid distributors and manufacturers: Janssen Pharmaceuticals and Johnson & Johnson (collectively “Janssen”); McKesson, Cardinal Health, and AmerisourceBergen (collectively, Distributors); Teva; Allergan; and pharmacies Walgreens, Walmart, and CVS (collectively, The Pharmacies), as well as any future opioid settlement agreements which follow the structure of these agreements.

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Section 1: Use of California (CA) Abatement Accounts
Fund
Funds from the California Opioid Settlements are intended to support opioid remediation activities. As defined in the National Opioid Settlement Agreements, opioid remediation is the “care, treatment, and other programs and expenditures designed to (1) address the misuse and abuse of opioid products, (2) treat or mitigate opioid use or related disorders, or (3) mitigate other alleged effects of, including on those injured as a result of, the opioid crisis.”
Pursuant to the California State-Subdivision Agreements, funds from the CA Abatement Accounts Fund must be used for opioid remediation activities in one or more of the areas described in Exhibit E of the National Opioid Settlement Agreements. Section 3 of this document provides a copy of Exhibit E, which is divided into Schedule A and Schedule B strategies. Schedule A provides a list of core opioid remediation strategies identified through the National Opioid Settlements, while Schedule B provides a list of additional opioid remediation strategies identified through the settlements.

Pursuant to the National Opioid Settlement Agreements, funds from the CA Abatement Accounts Fund may also be used to support reasonable related administrative expenses for opioid remediation activities.

Section 2: High Impact Abatement Activities (HIAA)
California state officials, in partnership with counsel representing cities and counties, have agreed on a list of opioid remediation activities to prioritize within the State of California. These priorities, referred to as High Impact Abatement Activities (HIAA), can be found in the respective California State-Subdivision Agreements. Many of the activities listed in Exhibit E of the National Opioid Settlement Agreements can qualify as HIAA, depending on their focus.

Pursuant to the California State-Subdivision Agreements, no less than fifty percent (50%) of the funds received by a Participating Subdivision in each calendar year from the CA Abatement Accounts Fund will be used for one or more of the HIAA listed below:

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Table 1: High Impact Abatement Activities (HIAA)
No. Activity
1 Provision of matching funds or operating costs for substance use disorder (SUD) facilities within the Behavioral Health Continuum Infrastructure Program (BHCIP) 2 Creating new or expanded SUD treatment infrastructure2 3 Addressing the needs of communities of color and vulnerable populations (including sheltered and unsheltered homeless populations) that are disproportionately impacted by SUD
4 Diversion of people with SUD from the justice system into treatment, including by providing training and resources to first and early responders (sworn and non-sworn) and implementing best practices for outreach, diversion and deflection, employability, restorative justice, and harm reduction 5 Interventions to prevent drug addiction in vulnerable youth 6 The purchase of naloxone for local entities including for distribution and efforts to expand access to naloxone for opioid overdose reversals.

Section 3: List of Opioid Remediation Uses – Core
Strategies and Approved Uses
Participating Subdivisions shall choose from among the opioid remediation strategies listed in “Approved Uses” (Schedule B) of Exhibit E, which are listed below. However, priority should be given to the following core opioid remediation strategies (“Core Strategies” (Schedule A)).

Pursuant to the National Opioid Settlement Agreements, words like “expand,” “fund,” or “provide” shall not indicate a preference for new or existing programs. 2 May include cost overrun for BHCIP programs as needed.

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Core Strategies (Schedule A)
A. Naloxone or Other FDA-Approved Drug to Reverse Opioid Overdoses

1. Expand training for first responders, schools, community support groups and families; and

2. Increase distribution to individuals who are uninsured or whose insurance does not cover the needed service.

B. Medication-Assisted Treatment (MAT) Distribution and Other OpioidRelated Treatment

1. Increase distribution of MAT to individuals who are uninsured or whose insurance does not cover the needed service;

2. Provide education to school-based and youth-focused programs that discourage or prevent misuse;

3. Provide MAT education and awareness training to healthcare providers, EMTs, law enforcement, and other first responders; and

4. Provide treatment and recovery support services such as residential and inpatient treatment, intensive outpatient treatment, outpatient therapy or counseling, and recovery housing that allow or integrate medication and with other support services.

C. Pregnant and Postpartum Women

1. Expand Screening, Brief Intervention, and Referral to Treatment (SBIRT) services to non-Medi-Cal eligible or uninsured pregnant women;

2. Expand comprehensive evidence-based treatment and recovery services, including MAT, for women with co-occurring Opioid Use Disorder (OUD) and other SUD/Mental Health disorders for uninsured individuals for up to 12 months postpartum; and

3. Provide comprehensive wrap-around services to individuals with OUD, including housing, transportation, job placement/training, and childcare.

D. Expanding Treatment for Neonatal Abstinence Syndrome (NAS)

1. Expand comprehensive evidence-based and recovery support for NAS babies;

2. Expand services for better continuum of care with infant-need dyad; and

3. Expand long-term treatment and services for medical monitoring of NAS babies and their families.

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E. Expansion Of Warm Hand-Off Programs and Recovery Services

1. Expand services such as navigators and on-call teams to begin MAT in hospital emergency departments;

2. Expand warm hand-off services to transition to recovery services;

3. Broaden scope of recovery services to include co-occurring SUD or mental health conditions;

4. Provide comprehensive wrap-around services to individuals in recovery, including housing, transportation, job placement/training, and childcare; and

5. Hire additional social workers or other behavioral health workers to facilitate expansions above.

F. Treatment for Incarcerated Population

1. Provide evidence-based treatment and recovery support, including MAT for persons with OUD and co-occurring SUD/MH disorders within and transitioning out of the criminal justice system; and

2. Increase funding for jails to provide treatment to inmates with OUD.

G. Prevention Programs

1. Funding for media campaigns to prevent opioid use (similar to the FDA’s “Real Cost” campaign to prevent youth from misusing tobacco);

2. Funding for evidence-based prevention programs in schools;

3. Funding for medical provider education and outreach regarding best prescribing practices for opioids consistent with the 2016 CDC guidelines, including providers at hospitals (academic detailing);

4. Funding for community drug disposal programs; and

5. Funding and training for first responders to participate in pre-arrest diversion programs, post-overdose response teams, or similar strategies that connect at-risk individuals to behavioral health services and supports.

H. Expanding Syringe Service Programs

1. Provide comprehensive syringe services programs with more wraparound services, including linkage to OUD treatment, access to sterile syringes and linkage to care and treatment of infectious diseases.

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I. Evidence-Based Data Collection and Research Analyzing the Effectiveness of the Abatement Strategies Within the State
Approved Uses (Schedule B)
Support treatment of Opioid Use Disorder (OUD) and any co-occurring Substance Use Disorder (SUD) or Mental Health (SUD/MH) conditions through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following:

Part I: Treatment
A. TREAT OPIOID USE DISORDER (OUD)
Support treatment of OUD and any co-occurring Substance Use Disorder or Mental Health (SUD/MH) conditions through evidence-based or evidenceinformed programs or strategies that may include, but are not limited to, those that:

1. Expand availability of treatment for OUD and any co-occurring SUD/MH conditions, including all forms of MAT approved by the U.S. Food and Drug Administration.

2. Support and reimburse evidence-based services that adhere to the American Society of Addiction Medicine (ASAM) continuum of care for OUD and any co-occurring SUD/MH conditions.

3. Expand telehealth to increase access to treatment for OUD and any cooccurring SUD/MH conditions, including MAT, as well as counseling, psychiatric support, and other treatment and recovery support services.

4. Improve oversight of Opioid Treatment Programs (OTPs) to assure evidence- based or evidence-informed practices such as adequate methadone dosing and low threshold approaches to treatment.

5. Support mobile intervention, treatment, and recovery services, offered by qualified professionals and service providers, such as peer recovery coaches, for persons with OUD and any co-occurring SUD/MH conditions and for persons who have experienced an opioid overdose.

6. Provide treatment of trauma for individuals with OUD (e.g., violence, sexual assault, human trafficking, or adverse childhood experiences) and family members (e.g., surviving family members after an overdose or overdose fatality), and training of health care personnel to identify and address such trauma.

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7. Support evidence-based withdrawal management services for people with OUD and any co-occurring mental health conditions.

8. Provide training on MAT for health care providers, first responders, students, or other supporting professionals, such as peer recovery coaches or recovery outreach specialists, including tele-mentoring to assist community-based providers in rural or underserved areas.

9. Support workforce development for addiction professionals who work with persons with OUD and any co-occurring SUD/MH conditions.

10. Offer fellowships for addiction medicine specialists for direct patient care, instructors, and clinical research for treatments.

11. Offer scholarships and supports for behavioral health practitioners or workers involved in addressing OUD and any co-occurring SUD/MH or mental health conditions, including, but not limited to, training, scholarships, fellowships, loan repayment programs, or other incentives for providers to work in rural or underserved areas.

12. Provide funding and training for clinicians to obtain a waiver under the federal Drug Addiction Treatment Act of 2000 (DATA 2000) to prescribe MAT for OUD, and provide technical assistance and professional support to clinicians who have obtained a DATA 2000 waiver.

13. Disseminate of web-based training curricula, such as the American Academy of Addiction Psychiatry’s Provider Clinical Support Service– Opioids web-based training curriculum and motivational interviewing.

14. Develop and disseminate new curricula, such as the American Academy of Addiction Psychiatry’s Provider Clinical Support Service for Medication– Assisted Treatment.

B. SUPPORT PEOPLE IN TREATMENT AND RECOVERY
Support people in recovery from OUD and any co-occurring SUD/MH conditions through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the programs or strategies that:

1. Provide comprehensive wrap-around services to individuals with OUD and any co-occurring SUD/MH conditions, including housing, transportation, education, job placement, job training, or childcare.

2. Provide the full continuum of care of treatment and recovery services for OUD and any co-occurring SUD/MH conditions, including supportive housing, peer support services and counseling, community navigators, case management, and connections to community-based services.

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3. Provide counseling, peer-support, recovery case management and residential treatment with access to medications for those who need it to persons with OUD and any co-occurring SUD/MH conditions.

4. Provide access to housing for people with OUD and any co-occurring SUD/MH conditions, including supportive housing, recovery housing, housing assistance programs, training for housing providers, or recovery housing programs that allow or integrate FDA-approved mediation with other support services.

5. Provide community support services, including social and legal services, to assist in deinstitutionalizing persons with OUD and any co-occurring SUD/MH conditions.

6. Support or expand peer-recovery centers, which may include support groups, social events, computer access, or other services for persons with OUD and any co-occurring SUD/MH conditions.

7. Provide or support transportation to treatment or recovery programs or services for persons with OUD and any co-occurring SUD/MH conditions.

8. Provide employment training or educational services for persons in treatment for or recovery from OUD and any co-occurring SUD/MH conditions.

9. Identify successful recovery programs such as physician, pilot, and college recovery programs, and provide support and technical assistance to increase the number and capacity of high-quality programs to help those in recovery.

10. Engage non-profits, faith-based communities, and community coalitions to support people in treatment and recovery and to support family members in their efforts to support the person with OUD in the family.

11. Provide training and development of procedures for government staff to appropriately interact and provide social and other services to individuals with or in recovery from OUD, including reducing stigma.

12. Support stigma reduction efforts regarding treatment and support for persons with OUD, including reducing the stigma on effective treatment.

13. Create or support culturally appropriate services and programs for persons with OUD and any co-occurring SUD/MH conditions, including new Americans.

