Hollister City Council
August 1, 2022

GC-70

after acceptance of the work by the City, whichever is later, provided, however, that if a final invoice has not been submitted and approved within sixty (60) days after acceptance of the work by the City, the City may elect to make payment of sums not in dispute without prejudice to the right of either the City or the Contractor in connection with any disputed sums.

The acceptance by the Contractor of final payment shall constitute a waiver and release of all claims by the Contractor against the City related to the work, except for cla ims previously made in writing and identified as unsettled by the Contractor at the time of submission of the final invoice. The making of final payment, however, shall not operate to release the Contractor or its sureties from obligations arising under this Contract, the Contract bonds and warranties as herein provided. Specifically, the making of final payment shall not constitute a waiver and release of claims by the City arising from (a) unsettled or future liens, (b) failure of the work to comply with the requirements of the Contract Documents, (c) the terms of any warranties required by or contained in the Contract Documents, (d) the right to any insurance proceeds or the right to make any insurance or bond claims, (e) any claims with respect to Contractor's obligation of indemnity provided for in the Contract Documents, or (f) any latent defects or fraud.

END OF GENERAL CONDITIONS
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EXHIBIT 9
Special Provisions
and/or
Technical Specifications

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DIVISION I - SPECIAL PROVISIONS
01010 PROJECT DESCRIPTION
The project is to perform road pavement rehabilitation by crack sealing and applying a slurry seal to the identified road segments.
01011 SUMMARY OF WORK
Pavement rehabilitation consisting of Type II slurry seal and restriping of streets. 01012 EQUIPMENT TO BE PROVIDED TO OWNER
(Not Used)
01013 WORK BY OTHERS
Others working on associated facilities and probably interfacing with the Contractor at some time during the execution of the work include:

1. City of Hollister Management Services Department Streets Division

2. City of Hollister Management Services Department Utilities Division

The Contractor shall cooperate to complete the necessary Work at a minimum cost and time delay for all involved. In the event of lack of agreement, the City will determine how and where the interface shall be made and his decision shall be final.

01014 DEFINITIONS

City: City of Hollister

Owner: City of Hollister

Engineer or
Design Consultant: Kimley-Horn and Associates, Inc.

Contractor: The individual, partnership, corporation, joint venture, or other legal entity having a contract with the City to
perform the work.

Construction Manager: City of Hollister

01015 WORK INVOLVING EXISTING SYSTEM

Operation of the existing water system shall not be jeopardized or materially reduced in efficiency as a result of the execution of Work. The Contractor will have to maintain existing services during construction at all times.

The Contractor must not plan work schedules until a written schedule has been approved, and work is fully coordinated with the City's operations.

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01016 COORDINATION OF WORK

The Contractor shall maintain overall coordination for the execution of the Work pertaining to this project. Based on the Construction Schedule prepared in accordance with these Specifications, the Contractor shall obtain from each of his subcontractors a similar schedule which shall be integrated into the construction schedule. The Contractor shall then be responsible for all parties maintaining these schedules for coordinating required modifications.
01017 WORK SEQUENCE AND CONSTRAINTS

A. The first working day of the project shall be no later than Monday, September 19, 2022. No delay will be allowed based on the Contractor’s inability to start the work on or before this date.

B. Within ten (10) working days upon receiving the completed (signed) Contract, the Contractor shall initiate the submittal and review process for all materials and equipment to be used on the project.

B. Within ten (10) working days upon receiving the completed (signed) Contract, or at the pre-construction conference, whichever occurs first, the Contractor shall prepare a Work Plan for review and approval by the City and Engineer.

The Work Plan shall describe all elements of the Work in sufficient detail to allow City and Engineer to evaluate the progression of planned activities at the Site.