14. Create and/or support recovery high schools.

15. Hire or train behavioral health workers to provide or expand any of the services or supports listed above.

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C. CONNECT PEOPLE WHO NEED HELP TO THE HELP THEY NEED
(CONNECTIONS TO CARE)
Provide connections to care for people who have — or are at risk of developing — OUD and any co-occurring SUD/MH conditions through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, those that:

1. Ensure that health care providers are screening for OUD and other risk factors and know how to appropriately counsel and treat (or refer if necessary) a patient for OUD treatment.

2. Fund SBIRT programs to reduce the transition from use to disorders, including SBIRT services to pregnant women who are uninsured or not eligible for Medicaid.

3. Provide training and long-term implementation of SBIRT in key systems (health, schools, colleges, criminal justice, and probation), with a focus on youth and young adults when transition from misuse to opioid disorder is common.

4. Purchase automated versions of SBIRT and support ongoing costs of the technology.

5. Expand services such as navigators and on-call teams to begin MAT in hospital emergency departments.

6. Provide training for emergency room personnel treating opioid overdose patients on post-discharge planning, including community referrals for MAT, recovery case management or support services.

7. Support hospital programs that transition persons with OUD and any cooccurring SUD/MH conditions, or persons who have experienced an opioid overdose, into clinically appropriate follow-up care through a bridge clinic or similar approach.

8. Support crisis stabilization centers that serve as an alternative to hospital emergency departments for persons with OUD and any co- occurring SUD/MH conditions or persons that have experienced an opioid overdose.

9. Support the work of Emergency Medical Systems, including peer support specialists, to connect individuals to treatment or other appropriate services following an opioid overdose or other opioid- related adverse event.

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10. Provide funding for peer support specialists or recovery coaches in emergency departments, detox facilities, recovery centers, recovery housing, or similar settings; offer services, supports, or connections to care to persons with OUD and any co-occurring SUD/MH conditions or to persons who have experienced an opioid overdose.

11. Expand warm hand-off services to transition to recovery services.

12. Create or support school-based contacts that parents can engage with to seek immediate treatment services for their child; and support prevention, intervention, treatment, and recovery programs focused on young people.

13. Develop and support best practices on addressing OUD in the workplace

14. Support assistance programs for health care providers with OUD.

15. Engage non-profits and the faith community as a system to support outreach for treatment.

16. Support centralized call centers that provide information and connections to appropriate services and supports for persons with OUD and any cooccurring SUD/MH conditions.

D. ADDRESS THE NEEDS OF CRIMINAL JUSTICE-INVOLVED PERSONS Address the needs of persons with OUD and any co-occurring SUD/MH conditions who are involved in, are at risk of becoming involved in, or are transitioning out of the criminal justice system through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, those that:

1. Support pre-arrest or pre-arraignment diversion and deflection strategies for persons with OUD and any co-occurring SUD/MH conditions, including established strategies such as:

1. Self-referral strategies such as the Angel Programs or the Police Assisted Addiction Recovery Initiative (“PAARI”);

2. Active outreach strategies such as the Drug Abuse Response Team (“DART”) model;

3. “Naloxone Plus” strategies, which work to ensure that individuals who have received naloxone to reverse the effects of an overdose are then linked to treatment programs or other appropriate services;

4. Officer prevention strategies, such as the Law Enforcement Assisted Diversion (“LEAD”) model;

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5. Officer intervention strategies such as the Leon County, Florida Adult Civil Citation Network or the Chicago Westside Narcotics Diversion to Treatment Initiative; or

6. Co-responder and/or alternative responder models to address OUD-related 911 calls with greater SUD expertise.

2. Support pre-trial services that connect individuals with OUD and any cooccurring SUD/MH conditions to evidence-informed treatment, including MAT, and related services.

3. Support treatment and recovery courts that provide evidence-based options for persons with OUD and any co-occurring SUD/MH conditions.

4. Provide evidence-informed treatment, including MAT, recovery support, harm reduction, or other appropriate services to individuals with OUD and any co- occurring SUD/MH conditions who are incarcerated in jail or prison.

5. Provide evidence-informed treatment, including MAT, recovery support, harm reduction, or other appropriate services to individuals with OUD and any co- occurring SUD/MH conditions who are leaving jail or prison or have recently left jail or prison, are on probation or parole, are under community corrections supervision, or are in re-entry programs or facilities.

6. Support critical time interventions (“CTI”), particularly for individuals living with dual-diagnosis OUD/serious mental illness, and services for individuals who face immediate risks and service needs and risks upon release from correctional settings.

7. Provide training on best practices for addressing the needs of criminal justice- involved persons with OUD and any co-occurring SUD/MH conditions to law enforcement, correctional, or judicial personnel or to providers of treatment, recovery, harm reduction, case management, or other services offered in connection with any of the strategies described in this section.

E. ADDRESS THE NEEDS OF PREGNANT OR PARENTING WOMEN AND THEIR

FAMILIES, INCLUDING BABIES WITH NEONATAL ABSTINENCE SYNDROME Address the needs of pregnant or parenting women with OUD and any cooccurring SUD/MH conditions, and the needs of their families, including babies with NAS, through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, those that:

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1. Support evidence-based or evidence-informed treatment, including MAT, recovery services and supports, and prevention services for pregnant women—or women who could become pregnant—who have OUD and any co-occurring SUD/MH conditions, and other measures to educate and provide support to families affected by Neonatal Abstinence Syndrome.

2. Expand comprehensive evidence-based treatment and recovery services, including MAT, for uninsured women with OUD and any co-occurring SUD/MH conditions for up to 12 months postpartum.

3. Provide training for obstetricians or other healthcare personnel who work with pregnant women and their families regarding treatment of OUD and any co- occurring SUD/MH conditions.

4. Expand comprehensive evidence-based treatment and recovery support for NAS babies; expand services for better continuum of care with infantneed dyad; and expand long-term treatment and services for medical monitoring of NAS babies and their families.

5. Provide training to health care providers who work with pregnant or parenting women on best practices for compliance with federal requirements that children born with NAS get referred to appropriate services and receive a plan of safe care.

6. Provide child and family supports for parenting women with OUD and any co- occurring SUD/MH conditions.

7. Provide enhanced family support and child care services for parents with OUD and any co-occurring SUD/MH conditions.

8. Provide enhanced support for children and family members suffering trauma as a result of addiction in the family; and offer trauma-informed behavioral health treatment for adverse childhood events.

9. Offer home-based wrap-around services to persons with OUD and any co- occurring SUD/MH conditions, including, but not limited to, parent skills training.

10. Provide support for Children’s Services — Fund additional positions and services, including supportive housing and other residential services, relating to children being removed from the home and/or placed in foster care due to custodial opioid use.

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Part II: Prevention
F. PREVENT OVER-PRESCRIBING AND ENSURE APPROPRIATE PRESCRIBING

AND DISPENSING OF OPIOIDS
Support efforts to prevent over-prescribing and ensure appropriate prescribing and dispensing of opioids through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following:

1. Funding medical provider education and outreach regarding best prescribing practices for opioids consistent with the Guidelines for Prescribing Opioids for Chronic Pain from the U.S. Centers for Disease Control and Prevention, including providers at hospitals (academic detailing).

2. Training for health care providers regarding safe and responsible opioid prescribing, dosing, and tapering patients off opioids.

3. Continuing Medical Education (CME) on appropriate prescribing of opioids.

4. Providing Support for non-opioid pain treatment alternatives, including training providers to offer or refer to multi-modal, evidence-informed treatment of pain.

5. Supporting enhancements or improvements to Prescription Drug Monitoring Programs (“PDMPs”), including, but not limited to, improvements that:
i. Increase the number of prescribers using PDMPs;
ii. Improve point-of-care decision-making by increasing the quantity, quality, or format of data available to prescribers using PDMPs, by improving the interface that prescribers use to access PDMP data, or both; or
iii. Enable states to use PDMP data in support of surveillance or intervention strategies, including MAT referrals and follow-up for individuals identified within PDMP data as likely to experience OUD in a manner that complies with all relevant privacy and security laws and rules.

6. Ensuring PDMPs incorporate available overdose/naloxone deployment data, including the United States Department of Transportation’s Emergency Medical Technician overdose database in a manner that complies with all relevant privacy and security laws and rules.

7. Increasing electronic prescribing to prevent diversion or forgery.

8. Educating dispensers on appropriate opioid dispensing.

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G. PREVENT MISUSE OF OPIOIDS
Support efforts to discourage or prevent misuse of opioids through evidencebased or evidence-informed programs or strategies that may include, but are not limited to, the following:

1. Funding media campaigns to prevent opioid misuse.

2. Corrective advertising or affirmative public education campaigns based on evidence.

3. Public education relating to drug disposal.

4. Drug take-back disposal or destruction programs.

5. Funding community anti-drug coalitions that engage in drug prevention efforts.

6. Supporting community coalitions in implementing evidence-informed prevention, such as reduced social access and physical access, stigma reduction—including staffing, educational campaigns, support for people in treatment or recovery, or training of coalitions in evidence-informed implementation, including the Strategic Prevention Framework developed by the U.S. Substance Abuse and Mental Health Services Administration (“SAMHSA”).

7. Engaging non-profits and faith-based communities as systems to support prevention.

8. Funding evidence-based prevention programs in schools or evidenceinformed school and community education programs and campaigns for students, families, school employees, school athletic programs, parentteacher and student associations, and others.

9. School-based or youth-focused programs or strategies that have demonstrated effectiveness in preventing drug misuse and seem likely to be effective in preventing the uptake and use of opioids.

10. Create or support community-based education or intervention services for families, youth, and adolescents at risk for OUD and any co- occurring SUD/MH conditions.

11. Support evidence-informed programs or curricula to address mental health needs of young people who may be at risk of misusing opioids or other drugs, including emotional modulation and resilience skills.

12. Support greater access to mental health services and supports for young people, including services and supports provided by school nurses, behavioral health workers or other school staff, to address mental health

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needs in young people that (when not properly addressed) increase the risk of opioid or another drug misuse.

H. PREVENT OVERDOSE DEATHS AND OTHER HARMS (HARM REDUCTION) Support efforts to prevent or reduce overdose deaths or other opioid-related harms through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following:

1. Increased availability and distribution of naloxone and other drugs that treat overdoses for first responders, overdose patients, individuals with OUD and their friends and family members, schools, community navigators and outreach workers, persons being released from jail or prison, or other members of the general public.

2. Public health entities providing free naloxone to anyone in the community.

3. Training and education regarding naloxone and other drugs that treat overdoses for first responders, overdose patients, patients taking opioids, families, schools, community support groups, and other members of the general public.

4. Enabling school nurses and other school staff to respond to opioid overdoses, and provide them with naloxone, training, and support.

5. Expanding, improving, or developing data tracking software and applications for overdoses/naloxone revivals.

6. Public education relating to emergency responses to overdoses.

7. Public education relating to immunity and Good Samaritan laws.

8. Educating first responders regarding the existence and operation of immunity and Good Samaritan laws.

9. Syringe service programs and other evidence-informed programs to reduce harms associated with intravenous drug use, including supplies, staffing, space, peer support services, referrals to treatment, fentanyl checking, connections to care, and the full range of harm reduction and treatment services provided by these programs.

10. Expanding access to testing and treatment for infectious diseases such as HIV and Hepatitis C resulting from intravenous opioid use.

11. Supporting mobile units that offer or provide referrals to harm reduction services, treatment, recovery supports, health care, or other appropriate services to persons that use opioids or persons with OUD and any cooccurring SUD/MH conditions.

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12. Providing training in harm reduction strategies to health care providers, students, peer recovery coaches, recovery outreach specialists, or other professionals that provide care to persons who use opioids or persons with OUD and any co- occurring SUD/MH conditions.

13. Supporting screening for fentanyl in routine clinical toxicology testing.

Part III: Other Strategies
I. FIRST RESPONDERS
In addition to items in section C, D and H relating to first responders, support the following:

1. Education of law enforcement or other first responders regarding appropriate practices and precautions when dealing with fentanyl or other drugs.

2. Provision of wellness and support services for first responders and others who experience secondary trauma associated with opioid- related emergency events.

J. LEADERSHIP, PLANNING AND COORDINATION
Support efforts to provide leadership, planning, coordination, facilitations, training and technical assistance to abate the opioid epidemic through activities, programs, or strategies that may include, but are not limited to, the following:

1. Statewide, regional, local or community regional planning to identify root causes of addiction and overdose, goals for reducing harms related to the opioid epidemic, and areas and populations with the greatest needs for treatment intervention services, and to support training and technical assistance and other strategies to abate the opioid epidemic described in this opioid abatement strategy list.

2. A dashboard to (a) share reports, recommendations, or plans to spend opioid settlement funds; (b) to show how opioid settlement funds have been spent; (c) to report program or strategy outcomes; or (d) to track, share or visualize key opioid- or health-related indicators and supports as identified through collaborative statewide, regional, local or community processes.

3. Invest in infrastructure or staffing at government or not-for-profit agencies to support collaborative, cross-system coordination with the purpose of preventing overprescribing, opioid misuse, or opioid overdoses, treating those with OUD and any co-occurring SUD/MH

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conditions, supporting them in treatment or recovery, connecting them to care, or implementing other strategies to abate the opioid epidemic described in this opioid abatement strategy list.

4. Provide resources to staff government oversight and management of opioid abatement programs.

K. TRAINING
In addition to the training referred to throughout this document, support training to abate the opioid epidemic through activities, programs, or strategies that may include, but are not limited to, those that:

1. Provide funding for staff training or networking programs and services to improve the capability of government, community, and not-for-profit entities to abate the opioid crisis.

2. Support infrastructure and staffing for collaborative cross-system coordination to prevent opioid misuse, prevent overdoses, and treat those with OUD and any co- occurring SUD/MH conditions, or implement other strategies to abate the opioid epidemic described in this opioid abatement strategy list (e.g., health care, primary care, pharmacies, PDMPs, etc.).

L. RESEARCH
Support opioid abatement research that may include, but is not limited to, the following:

1. Monitoring, surveillance, data collection and evaluation of programs and strategies described in this opioid abatement strategy list.

2. Research non-opioid treatment of chronic pain.

3. Research on improved service delivery for modalities such as SBIRT that demonstrate promising but mixed results in populations vulnerable to opioid use disorders.

4. Research on novel harm reduction and prevention efforts such as the provision of fentanyl test strips.

5. Research on innovative supply-side enforcement efforts such as improved detection of mail-based delivery of synthetic opioids.

6. Expanded research on swift/certain/fair models to reduce and deter opioid misuse within criminal justice populations that build upon promising approaches used to address other substances (e.g., Hawaii HOPE and Dakota 24/7).

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7. Epidemiological surveillance of OUD-related behaviors in critical populations, including individuals entering the criminal justice system, including, but not limited to approaches modeled on the Arrestee Drug Abuse Monitoring (“ADAM”) system.

8. Qualitative and quantitative research regarding public health risks and harm reduction opportunities within illicit drug markets, including surveys of market participants who sell or distribute illicit opioids.

9. Geospatial analysis of access barriers to MAT and their association with treatment engagement and treatment outcomes.

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ATTACHMENT B

CITY STANDARD AGREEMENT -

CONTRACTOR

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AGREEMENT FOR SERVICES
(For contracts over $5,000 – NON-DESIGN, NON-ENGINEERING TYPE CONTRACTOR) This AGREEMENT made this day of , 20 , between:

CITY: City of Gilroy, having a principal place of business at 7351 Rosanna Street, Gilroy, California
and CONTRACTOR: , having a principal place of business at .

ARTICLE 1. TERM OF AGREEMENT
This Agreement will become effective on and will continue in effect through unless terminated in accordance with the provisions of Article 7 of this Agreement.

Any lapse in insurance coverage as required by Article 5, Section D of this Agreement shall terminate this Agreement regardless of any other provision stated herein. ______ Initial
ARTICLE 2. INDEPENDENT CONTRACTOR STATUS
It is the express intention of the parties that CONTRACTOR is an independent contractor and not an employee, agent, joint venturer or partner of CITY. Nothing in this Agreement shall be interpreted or construed as creating or establishing the relationship of employer and employee between CITY and CONTRACTOR or any employee or agent of CONTRACTOR. Both parties acknowledge that CONTRACTOR is not an employee for state or federal tax purposes.

CONTRACTOR shall not be entitled to any of the rights or benefits afforded to CITY’S employees, including, without limitation, disability or unemployment insurance, workers’ compensation, medical insurance, sick leave, retirement benefits or any other employment benefits. CONTRACTOR shall retain the right to perform services for others during the term of this Agreement.

ARTICLE 3. SERVICES TO BE PERFORMED BY CONTRACTOR
A. Specific Services
CONTRACTOR agrees to: Perform the services as outlined in Exhibit “A” (“Specific Provisions”) and Exhibit “B” (“Scope of Services”), within the time periods described in Exhibit “C” (“Milestone Schedule”).

B. Method of Performing Services
CONTRACTOR shall determine the method, details and means of performing the above-described services. CITY shall have no right to, and shall not, control the manner or determine the method of accomplishing CONTRACTOR’S services.

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C. Employment of Assistants
CONTRACTOR may, at the CONTRACTOR’S own expense, employ such assistants as CONTRACTOR deems necessary to perform the services required of CONTRACTOR by this Agreement, subject to the prohibition against assignment and subcontracting contained in Article 5 below. CITY may not control, direct, or supervise CONTRACTOR’S assistants in the performance of those services. CONTRACTOR assumes full and sole responsibility for the payment of all compensation and expenses of these assistants and for all state and federal income tax, unemployment insurance, Social Security, disability insurance and other applicable withholding.

D. Place of Work
CONTRACTOR shall perform the services required by this Agreement at any place or location and at such times as CONTRACTOR shall determine is necessary to properly and timely perform CONTRACTOR’S services.

ARTICLE 4. COMPENSATION
A. Consideration
In consideration for the services to be performed by CONTRACTOR, CITY agrees to pay CONTRACTOR the amounts set forth in Exhibit “D” (“Payment Schedule”). In no event however shall the total compensation paid to CONTRACTOR exceed .

B. Invoices
CONTRACTOR shall submit invoices for all services rendered.

C. Payment
Payment shall be due according to the payment schedule set forth in Exhibit “D”. No payment will be made unless CONTRACTOR has first provided City with a written receipt of invoice describing the work performed and any approved direct expenses (as provided for in Exhibit “A”, Section IV) incurred during the preceding period. If CITY objects to all or any portion of any invoice, CITY shall notify CONTRACTOR of the objection within thirty (30) days from receipt of the invoice, give reasons for the objection, and pay that portion of the invoice not in dispute. It shall not constitute a default or breach of this Agreement for CITY not to pay any invoiced amounts to which it has objected until the objection has been resolved by mutual agreement of the parties.

D. Expenses
CONTRACTOR shall be responsible for all costs and expenses incident to the performance of services for CITY, including but not limited to, all costs of equipment used or provided by CONTRACTOR, all fees, fines, licenses, bonds or taxes required of or imposed against CONTRACTOR and all other of CONTRACTOR’S costs of doing business. CITY shall not be responsible for any expenses incurred by CONTRACTOR in performing services for CITY, except for those expenses constituting “direct expenses” referenced on Exhibit “A.”

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ARTICLE 5. OBLIGATIONS OF CONTRACTOR
A. Tools and Instrumentalities
CONTRACTOR shall supply all tools and instrumentalities required to perform the services under this Agreement at its sole cost and expense. CONTRACTOR is not required to purchase or rent any tools, equipment or services from CITY.

B. Workers’ Compensation
CONTRACTOR agrees to provide workers’ compensation insurance for CONTRACTOR’S employees and agents and agrees to hold harmless, defend with counsel acceptable to CITY and indemnify CITY, its officers, representatives, agents and employees from and against any and all claims, suits, damages, costs, fees, demands, causes of action, losses, liabilities and expenses, including without limitation reasonable attorneys’ fees, arising out of any injury, disability, or death of any of CONTRACTOR’S employees.

C. Indemnification of Liability, Duty to Defend
As to all liability, to the fullest extent permitted by law, CONTRACTOR shall defend, through counsel approved by CITY (which approval shall not be unreasonably withheld), indemnify and hold harmless CITY, its officers, representatives, agents and employees against any and all suits, damages, costs, fees, claims, demands, causes of action, losses, liabilities and expenses, including without limitation attorneys’ fees, arising or resulting directly or indirectly from any act or omission of CONTRACTOR or CONTRACTOR’S assistants, employees or agents, including all claims relating to the injury or death of any person or damage to any property.

D. Insurance
In addition to any other obligations under this Agreement, CONTRACTOR shall, at no cost to CITY, obtain and maintain throughout the term of this Agreement: (a) Commercial Liability Insurance on a per occurrence basis, including coverage for owned and non-owned automobiles, with a minimum combined single limit coverage of $1,000,000 per occurrence for all damages due to bodily injury, sickness or disease, or death to any person, and damage to property, including the loss of use thereof. As a condition precedent to CITY’S obligations under this Agreement, CONTRACTOR shall furnish written evidence of such coverage (naming CITY, its officers and employees as additional insureds on the Comprehensive Liability insurance policy referred to in (a) immediately above via a specific endorsement) and requiring thirty (30) days written notice of policy lapse or cancellation, or of a material change in policy terms.

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E. Assignment
Notwithstanding any other provision of this Agreement, neither this Agreement nor any duties or obligations of CONTRACTOR under this Agreement may be assigned or subcontracted by CONTRACTOR without the prior written consent of CITY, which CITY may withhold in its sole and absolute discretion.

F. State and Federal Taxes
As CONTRACTOR is not CITY’S employee, CONTRACTOR shall be responsible for paying all required state and federal taxes. Without limiting the foregoing, CONTRACTOR acknowledges and agrees that:
• CITY will not withhold FICA (Social Security) from CONTRACTOR’S payments;
• CITY will not make state or federal unemployment insurance contributions on CONTRACTOR’S behalf;
• CITY will not withhold state or federal income tax from payment to CONTRACTOR;
• CITY will not make disability insurance contributions on behalf of CONTRACTOR;
• CITY will not obtain workers’ compensation insurance on behalf of CONTRACTOR.

ARTICLE 6. OBLIGATIONS OF CITY
A. Cooperation of City
CITY agrees to respond to all reasonable requests of CONTRACTOR and provide access, at reasonable times following receipt by CITY of reasonable notice, to all documents reasonably necessary to the performance of CONTRACTOR’S duties under this Agreement.

B. Assignment
CITY may assign this Agreement or any duties or obligations thereunder to a successor governmental entity without the consent of CONTRACTOR. Such assignment shall not release CONTRACTOR from any of CONTRACTOR’S duties or obligations under this Agreement.

ARTICLE 7. TERMINATION OF AGREEMENT
A. Sale of CONTRACTOR’s Business/ Death of CONTRACTOR.

CONTRACTOR shall notify CITY of the proposed sale of CONTRACTOR’s business no later than thirty (30) days prior to any such sale. CITY shall have the option of terminating this Agreement within thirty (30) days after receiving such notice of sale. Any such CITY termination pursuant to this Article 7.A shall be in writing and sent to the address for notices to CONTRACTOR set forth in Exhibit A, Subsection V.H., no later than thirty (30) days after CITY’ receipt of such notice of sale.