C. Within forty (40) working days after the Notice-to-Proceed has been issued, the project shall be completed.

D. The Contractor shall be aware that there may be change orders involved with this Work. The Engineer has made every attempt possible to determine the extent and location of all existing facilities within the project area. However, the inexact nature of existing knowledge and unavailable as-built plans may require the issuing of change orders to reflect changed conditions.

01020 CONSTRUCTION STAKES, LINES AND GRADES

The Work shall be executed in accordance with the lines and grades indicated in the Contract Documents. Distances and measurements, except elevations and structural dimensions, shall be made on horizontal planes. Contractor shall verify elevations and locations of structures a minimum of 72 hours prior to construction. Contractor shall notify the engineer of record if any field conditions are different than what is noted on the Contract Documents.01021 SITE WORK

Principal control points, including establishment of temporary bench mark, will be identified by the Contractor and shall be protected from disturbance. If the points are disturbed, any work that is governed by these monuments shall be held in F.9.d
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abeyance until the points are re-established by the Contractor. The accuracy of all the Contractor's stakes, alignments, and grades is the responsibility of the Contractor. However, the City has the discretionary right to check the Contractor's stakes, alignments and grades at any time. Where such discretion is to be exercised by the City, he will notify the Contractor of his intention, stating the time at which the checking will commence. Any part of the work in progress, the results of which are predicated directly upon the Contractor's stakes, alignments, or grades to be checked, shall be held in abeyance until the City has notified the Contractor that the checking has been completed. The Contractor shall establish such control and reference points for line and grade as he may need and as will be required to properly lay out the Work.

01022 PARTIAL ACCEPTANCE OF WORK

After completion of certain portions of the Work, including all testing and other preparation necessary for operation of such portions by the City as herein specified, but prior to final completion of the Work, provisions may be made for partial acceptance in writing by the City for such portions only. The portions of the Work to be included for partial acceptance prior to final project complet ion will be noted at the preconstruction conference in accordance with Contractor's schedule, or by written notice to the Contractor at the earliest possible time.

The guarantee period for such portions of the Work shall commence with the date of their acceptance for use by the City. However, full payment for such portions will not be made until final acceptance of the total Work.

Acceptance of any portion of the Work prior to acceptance of the whole shall not be construed as absolving the Contractor of responsibility for any item of construction or incidental work included in the Contract. Prior to such occupancy or use, the City will enter into a written agreement with the Contractor delineating the portions of the Work released to the City for occupancy or use and indicating what if any, work remains to be done within the occupied or released area. If such prior use increases the cost of or delays the Work, the Contractor shall be entitled to such extra compensation, or extension of time, or both, as may be determined by the City after consideration of recommendations by the City.

Should any portion of the Work in use be damaged thereby, the City shall bear the expense for repairing such damage. However, if the portion being so used should reveal deficiencies of materials or workmanship, it shall be the Contractor's responsibility to replace the defective construction.
01023 PARTIAL AND FINAL PAYMENT

Attention is directed to Subsection 9-3.2 PARTIAL AND FINAL PAYMENT of the standard specifications. Modify paragraph three to read:

From each progress payment, 5% will be deducted and retained by the agency.

The City will withhold 5% of the total Contract amount until acceptance of the performance of the Contract by the City Council.

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01210 PRECONSTRUCTION CONFERENCE

Upon receipt of the completed (signed) Contract, the Contractor will arrange a meeting to be attended by the Contractor, City, Engineer, or their respective representatives, and others involved in the execution of the work.

The purpose of this conference shall be to establish a working understanding between the parties and to discuss the Construction Schedule, shop drawing submittals and processing, applications for payments and their processing, and such other subjects as may be pertinent for the execution of the Work. 01220 PROGRESS MEETINGS

The Contractor shall arrange and conduct progress meetings. These meetings shall be conducted at least once every week and shall be attended by the Contractor's superintendent and representatives of all subcontractors, utilities, and others that are active in the execution of the Work. The purpose of these meetings shall be to expedite the work of any subcontractor or other organization that is not up to schedule, resolve conflicts, and in general coordinate and expedite the execution of the Work.