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If CONTRACTOR is an individual, this Agreement shall be deemed automatically terminated upon death of CONTRACTOR.

B. Termination by City for Default of CONTRACTOR
Should CONTRACTOR default in the performance of this Agreement or materially breach any of its provisions, CITY, at CITY’S option, may terminate this Agreement by giving written notification to CONTRACTOR. For the purposes of this section, material breach of this Agreement shall include, but not be limited to the following:

1. CONTRACTOR’S failure to professionally and/or timely perform any of the services contemplated by this Agreement.

2. CONTRACTOR’S breach of any of its representations, warranties or covenants contained in this Agreement.

CONTRACTOR shall be entitled to payment only for work completed in accordance with the terms of this Agreement through the date of the termination notice, as reasonably determined by CITY, provided that such payment shall not exceed the amounts set forth in this Agreement for the tasks described on Exhibit C” which have been fully, competently and timely rendered by CONTRACTOR. Notwithstanding the foregoing, if CITY terminates this Agreement due to CONTRACTOR’S default in the performance of this Agreement or material breach by CONTRACTOR of any of its provisions, then in addition to any other rights and remedies CITY may have, CONTRACTOR shall reimburse CITY, within ten (10) days after demand, for any and all costs and expenses incurred by CITY in order to complete the tasks constituting the scope of work as described in this Agreement, to the extent such costs and expenses exceed the amounts CITY would have been obligated to pay CONTRACTOR for the performance of that task pursuant to this Agreement.

C. Termination for Failure to Make Agreed-Upon Payments Should CITY fail to pay CONTRACTOR all or any part of the compensation set forth in Article 4 of this Agreement on the date due, then if and only if such nonpayment constitutes a default under this Agreement, CONTRACTOR, at the CONTRACTOR’S option, may terminate this Agreement if such default is not remedied by CITY within thirty (30) days after demand for such payment is given by CONTRACTOR to CITY.

D. Transition after Termination
Upon termination, CONTRACTOR shall immediately stop work, unless cessation could potentially cause any damage or harm to person or property, in which case CONTRACTOR shall cease such work as soon as it is safe to do so. CONTRACTOR shall incur no further expenses in connection with this Agreement. CONTRACTOR shall promptly deliver to CITY all work done toward completion of the services required hereunder, and shall act in such a manner as to facilitate any the assumption of CONTRACTOR’s duties by any new CONTRACTOR hired by the CITY to complete such services.

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ARTICLE 8. GENERAL PROVISIONS
A. Amendment & Modification
No amendments, modifications, alterations or changes to the terms of this Agreement shall be effective unless and until made in a writing signed by both parties hereto.

B. Americans with Disabilities Act of 1990
Throughout the term of this Agreement, the CONTRACTOR shall comply fully with all applicable provisions of the Americans with Disabilities Act of 1990 (“the Act”) in its current form and as it may be amended from time to time. CONTRACTOR shall also require such compliance of all subcontractors performing work under this Agreement, subject to the prohibition against assignment and subcontracting contained in Article 5 above. The CONTRACTOR shall defend with counsel acceptable to CITY, indemnify and hold harmless the CITY OF GILROY, its officers, employees, agents and representatives from and against all suits, claims, demands, damages, costs, causes of action, losses, liabilities, expenses and fees, including without limitation reasonable attorneys’ fees, that may arise out of any violations of the Act by the CONTRACTOR, its subcontractors, or the officers, employees, agents or representatives of either.

C. Attorneys’ Fees
If any action at law or in equity, including an action for declaratory relief, is brought to enforce or interpret the provisions of this Agreement, the prevailing party will be entitled to reasonable attorneys’ fees, which may be set by the court in the same action or in a separate action brought for that purpose, in addition to any other relief to which that party may be entitled.

D. Captions
The captions and headings of the various sections, paragraphs and subparagraphs of the Agreement are for convenience only and shall not be considered nor referred to for resolving questions of interpretation.

E. Compliance with Laws
The CONTRACTOR shall keep itself informed of all State and National laws and all municipal ordinances and regulations of the CITY which in any manner affect those engaged or employed in the work, or the materials used in the work, or which in any way affect the conduct of the work, and of all such orders and decrees of bodies or tribunals having any jurisdiction or authority over the same. Without limiting the foregoing, CONTRACTOR agrees to observe the provisions of the Municipal Code of the CITY OF GILROY, obligating every contractor or subcontractor under a contract or subcontract to the CITY OF GILROY for public works or for goods or services to refrain from discriminatory employment or subcontracting practices on the basis of the race, color, sex, religious creed, national origin, ancestry of any employee, applicant for employment, or any potential subcontractor.

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F. Conflict of Interest
CONTRACTOR certifies that to the best of its knowledge, no CITY employee or office of any public agency interested in this Agreement has any pecuniary interest in the business of CONTRACTOR and that no person associated with CONTRACTOR has any interest that would constitute a conflict of interest in any manner or degree as to the execution or performance of this Agreement.

G. Entire Agreement
This Agreement supersedes any and all prior agreements, whether oral or written, between the parties hereto with respect to the rendering of services by CONTRACTOR for CITY and contains all the covenants and agreements between the parties with respect to the rendering of such services in any manner whatsoever. Each party to this Agreement acknowledges that no representations, inducements, promises or agreements, orally or otherwise, have been made by any party, or anyone acting on behalf of any party, which are not embodied herein, and that no other agreement, statement or promise not contained in this Agreement shall be valid or binding.

No other agreements or conversation with any officer, agent or employee of CITY prior to execution of this Agreement shall affect or modify any of the terms or obligations contained in any documents comprising this Agreement. Such other agreements or conversations shall be considered as unofficial information and in no way binding upon CITY.

H. Governing Law and Venue
This Agreement shall be governed by and construed in accordance with the laws of the State of California without regard to the conflict of laws provisions of any jurisdiction. The exclusive jurisdiction and venue with respect to any and all disputes arising hereunder shall be in state and federal courts located in Santa Clara County, California.

I. Notices
Any notice to be given hereunder by either party to the other may be effected either by personal delivery in writing or by mail, registered or certified, postage prepaid with return receipt requested.

Mailed notices shall be addressed to the parties at the addresses appearing in Exhibit “A”, Section V.H. but each party may change the address by written notice in accordance with this paragraph.

Notices delivered personally will be deemed delivered as of actual receipt; mailed notices will be deemed delivered as of three (3) days after mailing.

J. Partial Invalidity
If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way.

K. Time of the Essence
All dates and times referred to in this Agreement are of the essence.

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L. Waiver
CONTRACTOR agrees that waiver by CITY of any one or more of the conditions of performance under this Agreement shall not be construed as waiver(s) of any other condition of performance under this Agreement.

Executed at Gilroy, California, on the date and year first above written.

CONTRACTOR: CITY:

CITY OF GILROY
By: By:

Name: Name:

Title: Title:

Social Security or Taxpayer
Identification Number
Approved as to Form ATTEST:

City Attorney City Clerk

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EXHIBIT “A”

SPECIFIC PROVISIONS
I. PROJECT MANAGER
CONTRACTOR shall provide the services indicated on the attached Exhibit “B”, Scope of Services (“Services”). (All exhibits referenced are incorporated herein by reference.) To accomplish that end, CONTRACTOR agrees to assign , who will act in the capacity of Project Manager, and who will personally direct such Services.

Except as may be specified elsewhere in this Agreement, CONTRACTOR shall furnish all technical and professional services including labor, material, equipment, transportation, supervision and expertise to perform all operations necessary and required to complete the Services in accordance with the terms of this Agreement.

II. NOTICE TO PROCEED/COMPLETION OF SERVICE
A. NOTICE TO PROCEED
CONTRACTOR shall commence the Services upon delivery to CONTRACTOR of a written “Notice to Proceed”, which Notice to Proceed shall be in the form of a written communication from designated City contact person(s). Notice to Proceed may be in the form of e-mail, fax or letter authorizing commencement of the Services. For purposes of this Agreement, shall be the designated City contact person(s). Notice to Proceed shall be deemed to have been delivered upon actual receipt by CONTRACTOR or if otherwise delivered as provided in the Section V.H. (“Notices”) of this Exhibit “A”.

B. COMPLETION OF SERVICES
When CITY determines that CONTRACTOR has completed all of the Services in accordance with the terms of this Agreement, CITY shall give CONTRACTOR written Notice of Final Acceptance, and CONTRACTOR shall not incur any further costs hereunder. CONTRACTOR may request this determination of completion when, in its opinion, it has completed all of the Services as required by the terms of this Agreement and, if so requested, CITY shall make this determination within two (2) weeks of such request, or if CITY determines that CONTRACTOR has not completed all of such Services as required by this Agreement, CITY shall so inform CONTRACTOR within this two (2) week period.

III. PROGRESS SCHEDULE
The schedule for performance and completion of the Services will be as set forth in the attached Exhibit “C”.

IV. PAYMENT OF FEES AND DIRECT EXPENSES
Payments shall be made to CONTRACTOR as provided for in Article 4 of this Agreement.

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Direct expenses are charges and fees not included in Exhibit “B”. CITY shall be obligated to pay only for those direct expenses which have been previously approved in writing by CITY.

CONTRACTOR shall obtain written approval from CITY prior to incurring or billing of direct expenses.

Copies of pertinent financial records, including invoices, will be included with the submission of billing(s) for all direct expenses.

V. OTHER PROVISIONS
A. STANDARD OF WORKMANSHIP
CONTRACTOR represents and warrants that it has the qualifications, skills and licenses necessary to perform the Services, and its duties and obligations, expressed and implied, contained herein, and CITY expressly relies upon CONTRACTOR’S representations and warranties regarding its skills, qualifications and licenses. CONTRACTOR shall perform such Services and duties in conformance to and consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California.

Any plans, designs, specifications, estimates, calculations, reports and other documents furnished under this Agreement shall be of a quality acceptable to CITY. The minimum criteria for acceptance shall be a product of neat appearance, well-organized, technically and grammatically correct, checked and having the maker and checker identified. The minimum standard of appearance, organization and content of the drawings shall be that used by CITY for similar purposes.

B. RESPONSIBILITY OF CONTRACTOR
CONTRACTOR shall be responsible for the professional quality, technical accuracy, and the coordination of the Services furnished by it under this Agreement. CONTRACTOR shall not be responsible for the accuracy of any project or technical information provided by the CITY. The CITY’S review, acceptance or payment for any of the Services shall not be construed to operate as a waiver of any rights under this Agreement or of any cause of action arising out of the performance of this Agreement, and CONTRACTOR shall be and remain liable to CITY in accordance with applicable law for all damages to CITY caused by CONTRACTOR’S negligent performance of any of the services furnished under this Agreement.

C. RIGHT OF CITY TO INSPECT RECORDS OF CONTRACTOR
CITY, through its authorized employees, representatives or agents, shall have the right, at any and all reasonable times, to audit the books and records (including, but not limited to, invoices, vouchers, canceled checks, time cards, etc.) of CONTRACTOR for the purpose of verifying any and all charges made by CONTRACTOR in connection with this Agreement. CONTRACTOR shall maintain for a minimum period of three (3) years (from the date of final payment to CONTRACTOR), or for any longer period required by law, sufficient books and records in accordance with standard California accounting practices to establish the correctness of all charges submitted to CITY by CONTRACTOR, all of which shall be made available to CITY at the CITY’s offices within five (5) business days after CITY’s request.

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D. CONFIDENTIALITY OF MATERIAL
All ideas, memoranda, specifications, plans, manufacturing procedures, data (including, but not limited to, computer data and source code), drawings, descriptions, documents, discussions or other information developed or received by or for CONTRACTOR and all other written and oral information developed or received by or for CONTRACTOR and all other written and oral information submitted to CONTRACTOR in connection with the performance of this Agreement shall be held confidential by CONTRACTOR and shall not, without the prior written consent of CITY, be used for any purposes other than the performance of the Services, nor be disclosed to an entity not connected with the performance of the such Services. Nothing furnished to CONTRACTOR which is otherwise known to CONTRACTOR or is or becomes generally known to the related industry (other than that which becomes generally known as the result of CONTRACTOR’S disclosure thereof) shall be deemed confidential. CONTRACTOR shall not use CITY’S name or insignia, or distribute publicity pertaining to the services rendered under this Agreement in any magazine, trade paper, newspaper or other medium without the express written consent of CITY.

E. NO PLEDGING OF CITY’S CREDIT.

Under no circumstances shall CONTRACTOR have the authority or power to pledge the credit of CITY or incur any obligation in the name of CITY.

F. OWNERSHIP OF MATERIAL.

All material including, but not limited to, computer information, data and source code, sketches, tracings, drawings, plans, diagrams, quantities, estimates, specifications, proposals, tests, maps, calculations, photographs, reports and other material developed, collected, prepared (or caused to be prepared) under this Agreement shall be the property of CITY, but CONTRACTOR may retain and use copies thereof subject to Section V.D of this Exhibit “A”.

CITY shall not be limited in any way in its use of said material at any time for any work, whether or not associated with the City project for which the Services are performed. However, CONTRACTOR shall not be responsible for, and City shall indemnify CONTRACTOR from, damages resulting from the use of said material for work other than PROJECT, including, but not limited to, the release of this material to third parties for work other than on PROJECT.

G. NO THIRD PARTY BENEFICIARY.

This Agreement shall not be construed or deemed to be an agreement for the benefit of any third party or parties, and no third party or parties shall have any claim or right of action hereunder for any cause whatsoever.

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H. NOTICES.

Notices are to be sent as follows:

CITY:

City of Gilroy
7351 Rosanna Street
Gilroy, CA 95020
CONTRACTOR:

I. FEDERAL FUNDING REQUIREMENTS.

If the box to the left of this sentence is checked, this Agreement involves federal funding and the requirements of this Section V.I. apply.

If the box to the left of this sentence is checked, this Agreement does not involve federal funding and the requirements of this Section V.I. do not apply.

1. DBE Program
CONTRACTOR shall comply with the requirements of Title 49, Part 26, Code of Federal Regulations (49 CFR 26) and the City-adopted Disadvantaged Business Enterprise programs.

2. Cost Principles
Federal Acquisition Regulations in Title 48, CFR 31, shall be used to determine the allowable cost for individual items.

3. Covenant against Contingent Fees
The CONTRACTOR warrants that he/she has not employed or retained any company or person, other than a bona fide employee working for the CONTRACTOR, to solicit or secure this Agreement, and that he/she has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift or any other consideration, contingent upon or resulting from the award or formation of this Agreement. For breach or violation of this warranty, the Local Agency shall have the right to annul this Agreement without liability or, at its discretion, to deduct from the agreement price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift or contingent fee.

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SCOPE OF SERVICES

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MILESTONE SCHEDULE

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PAYMENT SCHEDULE

City of Gilroy

STAFF REPORT
Agenda Item Title: Award the Interim Aquatics Center Operator Contract to Swan Swimming, LLC for an Amount Not to Exceed $266,662 and Authorize the City Administrator to Complete
Negotiations and Execute the Agreement
Meeting Date: November 17, 2025
From: Brad Kilger, Interim City Administrator
Department: Administration
Submitted by: Bryce Atkins, Assistant to the City Administrator Prepared by: Bryce Atkins, Assistant to the City Administrator STRATEGIC PLAN GOALS: Not Applicable

RECOMMENDATION
Award the interim aquatics center operator contract to Swan Swimming, LLC for an amount not to exceed $266,662 and authorize the City Administrator to complete negotiations and execute the agreement.

EXECUTIVE SUMMARY

BACKGROUND
The City Council and staff have held discussions regarding the City's aquatics programs since January 2024. Over the course of those conversations, several reports were presented to the City Council, providing information as available regarding the aquatics programs, both internal and contracted out. For a summary of the discussions and the aquatics program, please refer to the staff report dated September 8, 2025.

At the conclusion of the September 8, 2025, regular City Council meeting agenda item regarding an interim aquatics operator, Council authorized the issuance of a request for proposals (RFP) for a one-year aquatics center operator agreement, with a one-year

extension option subject to the approval of the City Council. The interim operator would provide services while the recreation assessment, including aquatics programming, was being conducted. Staff issued the RFP and distributed it to the list of vendors identified in the presentation during the September meeting.

ANALYSIS
The City received more interest from potential vendors in this RFP issuance than in previous iterations. Shortly after the release of the RFP, the City was contacted by the YMCA of Silicon Valley, which expressed that it would not be providing a proposal to operate the CHS Aquatic Center. They stated that due to several competing priorities and some staffing and insurance changes, they weren't in a position to expand their aquatic programming.

During the optional site visit, the City received visitors from Team Sheeper and the City of Morgan Hill Aquatics.

Ultimately, the City received three proposals. The proposals, evaluation scores, and proposed management fees are provided in the following table, along with a brief narrative for each proposal below.

Organization Average Score Management Fee
Swimming Swan 93 $266,662
Team Sheeper 84 $350,000
Sports Facilities Companies 47 $198,000
• Sports Facilities Companies. SFC's proposal did not provide the services being sought by the RFP. The proposal aims to adapt their model of services to the City's RFP. However, their model is inconsistent with what the City was asking for. They propose hiring, with the management fee listed, an aquatics manager who would provide oversight of the program and offer support in marketing and strategic planning. However, the proposal states that the final budget would be determined in negotiation. The City would still need to cover all other costs and staffing, and retain any net revenue. They also displayed a significant lack of understanding regarding the nature of the aquatics center itself, stating at one point that the aquatics center was still under development. • Team Sheeper. Team Sheeper's proposal is a viable option. Their proposal is sound, providing the core services the City has offered, and has successfully delivered services to other cities in the Bay Area. The proposal includes a higher management fee, and the organization requested in its proposal that the City assist with introductions to other organizations in the community. This is not a bad request, but it highlights the need for a wind-up period, which may not be advantageous given the nature of an interim operator agreement, but is more viable in a longer-term contractual relationship.

• Swimming Swan. Swimming Swan has proposed a lower management fee than is currently charged, as it does not include the $125,000 increase from the prior year, the one-year agreement cost impacts. The proposal includes several positive changes for the City, such as adapting to the Council's comments regarding revenue sharing and enhancing transparency in reporting. Additionally, Swimming Swan proposes introducing a new program, Adaptive Swimming, for students with various types of disabilities who require, or would benefit from, a more inclusive swimming lesson program. The proposed management fee is approximately $83,000 lower than Team Sheeper. Additionally, Swimming Swan is proposing a revenue-sharing structure of 10% net revenue, potentially further reducing the management fee payment.

User Fees
Staff also reviewed the fees proposed between Team Sheeper and Swimming Swan.

Their fee structure is slightly different, making an exact comparison impossible, particularly in relation to group swim lessons on weekends. Overall, Team Sheeper's proposed rates at an individual user level are somewhat lower, with a few exceptions where Swimming Swan has the lower fee or the exact cost. The price differences range from $1 to $5 per user per charge, where the two proposals offer the same service.

Team Sheeper also offers a separate scholarship program, which would be distinct from the City's scholarship program.

The specific value of the difference is unknown, given the variability in the pricing structure. Still, it reveals a broader policy consideration: how much consideration should be given to the cost of service for a private user compared to the cost of service for the General Fund to subsidize lower user fees? This is a value consideration from a policy perspective for Council to determine. However, this agenda item is for the interim operator agreement; the long-range plan for aquatics and the policy discussion on user fee amounts and General Fund subsidy are part of the Recreation Assessment project, which will guide the long-term approach to aquatics user fees.

ALTERNATIVES
Council may accept or reject any or all proposals.

FISCAL IMPACT/FUNDING SOURCE
$266,662 from the Recreation Fund. This amount is a reduction from the previous amount charged, and may be further reduced by any revenue-sharing payments received, as proposed. No budget amendment is needed.

PUBLIC OUTREACH
Aquatics has been discussed at several public City Council meetings, with updates

shared on social media and in the City’s e-newsletter. The direction and approvals tonight will also be shared on the City’s social media and e-newsletter. Further public outreach will occur as the assessment process and aquatics operations commence.

NEXT STEPS
Staff will negotiate the final conditions and terms of the agreement, based upon Council action.

Attachments:

1. Proposal - Swimming Swan

2. Proposal - Swimming Swan Bid Form

3. Proposal - Team Sheeper

4. Proposal - Sports Facilities Companies

Christopher High School
Aquatics Center Operation
City of Gilroy
October 24, 2025
26-RFP-AD-526 Proposal

2 Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC Table of Contents
Cover Letter
Qualifications
Our History
Our Mission
Services We Offer
Aquatics Programs
Affiliations and Memberships
Program Understanding
The Swan Aquatics 5-Step Approach
Safety Program & Documentation
Special Needs/ADA
Community Access and Rentals
City Assistance
Program Philosophy
Programs, Services, and Schedule
2026 Proposed Hours of Operations
Aquatics Programs
Lessons by Age, Range of Skills, and Abilities
Proposed Fee Schedule
Scholarships for those Experiencing Economic Hardship
Proposed Total Operator Management Fee
Maintaining Comparable Fees and Approach to Increases
Proposed Staffing Plan and Ratios
Human Resources
Attachment A, Bidding Worksheet
Marketing Flow
Marketing Team and Strategy
Specialized and Past Experience
The Swan Partnership Overview
Our Clientele
References, Key Staff, and Management
References
Key Staff
Organizational Chart
Key Staff: titles, responsibilities, qualifications, and certifications Contract Performance
Current Contracts
Contracts Ended Within the Past 5 Years
Public Communication and Registration
Communication Between Participants and Swan Aquatics
Policies and Procedures
Customer Satisfaction and Continuous Improvement
Crisis Media Management Plan
Quality Assurance, Risk Management, and Insurance
Contact Information
3 4
6 10
33 38
39 42
45

The Swimming Swan, LLC dba Swan Aquatics
Attn: Melissa Swanson-Musil, Founder & CEO
PO Box 2290
Fallbrook, CA 92028
[email protected] | 858-242-9974 | www.SwanAquatics.com October 23, 2025
City of Gilroy
Attn: Purchasing Department / Selection Committee
7351 Rosanna Street
Gilroy, CA 95020
RE: Proposal for Aquatic Facility Management Services – Christopher High School Aquatic Center Dear Selection Committee Members,
On behalf of Swan Aquatics, I am pleased to submit our proposal to continue providing professional aquatic management services for the Christopher High School Aquatic Center. It has been our privilege to serve the Gilroy community over the past four years — maintaining a safe, welcoming, and well-run aquatic environment for local residents, students, and partner organizations.

While last season presented some unique challenges, our team took that as an opportunity for growth and reflection. We have listened closely to City feedback, refined our operational practices, and renewed our focus on accountability, communication, and community partnership. Our goal is not only to manage the facility efficiently but also to strengthen trust and transparency in every interaction with City staff and leadership.

We believe in shared success. As part of this proposal, Swan Aquatics is offering a profit-share incentive model that allows the City to recoup a portion of the management fee through operational efficiencies and program growth. We see this as a meaningful way to demonstrate our commitment to fiscal responsibility and partnership — aligning our interests directly with the City’s.