The agenda of progress meetings, provided by the Construction Manager, shall include review of progress and schedule, review payment request at monthly intervals, review of narrative report by the Contractor, review of the latest Construction Schedule update, and review of the record documents if necessary. 01221 SCHEDULE REVIEW

The Work and the Construction Schedule as identified in Section 6 of the standard specifications shall be reviewed to verify:

A. Start and finish dates of activities falling within Contract time.

B. Durations and progress of all activities are reasonable.

C. A two week minimum, 4 week maximum look ahead schedule shall be submitted and updated on a weekly basis by the contractor. 01222 REVISIONS TO CONSTRUCTION SCHEDULE

The Contractor shall submit a revised Construction Schedule within five days of the occurrence of any of the following:

A. When delay in completion of any activity or group of activities indicates an overrun of the Contract time or control point requirement, by 5 working days or ten percent (10 percent) of the remaining duration, whichever is less.

B. Delays in submittals, deliveries or work stoppages are encountered which make replanning or rescheduling of the work necessary.

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C. The Schedule does not represent the actual prosecution and progress of the project as being performed in the field.

Acceptance of the revised Construction Schedule and all supporting data is contingent upon compliance with other related requirements specified before in this DIVISION I and any other previous agreements or requirements with or by the City.
01300 SUBMITTALS - SHOP DRAWINGS

In ample time for each to serve its purpose and function, the Contractor shall submit to the City for approval all schedules, reports, drawings, lists, literature samples, instructions, directions, guarantees, shop drawings, layout diagrams, catalog data, and test reports for all materials and equipment to be used for completion of the work. All information to be provided in sufficient detail to show complete compliance with all specified requirements of the Contract Documents covering, but not limited to, 01310 Materials and Equipment List.

The Contractor, at his own expense, shall make such changes in the required drawings as may be necessary to conform to the Contract Documents. After completion of such checking, verification, and revising, the Contractor shall stamp and sign the drawings indicating his approval and submit the shop drawings and pertinent data to the City for review. Prior to the City's review of such drawings, any work which the contractor may do on the fabrications covered by the same shall be at his own risk as the City will not be responsible for any expense or delays incurred by the Contractor for changes to make the same conform to the Contract Documents.

Shop drawings and data shall be submitted to the City in such number of copies as will allow him to retain two (2) copies of each submittal; alternatively, Contractor may submit electronic PDF copies of such submittals in lieu of hard copies. The submittal shall clearly indicate the specific area of the Contract Documents for which the submittal is made. The additional copies received by him will be returned to the Contractor's representative at the job site. The City's notations of the action that he has taken will be noted on the returned copies.

The above drawings, lists, prints, samples, and other data shall become a part of the Contract Documents, and a copy of the same shall be kept with the job site Contract Documents, and the fabrications furnished shall be in conformance with the same. However, the City's review of the above drawings, lists, prints, specifications, samples or other data shall in no way release the Contractor from his responsibility for the proper fulfillment of the requirements of this Contract nor for fulfilling the purpose of the installation nor from his liability to replace the same, should it prove defective or fail to meet the specified requirements.

01310 MATERIALS AND EQUIPMENT LIST
Submittal Name Specification Section
Work Plan 01017
Work Schedule 02110
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Slurry Seal 2018 Greenbook and City of Hollister Std Specs Section 203-5
Signing and Striping Improvement Plans & Caltrans Stds

01320 QUALITY CONTROL

All materials and equipment shall be new and of the specified quality and equal to the samples found to be acceptable by the City, if samples have been submitted.