Our team remains deeply invested in the Gilroy community. We employ local residents, collaborate with local schools, and reinvest in our staff through ongoing training and certifications. We’re proud of the relationships built at the Aquatic Center and of the positive impact those relationships have had on thousands of swimmers, families, and recreation participants.

We sincerely hope to continue this partnership — not as just a contractor, but as a trusted extension of your Parks & Recreation team. Thank you for your consideration and for the opportunity to present our renewed commitment to excellence, transparency, and community value.
3 Warm regards,
Melissa Swanson-Musil
Founder & Chief Executive Officer
The Swimming Swan, LLC dba Swan Aquatics
[email protected] | 858-242-9974
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

Our History
4 On May 20, 2014, a near drowning occurred at
a pool where there was no lifeguard on duty.

Melissa, in the pool teaching a swim lesson, was
able to respond and resuscitate a 4-year-old child
with the help of one of her swimmers, age 3 who
was the first person to grab the victim from the
bottom of the pool.

This event was life changing and
transformative for Melissa. She then decided to
come up with a plan to bring on more instructors
and create more awareness of the importance of
learn to swim programs.

Swan Aquatics’ Founder: Melissa Swanson-Musil
Some of our strategies to this are:

Implementing required safety programing and
training documentation.

Aquatic programming for all, from swim
lessons, aquatic fitness, and other options.

Handling of community access with our
comprehensive websites with registrations,
reservations, and waivers for a simple
process for patrons.

Qualifications
The lifeguards were professional. I never saw one take their eyes off people in the pool!
-Christopher High School Aquatics Center patron, 9/2025 Our Mission
To bring aquatic safety into more communities,
building safer environments.

Services We Offer
Strategic Planning - Swan Aquatics provides
comprehensive strategic planning services
designed to strengthen facility operations,
financial sustainability, and community
engagement.

Facility Operations - We manage every aspect
of day-to-day aquatic facility operations —
including staffing, scheduling, maintenance
oversight (if needed), and guest services — to
ensure smooth, safe, and enjoyable experiences
for all patrons.

Planning: Tailoring programs and schedules -
We design flexible, inclusive programming and
schedules that reflect community demographics,
seasonal demand, and facility capacity.

Operational Development: Workflows and
resource allocation - Our operational
development services focus on creating efficient
workflows, defining clear staff responsibilities, and
optimizing resource use.

Safety Training: Certifications - We provide
comprehensive staff training and certification
programs aligned with American Red Cross
standards.

Scholarship Programs - Over the last 4 years
Swan Scholarships have assisted over 100 Gilroy
families to bring water safety and aquatic equity
into their summer plan.

Brand Development and Marketing - Swan
Aquatics enhances visibility and community
participation through targeted brand development
and marketing initiatives.

Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

5 Qualifications
Aquatics Programs
Lap Swimming/Recreation Swim/Adaptive & Family
Swim
We provide seasonal lap swimming, recreational swim,
and adaptive/family swim, supporting healthy lifestyles and meeting public demand.

Lap Swim: Lap swimming is available daily, 6 days
a week.

Recreational Swim: Fun and enjoyable time with
the 2 large water slides and play structure open
and operating.

Adaptive and Family Swim: During this time, we
have the activity pool and first lane of the
competitive pool available for a low sensory time to
enjoy and play. *Swan Aquatics is implementing
special adaptive swim lessons training with staff to
bring to our swim lesson classes for those students
with different types of disabilities
Swim Lessons
Private Swim Lessons: Tailored one-on-one
instruction designed to fit individual needs.

Group Swim Lessons: We offer 30-minute, 8-
lesson sessions (4 days per week for 2 weeks) and
4-lesson sessions (2 days per week for 2 weeks
over weekends).

Service offerings for each group along with age, range
of skills and abilities are outlined more in-depth in
Programs, Services, and Schedule.

Youth Programs
Junior Guard: Designed to build a foundation of
knowledge, attitudes and skills for future lifeguards.

Swim Day Camps: A safe and fun environment
where kids learn water safety and practice their
swimming skills.

Aqua Fitness Classes
These classes provide low impact ways to improve
joint stability, coordination, heart health, mental health, and overall strength. Examples include:

Aqua Cardio Classes
Aqua Zumba
SUP (stand-up paddle board) Yoga
It's a beautiful pool. Vee, the Aqua Zumba instructor was great! -Christopher High School Aquatics Center patron, 9/2025 Affiliations and Memberships
Swan Aquatics is proud to be a licensed training
provider for both the American Red Cross and a
recognized Training Site for Starguard. This enables us to offer comprehensive training programs through
these reputable agencies, ensuring our staff and
programs meet the highest safety and industry
standards.

1. American Red Cross

2.Starguard Elite

3.Association of Aquatic Professionals (AOAP)

4.USA Swimming

5.Bay Area Public Pool Operator Association
(BAPPOA)

6.United States Swim School Association (USSSA)

7.National Recreation & Park Association (NRPA)

8.American Camp Association (ACA)

9.Community Associations Institute (CAI)

10.San Diego Aquatic Council

11.Southern California Public Pool Operator
Association (SCPPOA)
Our extensive network of industry partnerships
guarantees that we remain at the forefront of aquatic
safety, training, and operational excellence.

Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

Our approach to aquatics is an established, straightforward, five-step approach for all the facilities that we manage.

STEP 1 - FACILITY REVIEW AND ASSESSMENT
We begin with an on-Site facility visit closely followed by a review of the overall operations including: Safety, First aid, Instructional and Rescue equipment, Standard operating procedures in place, Emergency Action Plans (EAPs), pool space capacity, and notable weather factors. Adjustments or new policies are then created by our team in order to ensure all safety standards are up-to-date to mitigate risk.

STEP 2 - CREATION OF INDIVIDUALIZED WEBSITE
Once the site has been assessed, we begin creating a custom, branded website specific to the facility. This website can include registration forms, liability release waivers, and payment structures for exclusive facility use. Further information such as pool rules, reservations of pool, Q&A, open lap swimming schedules, and calendar of all available classes to come, is also included.

STEP 3 - INSURANCE AND MANAGEMENT STRUCTURE
Next up is establishing the certificate of insurance (COI) and additional insured liability policy in place for the venue. We are also reviewing any safety and risk mitigation strategies at this point with our ADP representative through our PEO. (Professional Employer Organization) STEP 4 - HR, TRAINING AND STAFFING
We then begin hiring staff by looking at our internal team and sending out the request and/or posting on various job boards and at local schools. We may also host certification courses to the public with the expectation that positions are available for hire with successful completion of training and onboarding. Once staff is hired and the first pre-service training has been scheduled; equipment, uniforms and teaching supplies are purchased and delivered.

Examples of our outreach to the community include: Social media platforms, PPC/Google campaign, thumbtack and other third-party marketing or advertising sites, direct door mailers to neighbors in the community outlining the new programs, community outreach and Business-to-Business partner building.

STEP 5 - SCHEDULING AND MARKETING
Finally, we then market the first series of classes and schedule our monthly in-service training for staff to review pool layout, zones of surveillance, practice emergency skills and evacuation drills, review programs, and all other important and pertinent information. Our approach is very methodical with bi-weekly meetings between the executive Team and on-site management.

Our five-step approach establishes a solid foundation for safe, efficient, and community-focused operations.

The following sections outline how these systems are applied in practice — including our safety and documentation protocols, accessibility initiatives, community access processes, and collaboration with the City of Gilroy to maintain the highest standards of care and service.

Program Understanding
6 The Swan Aquatics 5-Step Approach
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

Safety Program & Documentation
7 Program Understanding
Swan Aquatics has worked with state, county and local guideline to put into place protocols that are designed to minimize potential risks, keep operations running smoothly, and maintain the highest level of safety. Our safety programs and documentation can be found within our aquatic offices and is available upon request and approval from Swan Aquatics management. Swan Aquatics strives to keep digital copies of documentations as back up.

Standard Operating Procedures (SOPs)
Reviewed annually
Cal-OSHA reviewed and approved daily aquatic attraction safety checklists and training records Three consecutive years of review and approved through Cal-OSHA at CHS Aquatic Center Facility opening and closing duties, including water chemistry readings Reporting
Daily pool and slide inspections
First aid and AED protocols
Incident and accident reporting
Water Rescue Reports
Accidental Fecal Response reports
In-service and training
Staff safety certifications
EAPs
Reviewed annually
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

8 Swan Aquatics is looking to bring in an Adaptive and Family Swim time to our operations hours. During this time we have the activity pool and first lane of the competitive pool available for a low sensory time to enjoy and play. During this swim time there will be no music playing, the loud water features will be turned off, a quiet time to enjoy the water safely.

Swan Aquatics is implementing special adaptive swim lessons training with staff to bring to our swim lesson classes for those students with different types of disabilities from Intellectual and Developmental Disabilities, Congenital Disorders, Neurological System Disorders, Orthopedic Impairments as well as Sensory Impairments with the intention to encourage our lessons to be inclusive. If available, accommodations may be made so that parents and caregivers will be able to participate in-water during swimming lessons if desired.

Community Access and Rentals
Swan Aquatics uses a customized implementation of the Presspoint software platform to manage registration, scheduling, and reporting for all aquatic programs. Through a centralized online portal, community members can register for lessons and camps, reserve event or party spaces, and receive automatic confirmations and receipts. The system integrates registration, payment, and communication tools, enabling both automated and manual email or SMS updates directly within the platform.

Our team leverages Presspoint’s robust reporting features to track attendance, usage, revenue, and scheduling efficiency. These insights allow us to adjust programming, manage waitlists and transfers, and respond quickly to community demand. Standard rentals such as party (or lane reservations, when implemented) can be automatically approved online, while specialty or recurring requests — such as school or swim club lane rentals — are reviewed by management to ensure fairness and optimal facility use. By combining automation with attentive oversight, Presspoint ensures transparent scheduling, accurate record keeping, and exceptional customer service that keeps programs efficient, balanced, and community-focused.

Special Needs/ADA
Program Understanding
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

Program Understanding
9 Program Philosophy
At Swan Aquatics, our philosophy is built on three pillars — safety, operational excellence, and community connection. We combine decades of aquatics management experience with integrated systems that streamline scheduling, HR compliance, payroll, and staff performance tracking to ensure each facility operates efficiently and transparently. Safety is our foundation, reinforced through rigorous training, ongoing audits, and alignment with American Red Cross standards. In partnership with the City of Gilroy, we’re dedicated to creating vibrant, inclusive aquatic spaces where residents of all ages can learn, grow, and connect through the water. Our approach blends precision with purpose — ensuring every program, from swim lessons to lifeguard certification, reflects the values, energy, and goals of the Gilroy community.

City Assistance
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC Swan Aquatics values its ongoing partnership with the City of Gilroy and welcomes continued collaboration to ensure the success of the Christopher High School Aquatic Center. The City’s support in several key areas would be beneficial: communication and marketing, community partnerships, and coordination with local agencies. Joint promotion through City social media channels, website listings, and placement in the City’s Activity Guide helps us reach a wider audience and keep residents informed of upcoming lessons, events, and recreational swim opportunities.

We also hope to continue participating in programs like the City’s “OpportuniTEEN” job fair to provide local youth with employment and certification opportunities. In addition, partnership with Gilroy’s first responders — including the police and fire departments — strengthens water safety awareness, supports emergency response readiness, and builds community trust. These collaborative efforts allow Swan Aquatics and the City to operate a program that is not only efficient and safe, but also deeply connected to the residents it serves.