The Work shall be done and completed in a thorough, workmanlike manner, notwithstanding any omission in the Contract Documents; and it shall be the duty of the Contractor to call the City's attention, apparent errors or omissions and request instructions before proceeding with the Work. The City may, by appropriate instructions, correct errors and supply omissions, which instructions shall be as binding upon the Contractor as though contained in the original Contract Documents.
01321 SAMPLING

The Contractor shall furnish such samples of materials as are requested by the City, without charge. No material shall be used until the City has had the opportunity to test or examine such materials. Samples will be secured and tested whenever necessary to determine the quality of the material. Samples and test specimens prepared at the job site, such as concrete test cylinders, shall be taken or prepared by the City in the presence and with the assistance of the Contractor. 01322 INSPECTION

Materials, equipment, and workmanship shall be subject to the inspection of, and rejection by, the City or City’s designated Inspector, if not in conformance with the Contract Documents. Defective materials, equipment, or Work shall be removed from the premises by the Contractor, whether in place or not, and shall be replaced with new and acceptable materials, equipment, or work. Repair of defective materials, equipment, or work shall be subject to the City's acceptance.

On all questions concerning the acceptability of materials or equipment, classification of materials, or equipment, execution of the Work, and the determination of costs, the decision of the City shall be final and binding upon all parties.

The Contractor shall at all times maintain proper facilities and provide safe access to all parts of the Work, to the shops wherein the Work is in preparation, and to all warehouses and storage yards wherein materials and equipment are stored, for purposes of inspection by the City. Should any Work be covered up before the City has had the opportunity to observe such work, it shall, if required by the City, be uncovered for examination at the Contractor's expense. 01400 TEMPORARY FACILITIES

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The Contractor shall provide all temporary facilities and utilities required for prosecution of the work, protection of employees and the public, protection of the work from damage by fire, weather or vandalism, protection from dust emissions, protection from contaminated stormwater runoff from the Work site, and such other facilities as may be specified or required by any legally applicable law, ordinance, rule, regulation, or permit.
01401 ELECTRICAL SERVICE

The Contractor shall be responsible for obtaining adequate temporary electrical service, if required. The Contractor shall then provide adequate job site distribution facilities conforming to applicable codes and safety regulations. Contractor shall comply with work day and work hour restrictions stipulated in the City Standard Specifications and Special Provisions contained herein. 01402 TEMPORARY LIGHTING

The Contractor shall provide temporary lighting in all work areas sufficient to maintain a lighting level during working hours not less than the lighting level required by OSHA standards.
01403 HEATING AND VENTILATION (NOT USED)

The Contractor shall provide means for heating and ventilating all work areas as may be required to protect the Work from damage caused by freezing, high temperatures, and other weather conditions. The Contractor shall provide a safe environment for workers.

Unvented direct fired heaters shall not be used in areas where freshly placed concrete will be exposed to combustible gases until at least two hours after the concrete has attained its initial set.
01404 WATER

The City can provide construction water for a fee. Contractor shall make all arrangements for a construction water meter with the City Management Services Utilities Division and the City Administrative Services Finance Department. A reduced pressure principle backflow preventer assembly (Febco 825Y or approved equal) must be provided/installed by the Contractor with any temporary piping, hoses, etc. Construction water may not be used for human consumption.

Contractor to provide potable water that shall be kept free from contamination and shall conform to the requirements of the State and local authorities for potable water.
01405 SANITARY CONVENIENCES

The Contractor shall provide a suitable and adequate chemical toilet at the site of the work.

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01414 WARNING DEVICES AND BARRICADES

The Contractor shall adequately identify and guard all hazardous areas and conditions by visual warning devices and, where necessary, physical barriers.

Such devices shall, as a minimum, conform to the requirements of OSHA. A Traffic Control Plan is required to be submitted for review and approval by the City. 01415 HAZARDS IN PROTECTED AREAS

Excavation on the project site from which the public is excluded shall be marked or guarded in a manner appropriate for the hazard.
01416 PROTECTION OF EXISTING ITEMS

The Contractor shall protect all existing structures, and other items on the project site that are to be preserved, by substantial barricades or other devices commensurate with the hazard, from injury or destruction by vehicles, equipment, workmen, or other agents.
01417 PROJECT SECURITY

The Contractor shall provide means necessary to protect equipment and project site against fire, theft, and vandalism, and for the protection of the public against exposure to injury. Contractor to identify a location for a yard to store equipment and material.
01418 FIRE EXTINGUISHERS

Sufficient number of fire extinguishers of the type and capacity required to protect the Work and ancillary facilities, shall be provided in readily accessible locations. 01419 DUST CONTROL

Adequate steps, procedures, or means as are required to prevent abnormal dust conditions being caused by his operations in connection with the execution of the Work. Control shall be by sprinkling, use of dust palliatives, tarps, modification of operations, or any other means acceptable to agencies having jurisdiction. Dust control is to be maintained at all times throughout the project including weekends, evenings, holidays, or those times when there is no work in progress. 01420 SPECIAL CONTROLS

The Contractor shall take all reasonable means to minimize inconvenience and injury to the public, or other agencies under his control. The Contractor shall limit his work and staging area to the minimum necessary and minimize disruption of any adjacent commercial, retail, recreational or residential facilities. 01422 ODOR CONTROL

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The Contractor shall take whatever steps, procedures, or means as are required to prevent abnormal odors being caused by his operations. 01423 DRAINAGE CONTROL

In prosecuting the W ork, care shall be taken to not disturb the pre-existing drainage pattern. Particular care shall be taken to direct and contain drainage water on City property and collect and properly dispose of such water as part of the Work. Storm Water Management Plan is required as part of the Work Plan to be submitted to the Engineer for review and approval.
01424 EROSION CONTROL

Erosion control measures for wind, water, material stockpiles, and tracking shall be implemented at all times by the contractor and shall include source control, including protection of stockpiles, protection of slopes, protection of all disturbed areas, protection of accesses, and perimeter containment measures. Erosion control shall be placed prior to the commencement of work based upon location, site characteristics or time of year. The intent of erosion control measures shall be to keep all generated sediments from entering a swale, drainage way, watercourse, atmosphere, or migrate onto adjacent properties or onto the public right-of-way.
01502 CONTRACTOR'S CONTINUING OBLIGATION

Contractor’s obligation to perform and complete the Work in accordance with the Contract Documents shall be absolute. Neither recommendation of any progress or final payment by CITY, nor the issuance of a Notice of Completion, nor any payment by CITY TO CONTRACTOR under the Contract Documents, nor any use or occupancy of the Work or any part thereof by CITY, nor any act of acceptance by CITY nor any failure to do so, nor any review and approval of a Shop Drawing or sample submission, nor the issuance of a notice of acceptability by CITY, nor any correction of defective Work by CITY will constitute an acceptance or Work not in accordance with the Contract Documents or a release of Contractor’s obligation to perform the Work in accordance with the Contract Documents. 01503 CONTACT PERSONS FOR OUTSIDE AGENCIES

The following agencies shall be contacted as specified in SECTION 5-UTILITIES of the City of Hollister Standard Specifications.

CITY OF HOLLISTER DEPT CONTACT PERSON PHONE

Utilities Division Henry Gonzales (831) 636-4377
Operations & Maintenance Division Derrick Speights (831) 636-4370 Engineering Division Cristian Builes (831) 636-4340

01504 PROJECT CLOSEOUT

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It is the intent of these Contract Documents that the Contractor shall deliver a complete and operable facility capable of performing its intended functions and ready for use.
01505 CLEANING

Throughout the period of construction the Contractor shall keep the Work site free and clean of all rubbish and debris, and shall promptly remove from the site, or from property adjacent to the site of the Work, all unused and rejected materials, surplus earth, concrete, and debris, excepting select material which may be required for refilling or grading.
01506 FINAL SITE CLEAN-UP