Programs, Services, and Schedule
10 Swan Aquatics brings a structured, data-informed approach to managing the Christopher High School Aquatics Center. This summer plan integrates community attendance trends, operational data, and feedback from past seasons to deliver safe, engaging, and equitable programming for all users. The following section provides a detailed overview of proposed operations, program design, staffing, and pricing strategies to ensure both financial sustainability and outstanding public service. 2026 Proposed Hours of Operations
Tuesday, June 16 - Sunday, August 16, 2026
Mondays: Closed
Weekdays: 8:30 AM - 7:00 PM
Weekends: 8:30 AM - 5:00 PM
Spring
Saturday, May 23 - Sunday, June 14, 2026
Mondays: Closed
Weekdays: 4:30 - 7:30 PM
Weekends: 12:00 - 5:00 PM
Summer
Pool Closed June 8-12 for GUSD last week of school
Saturday, August 22 - Sunday, September 6, 2026
Weekends: 12:00 - 5:00 PM
Fall
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

Lap Swimming/Recreation Swim/Adaptive and Family Swim:

We provide seasonal lap swimming, recreational swim, and adaptive/family swim, supporting healthy lifestyles and meeting public demand.

Lap Swim:

Lap swimming is available daily, six days a week, with shared lanes and circle swimming for two or more swimmers. At times there may be limited available lanes as the space is shared with swim lessons, fitness classes, swim teams and recreational swim. The competition pool requires a swim test for anyone wanting to swim under the age of 13, except in specific programming.

Recreational Swim:

Fun and enjoyable time with the 2 large water slides and play structure open and operating. A time to play, with music playing and both Activity and Competition pool available. All slides have height restrictions and require a wristband to ride. The competition pool requires a swim test for anyone wanting to swim under the age of 13.

Adaptive and Family Swim:

During this time we have the activity pool and first lane of the competitive pool available for a low sensory time to enjoy and play. During this swim time there will be no music playing, the loud water features will be turned off, a quiet time to enjoy the water safely. *Swan Aquatics is implementing special adaptive swim lessons training with staff to bring to our swim lesson classes for those students with different types of disabilities from Intellectual and Developmental Disabilities, Congenital Disorders, Neurological System Disorders, Orthopedic Impairments as well as Sensory Impairments with the intention to encourage our lessons to be inclusive. If available, accommodations may be made where parents and caregivers will be able to participate in-water during swimming lessons if desired.

Private Swim Lessons:

Tailored one-on-one instruction designed to fit individual needs. Each session is 30 minutes, focused learning and minimal distractions. These lessons are sold individually to be flexible in scheduling needs and can be built to be adaptable.
11 My instructor Maddie was very knowledgeable and made it easier for me to understand the basic[s] of swimming.
-Christopher High School Aquatics Center Private Swim Lesson patron, 9/2025 Programs, Services, and Schedule
Aquatics Programs
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

12 Group Swim Lessons:

We offer 30-minute, 8-lesson group sessions (4 days per week for 2 weeks) and 4-lesson sessions (2 days per week for 2 weeks over weekends).

Swan Aquatics follows the American Red Cross standards for group swim lessons beginning at the age of six months through adult in a learn to swim program. However, we are also offering more flexible scheduling options through private lessons to accommodate families with varied availability. *Swan Aquatics is implementing special adaptive swim lessons training with staff to bring to our swim lesson classes for those students with different types of disabilities from Intellectual and Developmental Disabilities, Congenital Disorders, Neurological System Disorders, Orthopedic Impairments as well as Sensory Impairments with the intention to encourage our lessons to be inclusive. If available, accommodations may be made where parents and caregivers will be able to participate in-water during swimming lessons if desired.

Programs, Services, and Schedule
Lessons by Age, Range of Skills, and Abilities
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC [I loved] How they broke it down for you and worked with you at your level of skill.
-Christopher High School Aquatics Center patron, 9/2025

13 Parent and Tot Swim Lessons
6 months to 3 years of age, Maximum of 10
Families per Lesson.

The purpose of this course is to familiarize
children with the water and teach swimming
readiness skills. This course also teaches parents
safety information and techniques parents can
use to help orient children to the water. One
parent or guardian per child is required in the
water during this course.

Goals for this Group Lesson:

Water Adjustment, Exiting/Entering the Water
Breath Control
Retrieving Water Toys
Child Passes
Kicking
Monkey Crawls/Crab Walks
Assisted Front/Back Floats and Glide
Rolling from front to back, back to front
Assisted Ice Cream Scoops
Optional Underwater Exploration
Water Safety
Preschool Level 1 Swim Lessons
Ages 3 to 4, Maximum of 5 swimmers per
lesson.

The purpose of this course is to begin teaching
fundamental water safety and aquatic skills. The
goal is to help children get comfortable in the
water while learning basic water safety skills.

Goals for this Group Lesson:

Safe Water Entry/Exit
Blowing Bubbles
Face In, Eyes Open or Closed
Dunkaroo's - cue & goes under
Retrieving Underwater Toys
Assisted Front and Back Floats
Kicking with Support
Reach for the Wall
Assisted Ice Cream Scoops
Jumps & Recovery
Front and Back Glide
Supported Front Crawl
Supported Back Crawl
Supported and Unsupported Roll Front to
Back
Water Safety
[I loved] watching my kids learn how to swim.
-Christopher High School Aquatics Center patron, 9/2025 Programs, Services, and Schedule
Lessons by Age, Range of Skills, and Abilities
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

14 Preschool Level 2 Swim Lessons
Ages 3 to 4, Maximum of 5 children per lesson.

The purpose of this course is to further the
development of water safety and aquatic skill
progressions towards independent swim. Children
beginning in the lesson should be very
comfortable in the water and be able to ease their
faces into the water.

Goals for this Group Lesson:

Entry and Exit Safety
Bobbing
Open Eyes under Water
Retrieve Objects at Steps
Front Float 3 to 5 Seconds
Front Glide to Recover
Back Float 5 to 15 Seconds
Back Glide to Recover
Roll from Front to Back and Back to Front
Combined Arm and Leg Action on Front and
Back
Finning Arms on Back
Treading Water 5 to 15 Seconds
Water Safety
Level 1 Beginner Swim Lessons
Ages 5 and Up, Maximum of 5 swimmers per
lesson.

The purpose of this course is to teach children
and young teenagers to be safe in, on, and
around water and swim well. Aquatic and
personal water safety skills are taught in logical
progressions through the swim levels.

Goals for this Group Lesson:

Enter and Exit Water Safely
Breath Control - Bubble Blowing, Rhythmic
Breathing (3 seconds)
Working towards Independent Front and
Back Crawl
Bobbing 5 Times
Open Eyes under Water and Retrieve
Submerged Objects
Front/Back Float and Recovery
Back Float 5 seconds
Roll from Front to Back and Back to Front
Treading - below waters surface, arm and
hand actions
Alternating and simultaneous leg and arm
actions on back and front
Jumping out and Recovering to the wall
Water Safety
Programs, Services, and Schedule
Lessons by Age, Range of Skills, and Abilities
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

15 Level 2 Advanced Beginner Swim Lessons
Ages 5 and Up, Maximum of 5 swimmers per
lesson.

The purpose of this course is to teach children
and young teens to be safe in, on, and around
water and swim well. Aquatic and personal water
safety skills are taught in logical progressions
through the levels. Children beginning in this
lesson should be very comfortable in the water,
able to ease their face into the water and be
comfortable with a supported back and front float.

Goals for this Group Lesson:

Safe Entry and Exit
Fully Submerged and hold breath
Bobbing 5 to 10 times
Open eyes underwater and retrieval of
objects
Rotary breathing
Front Float/Front Glide to Recover
Back Float/Back Glide to Recover
Roll from Front to Back
Tread Water 15 seconds to 1 minute
Change direction of travel while swimming on
front or back
Combined arm and leg actions on front and
back
Finning arm action on back
Water Safety
Level 3 Intermediate Swim Lessons
Ages 5 and Up | Maximum of 5 swimmers per
lesson.

The purpose of this course is to teach children
and teens to be safe in, on, and around water.

Aquatic and personal water safety swimming
skills are taught in logical progressions through
the swim levels. Children beginning in this
lesson should be independently swimming at
least half way across the pool, be able to fully
submerge, are comfortable in deeper water, and
be able to perform the front and back crawl.

Goals for this Group Lesson:

Jump into deep water from the side,
submerge, return to the surface then to the
side
Headfirst entry from the side in a seated and
kneeling position
Bobbing while moving to safety
Rotary breathing
Survival float for 30 seconds
Back float 1 minute
Tread water 1 minute
Change from vertical to horizontal position
on front and back
Push off streamlined position on front, then
begin kicking
9 ft. depth - Jump In and recover to wall
9 ft. depth - Deep sitting and kneeling dives
(protects head)
Bobbing
Front/Back float and recover
Front/Back crawl 15 to 25 yards
Elementary Backstroke 15 yards
Flutter, scissors, breaststroke and dolphin
kicks
Introduction to side stroke
Water Safety
The swim teacher was
great with the kids!
-Christopher High School Aquatics
Center patron, 9/2025
Programs, Services, and Schedule
Lessons by Age, Range of Skills, and Abilities
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

16 Level 4 Advanced Swim Lessons
Ages 5 and Up, Maximum of 5 swimmers per
lesson.

The purpose of this course is to teach children
and teenagers how to be safe in, on and around
water and to swim well. Aquatic and personal
water safety skills are taught in logical
progressions through the swim levels. Swimmers
in this level should be swimming across the pool
independently and working on improving their
stroke development and endurance.

Goals for this Group Lesson:

Headfirst entry - compact and stride positions
Feet first surface dives
Swim underwater
Tread water, using 2 different kicks
Survival swimming for 1 minute
Continuous swimming 25 yards+ for all
primary strokes
Elementary backstroke 25 yards+
Sidestroke 15 yards+
Push off wall streamlined on front and back,
15 yards
Open turns on the front and back
Flutter and dolphin kicks on board
Water Safety
Adult Swim Lessons | Adult Learn-to-Swim
Ages 18 and Up, Maximum of 5 swimmers per
lesson.

The purpose of this course is to introduce and
teach adults to be safe in, on, and around water.

The primary focus is on comfortability and
remaining calm. We then progress into proper
floating, kicking, and further, into stroke
mechanics and technique. We will make
exceptions for teenagers to join this group.

Goals for this Group Lesson:

Comfortability
Breath Control
Front/Back Floats
Flutter Kicking
Front/Back Glides
Introduction to Front/Back Crawl
Introduction to Rotary Breathing
Introduction to Sidestroke and Elementary
Backstroke
Introduction to Treading Water
[I loved how] ... amazing the swim coaches are at actually working with and teaching the kids.
-Christopher High School Aquatics Center patron,
10/2025
Programs, Services, and Schedule
Lessons by Age, Range of Skills, and Abilities
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

Programs, Services, and Schedule
Junior Guard and Swim Day Camps:

Ages 11 - 14
Junior Lifeguarding is designed to guide youth to the world of aquatics and safety through an introductory lifeguarding course by building a foundation of knowledge, attitudes and skills for future lifeguards.

Additional swim camps are summer day camps that provide a safe and fun environment. Where kids will learn water safety, get a chance to practice their swimming skills under the direct supervision of our camp leaders, and play games.
17 Aqua Fitness Classes:

Ages 13 and up
Aqua Fitness is a perfect way to stay healthy for those who enjoy the water. This program is designed to be low impact, improve joint stability, coordination, heart health, mental health, and overall strength.

Participants will use water dumbbells and various flotation devices to help with coordination and exercise techniques. Examples include Aqua Cardio Classes, Aqua Zumba and SUP (Paddle board) Yoga.