Upon completion of the Work, and prior to final acceptance, the Contractor shall remove from the vicinity of the Work all plant, surplus material, and equipment belonging to him or used under his direction during construction. 01507 WASTE DISPOSAL

The Contractor shall dispose of surplus materials, waste products, and debris and shall make necessary arrangements for such disposal.
01510 PROJECT RECORD DOCUMENTS

The Contractor shall maintain at the site, available to the City and Engineer, one copy of the Contract Documents, Drawings, Shop Drawings, Change Orders, and other modifications in good order and marked (red line) to record all changes made during construction (as-built drawings). These documents shall be delivered to the City upon completion of the Work prior to the release of final progress payment (not retention).

During the progress meetings, such record documents shall be reviewed to ascertain that all changes have been recorded.
01520 TOUCH-UP AND REPAIR

The Contractor shall touch up or repair finished surfaces on structures, or installations that have been damaged prior to final acceptance. Surfaces on which such touch up or repair cannot be successfully accomplished shall be completely refinished or in the case of hardware and similar small items, the item shall be replaced.
01530 REUSE OF DOCUMENTS

Neither CONTRACTOR nor any Subcontractor or Supplier or other person or organization performing or furnishing any of the Work under a direct or indirect contract with CITY shall have or acquire any title to or ownership rights in any of the Drawings, Specifications or other documents (or copies of any thereof) prepared by or bearing the seal of ENGINEER; and they shall not reuse any of F.9.d
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them on extensions of the Project or any other project without written consent of CITY and ENGINEER and specific written verification or adaptation by ENGINEER.

**END OF SECTION DIVISION I**

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DIVISION 2 – TECHNICAL SPECIFICATIONS

02010 GENERAL CONDITIONS

1. All construction and materials shall be in accordance with these plans, City (or town) standard details and specifications, the final geotechnical report and all issued addenda, and commonly accepted construction standards. The City specifications shall govern where other specifications do not exist. In case of conflicting specifications or details, the more restrictive specification and detail shall be followed.

2. The contractor shall comply with City “general notes” for construction, if existing and required by the City

3. The contractor shall furnish all material and labor to construct the facility as shown and described in the construction documents in accordance with the appropriate authorities' specifications and requirements.

4. The contractor shall visit the site prior to bidding to determine existing conditions.

5. The contractor shall review and verify all dimensions and field conditions that may affect construction. Any discrepancies on the drawings shall be immediately brought to the attention of the architect and engineer before commencing work. No field changes or deviations from design are to be made without prior approval of the engineer and if applicable the City. No consideration will be given to change orders for which the City, engineer, and owner were not contacted prior to construction of the affected item.

6. It is the contractor's responsibility to contact the various utility companies which may have buried or aerial utilities within or near the construction area before commencing work to have them locate their existing utilities prior to construction. The contractor shall provide an adequate minimum notice to all utility companies prior to beginning construction.

7. Contractor shall call 811 an adequate amount of time prior to commencing construction or any excavation.

8. Contractor shall use extreme caution as the site contains various known and unknown public utilities.

9. The contractor is responsible for coordinating any adjustments and relocations of existing utilities that conflict with the proposed improvements, including but not limited to, adjusting existing manholes to match proposed grade.

10. The contractor shall be responsible to obtain all required construction permits, approvals, and bonds prior to construction.

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11. The contractor shall have available at the job site at all times a copy of the contract documents including plans, project and City specifications, and special conditions, copies of any required construction permits, and inspection reports.

12. All shop drawings and other documents that require engineer review shall be submitted by the contractor sufficiently in advance of construction of that item, so that no less than 10 business days for review and response is available.

13. All necessary inspections and/or certifications required by codes, jurisdictional agencies, and/or utility service companies shall be performed prior to use of the facility and the final connection of services.

14. Contractor shall arrange for required City inspections.

15. Contractor's bid price shall include all inspection fees.

16. Contractor is responsible for all materials testing and certification, unless specified otherwise by owner. All materials testing shall be coordinated with the appropriate City inspector and comply with City standard specifications. Testing shall be performed by an approved independent agency for testing materials. Owner shall approve the agency nominated by the contractor for materials testing.

17. All copies of materials test results shall be sent to the City and engineer directly from the testing agency.

18. It shall be the contractor’s responsibility to show, by the standard testing procedures of the materials, that the work constructed meets the project requirements and City specifications.

19. All contractors must confine their activities to the work area. No encroachments outside of the work area will be allowed. Any damage resulting therefrom shall be contractor's sole responsibility to repair.

20. The contractor shall protect all existing structures, utilities, manholes, poles, guy wires, valve covers, vault lids, fire hydrants, communication boxes/pedestals, and other facilities to remain and shall repair any damages at no cost to the owner.

21. The contractor shall immediately repair or replace any physical damage to private property or public improvements, including but not limited to: fences, walls, signs, pavement, curbs, utilities, sidewalks, grass, trees, landscaping, and irrigation systems, etc.… to original condition or better at no cost to the owner.

22. Site safety is solely the responsibility of the contractor.

23. Signs related to site operation or safety are not included in these plans.

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24. Contractor staging area shall be agreed on by the owner and contractor prior to beginning of construction. Contractor is responsible for all permitting requirements for the construction storage and staging operations and locations.

25. All signs, pavement markings, and other traffic control devices shall conform to the "Manual on Uniform Traffic Control Devices".

26. Top rim elevations of all existing and proposed manholes shall be coordinated with top of pavement or finished grade and shall be adjusted to be flush with the actual finished grade at the time of paving.

27. Contractor shall adjust all existing and proposed valves, fire hydrants, and other utility appurtenances to match actual finished grades at the time of paving.

28. The contractor is responsible for construction sequencing and phasing, and shall contact the appropriate City officials, including building official, engineering inspector, and fire marshal to learn of any requirements.

Additional Notes

1. All work must comply with the City of Hollister Standard Details and Specifications or 2018 Caltrans Standard Specifications as specified.

2. Traffic control must be performed in accordance with the latest revision of the CA MUTCD. Contractor must have an approved traffic control plan prior to beginning work.

Prepare and submit a traffic control plan to the engineer for review and approval. Update and resubmit as needed until the plan is approved.

3. Comply with the requirements for water pollution control outlined in Section 13 of the standard specifications.

4. Do not apply thermoplastic striping using hand cart methods. Thermoplastic traffic stripes will be measured by the linear foot regardless of the number of individual stripes comprising the detail (e.g. detail 29 placed between station 1+00 and station 2+00 will be measured as 100 linear feet even though it consists of 400 linear feet of stripe).

5. Prepare a lead compliance plan to cover removal of the existing striping. Residue from the removal of painted or thermoplastic traffic stripes and pavement markings contains lead from the paint or thermoplastic. The average lead concentrations are less than 1,000 mg/kg total lead and 5 mg/l soluble lead. This residue:
a. Is a nonhazardous waste
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b. Does not contain heavy metals in concentrations exceeding the thresholds established by the health and safety code and 22 CA code of regs c. Is not regulated under the federal resource conservation and recovery act (RCRA), 42 USC§ 6901 et seq. Management of this material exposes workers to health hazards that must be addressed in your lead compliance plan.

6. Proposed fee is considered to be full compensation for performing all work as shown on the plans and as required by the specifications. No additional payments will be made.

7. All construction must be to the City of Hollister standards and accepted by the Public Works inspector. Standard plans are available at the office of the public works inspector.

8. Contractor shall meet with City of Hollister at least 48 hours prior to start of construction, 24 hours notice required on all inspections.

9. Contractor is responsible to make all arrangements for site inspections and ensure that all current standards for the City of Hollister are followed prior to the beginning any phase of construction work.