Aquatics Programs: Youth Programs and Aqua Fitness
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

Lifeguard Course:

Ages 15 and up
The primary purpose of the courses in the American Red Cross Lifeguarding program is to provide participants with the knowledge and skills needed to:

Prevent, recognize, and respond to aquatic emergencies.

Provide professional-level care for breathing and cardiac emergencies, injuries, and sudden illnesses until emergency medical services (EMS) professionals take over.

This program offers a choice of lifeguarding courses to meet the various training needs of a diverse audience.

Water Safety Instructor Course:

Ages 15 and up
The purpose of the American Red Cross Water Safety Instructor course is to train instructor candidates to teach courses and presentations in the American Red Cross Swimming and Water Safety program by developing their understanding of how to use the course materials, how to conduct training sessions, and how to evaluate participants’ progress.
18 Programs, Services, and Schedule
Aquatics Programs: Lifeguarding and Water Safety Instructor Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

Please note that our response to Maintaining Comparable Fees & Approach to Increases is on the following page.
19 Programming Rates
Group Lessons $125
Group Weekend Lessons $65
Private Lessons $55
Aqua Zumba $10
Jr. Lifeguard $260
Daily Rate
2 and Under Free
Youth (3-17) $9
Adult (18-54) $10
Senior (55+) $7
Military $8
Monthly Gilroy Resident Rate
Individual $85
Senior $65
Family (Multiple options avaiable) $100-120
Summer Passes Gilroy Residents
Individual $275
Family (Multiple options avaiable) $300-375
Training and Certification
Rates
Lifeguard Cert. $325
LGI Cert $375
WSI Cert. $375
First Aid/CPR/AED Cert. $90
Rental Rates
Party Area $400
*Admission up to 40 people is included in
the reservation fee
Concessions
Pre-Packaged Options
$1 - $5 Items
Programs, Services, and Schedule
Proposed Fee Schedule
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

20 Swan Aquatics has provided Youth and Family Recreation Scholarships to residents who live within the boundary lines of Gilroy Unified School District and are limited to participate in fee-based recreation/pool programs due to economic constraints. Over the last 4 years, Swan Scholarships have assisted over 100 Gilroy families to bring water safety and aquatic equity into their summer plan. The online application process is simple with verification and allows for recipients to utilize their scholarship quickly to not miss out on programming.

Along with scholarships availability for our participants Swan Aquatics offers assistance for incoming staff to obtain the necessary certifications for Lifeguards and Water Safety Instructors. This assistance is offered in a variety of ways and is discussed privately with staff to keep any assistance requests confidential.

Swan Aquatics knows that swimming is more than a leisure activity; we create schedules and fees that reflect community demographics, seasonal demand, and facility capacity. When looking at programming and entry fees, industry trends and comparisons are taken into account. This includes research into local options for programs and pricing comparisons; taking part in local surveys; and researching neighboring communities to compare fees, programs, and wages.

We know that at times prices may need to increase due to many factors, including adjustments made in local and state wage requirements or certification costs. To reduce how these increases impact our patrons, Swan Aquatics takes a modest approach -- planning for smaller price adjustments spread over multiple seasons, rather than large single-year increases. In recent years, most of our program fee increases have remained below the national Consumer Price Index (CPI), reflecting our commitment to affordability and access.

Thank you for the reasonable cost, because that 6 of us can come almost every day. This facility offers one of the best activities for all of us summer time!!
-Christopher High School Aquatics Center patron, 9/2025 Programs, Services, and Schedule
Scholarships for those Experiencing Economic Hardship
Maintaining Comparable Fees and Approach to Increases
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

21 Programs, Services, and Schedule
Proposed Total Operator Management Fee
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC Swan Aquatics proposes an annual management fee of $266,661.24, reflecting a 3% increase from the first 2025 submitted bid. This adjustment aligns with a modest, consistent year-over-year growth rate that supports staff development, certification requirements, updating along with replacement of facility amenities and safety equipment, this with rising operational costs while maintaining fiscal responsibility.

In addition to the management fee, Swan Aquatics proposes a 10% end-of-season profit share to be returned to the City. Based on conservative projections, this structure is estimated to generate approximately $12,400 in revenue back to the City, with the potential for a greater return as program participation and community engagement continue to grow.

Swan Aquatics is committed to full financial transparency, providing detailed monthly profit and loss (P&L) reporting inline to previous reports requested and provided to City of Gilroy staff and open communication throughout the season. This model ensures that the City benefits directly from increased participation and revenue while maintaining a stable, predictable operational framework for the Christopher High School Aquatics Center.

22 Program: Group Swim Lessons (Ages 6
months–Adult)
Program Hours: Tuesday–Friday, 8:30 –
11:00 AM and 5:00 - 7:30 PM
Staffing Plan:

Swim Coordinator (1): 28 hours/week
Swim Instructors (4-5 positions): 28
hours/week each
Lifeguards (4-5 positions): 28
hours/week each
Program: Private Swim Lessons (Ages 6-
Adult)
Program Hours: Tuesday-Sunday, 12:00
- 4:00 PM
Staffing Plan:

Swim Coordinator (1): 24 hours/week
Lifeguard (2): 28 hours/week each
Program: Jr. Lifeguard (Ages 11-14)
Program Hours: Tuesday–Friday, 9:00
AM – 1:00 PM (2 week session)
Staffing Plan:

Lifeguard Coordinator: 16 hours/week
Lifeguard (2 positions): 16 hours/week
each
To ensure a safe, structured, and enjoyable experience for all participants, our company has developed a comprehensive staffing plan that outlines the number of staff, position titles, and assigned hours for each program. Each position is strategically assigned based on the scope of services, participant-tostaff ratios, and the specific needs of the program.

Program: Aqua Fitness (Ages 13 and up)
Program Hours: T/W/F, 6:00-7:00PM;
W/F, 10:00-11:00 AM; T/Th, 10:00-
11:00AM; Sunday, 10:00-11:00 AM
Staffing Plan:

Aqua Fitness Instructor (1): 8
hours/week
Lifeguard (2): 16 hours/week each
Program: Lap Swim (Ages 12 and up)
Program Hours: Tuesday-Friday, 8:30-
11:30 AM and 12:00-7:00 PM; Sat/Sun,
8:30-11:30 AM and 12:00-5:00 PM
Staffing Plan:

Lifeguard Coordinator (1): 56
hours/week
Lifeguard (3): 56 hours/week
Program: Recreation Swim (All ages)
Program Hours: Tuesday-Friday, 12:00-
4:30 PM; Sat/Sun, 12:00-5:00 PM
Staffing Plan:

Lifeguard Coordinator (1): 28
hours/week
Lifeguard (14): 28 hrs/week each
This staffing structure ensures adequate adult-to-youth ratios, consistent supervision, and quality programming throughout the day. Our team is trained in youth development, safety protocols, emergency response, and inclusive practices, all of which support a positive and enriching environment for participants.

Programs, Services, and Schedule
Proposed Staffing Plan
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

Market Research: Track industry trends and community needs to guide staffing and growth.

Advertising & Outreach: Targeted campaigns to attract top talent and new partners.

Talent Acquisition & Recruitment: Use job boards, social media, and assessments to hire the most qualified professionals.

Staff Training: Provide onboarding, safety certifications, and leadership development to keep staff current and motivated.

Benefits: Comprehensive medical, dental, vision, and 401(k) plans for long-term stability and retention.

ADP Services: End-to-end payroll, HR, and compliance support through ADP.

Performance Management: Set goals, evaluate progress, and drive improvement.

Employee Relations: Strengthen workplace culture and resolve conflicts.

Health & Safety: Ensure compliance with safety standards and promote wellbeing. 23 Our human resources (HR) team drives recruitment, onboarding, and professional development to maintain a skilled, motivated workforce. We ensure compliance with safety regulations, support career growth through mentorship, and offer competitive benefits and wellness programs that promote retention and satisfaction.

Key HR Services
Programs, Services, and Schedule
Human Resources
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

Marketing Team Expertise
30+ years combined experience in wellness, marketing,
and tech
25 Day 1 Implementation
Immediate activation of community engagement
strategies
Core Platform
SEO-optimized website & customer profile tracking
Engagement Strategies
Growth & Optimization
List building & paid campaigns
Data-driven adjustments (SEO, SEM, reporting)
Outcome & Impact
Engaged, informed, growing aquatic community
Enhanced awareness of safety services
Personalized Communication to
Boost Retention
Targeted Messaging
Automated Campaigns
Safety Updates & Notices
Feedback Loops
Retention Tracking
Multi-channel Outreach to
Maximize Visibility
Social Media Posts
Email Campaigns & Text Messaging
Flyers, posters, and printed in facilities
Blog posts
Consistent branding
Marketing Flow
Programs, Services, and Schedule
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

Chief Marketing Officer Karoline NevilleHamilton combines 25 years of experience with a unique blend of technical and creative expertise.

A yoga teacher since 2004, she’s built custom
web applications and marketing campaigns for
clients and her own ventures since 2000.
...Turning Strategy Into Action
26 Proven expertise that delivers results: Swan’s marketing team brings over 30 years of combined experience in fitness and wellness, marketing, and web technology, ensuring professional campaigns that engage customers and grow participation.

Day 1 Marketing: We start from day one with immediate implementation of strategies for robust community engagement before launch.

Co-branded SEO-optimized website platform: Designed for efficient registration and customer profile-building, which allows us to cultivate customer interest and analyze participation and spending patterns across demographics.

Personalized communication that boosts retention: Our Mailchimp-integrated technology platform allows us to match opportunities with customer interests, increasing satisfaction and encouraging repeat involvement.

Multi-channel outreach that maximizes visibility: From social media, text, and email to flyers and posters, we reach customers where they are, keeping the community informed of programs, classes, and schedule updates — and driving stronger attendance.

List building and customer growth: We expand reach through paid social media and Google Ads campaigns, alongside targeted lead-generation efforts, steadily growing the customer base and increasing community engagement.

Continuous Optimization: Data-driven adjustments using Mailchimp reporting and purchasing results to refine campaigns and improve SEO and SEM results over time.

The Team ...

Caitlin Elrod, Marketing Coordinator, pairs over
a decade of yoga instruction with a background
in social media marketing, bringing balance and
creativity to every project.

Marketing Team and Strategy
Programs, Services, and Schedule
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC

2 Pools
Featuring a main swimming pool with diving board and
an activity pool
Volleyball Court
Managed and maintained the
facility's volleyball court,
providing a fun and active
space for patrons
Picnic Areas
Supervised the use of picnic
areas to ensure a clean and
enjoyable experience for
families and visitors
With Swan Aquatics leading operations, the Islander Aquatic Center has become a cornerstone of community recreation in Riverside, offering safe, family-friendly aquatic activities and enhancing the overall visitor experience.

Facility Operations
Oversee all daily operations to ensure a smooth, safe,
and enjoyable environment for all visitors
Concessions
Managed food and beverage services, providing a
variety of healthy and convenient options for patrons
Program Management
Coordinated swim lessons, aquatic programs, and
recreational activities to engage the community
Safety Training
Provided comprehensive safety and lifeguard training
to ensure the highest standards of care and
emergency preparedness
Highlights
27 Situated in the heart of the Inland Empire, the Islander Aquatic Center serves as a vital summer destination for the 2.4 million residents of Riverside County. This vibrant facility offers a wide range of activities, including swimming lessons, aqua play, concessions, a volleyball court, and open picnic areas, making it a central hub for recreation and community engagement.

Islander
Aquatic Center
Overview
Swan Aquatics Services
Specialized and Past Experience
Programs, Services, and Schedule
Swan Aquatics Water Safety Services
California | Nevada | Arizona | Florida | Washington, DC