10. Construction shall be limited to between the hours of 7:00 a.m. and 6:00 p.m., Monday thru Friday and inspection requests shall be limited to normal City business hours: 8:00 a.m. to 5:00 p.m., Monday thru Friday.

**END OF SECTION 02010**

02011 SUBSURFACE CONDITIONS

1. GENERAL

1.01 GEOTECHNICAL INVESTIGATION

A. Any data or soil and/or subsurface conditions shown in the Plans or Specifications is based on limited information and is at best only an opinion; consequently, such data cannot be considered precise or complete and there is no guarantee as to its completeness, adequacy, contents, accuracy or precision.

B. Contractor should visit the site and review all existing site conditions before submitting a bid and the submission of a bid will be prima facie evidence of having done so.

C. Prior to bidding, Contractor may make their own subsurface investigations to satisfy themselves with the site and subsurface conditions.

D. The Contractor shall be responsible for obtaining written approval from the F.9.d
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responsible agency or property owner before performing any exploratory excavations.

E. Contractor is responsible for obtaining, at Contractor's expense, any additional information necessary to bid and/or perform the work.

F. Contractor agrees to make no claims against the Engineer or Owner if, in performing the work, it is found that subsurface conditions encountered do not conform to those indicated by soil borings, test excavations, and any other subsurface investigations, obtained by the Contractor.

**END OF SECTION 02010**

02016 EXISTING UTILITIES

I GENERAL

1.01 PUBLIC AND PRIVATE UTILITIES

A. The right is reserved by owners of public utilities and franchises to enter upon any street, road, right-of-way, or easement for the purpose of maintaining their property and for making necessary repairs or adjustments caused by the Contractor's operations. The Contractor shall hold the Owner harmless of any costs so incurred.

**END OF SECTION 02016**

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SECTION 02050

02050 DEMOLITION

1.00 GENERAL

1.01 SUMMARY

A. Section includes:

1. Selective demolition, dismantling, cutting and alterations as indicated, specified and necessary for the completion of the contract.

2. Removing demolished materials from the site.

3. Protection of work to remain.

1.02 NIC work

A. Encapsulation, removal and disposal of asbestos and other hazardous materials.

2.00 PRODUCTS

Not used

3.00 EXECUTION

3.01 GENERAL

A. Protection:

1. Do not begin demolition until temporary partitions, barricades, warning signs and other forms of protection are installed.

2. Protect trees, plants, utilities and existing improvements that are not to be removed from injury or damage resulting from the Contractor’s operation.

Replace damaged landscaping, improvements and utilities in kind.

3. During demolition provide safeguards, including warning signs and lights, barricades, and the like, for protection of the public, Contractor’s employees and existing improvements to remain.

B. Noise Control:

1. Exercise caution and care to prevent generation of unnecessary noise.

2. Keep noise levels to the minimum possible.

3. Discontinue noise producing operations, when requested by the Owner and reschedule at a mutually acceptable time.

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C. Dust control: Control dust at all times.

1. Provide dust-tight partitions to prevent dust escaping into other parts of the building where demolition is not in progress.

2. Assume liability for claims related to flying dust caused by this work.

D. Water control:

1. Control the use of water to prevent damage to the existing facility and improvements to remain. Provide wet vacuum equipment where water, such as waste cooling water from concrete sawing, is used.

2. Provide impermeable floor covering and suitable dams to prevent damage by water, immediately clean up and remove surplus water, and water spilled in non-working areas.

3. Assume liability for claims related to water seepage and leakage caused by this work.

E. Security: Coordinate security with the Owner.

1. Take necessary precautions to keep trespassers out of demolition areas.

2. Properly secure demolition areas from entry when demolition is not in progress but do not block required exit ways.

F. Safety: If at any time the safety of existing construction appears to be endangered, take immediate measures to support such endangered construction; cease operations and immediately notify the Construction Manager.

Do not resume demolition until Construction Manager’s instructions are received.

3.02 DEMOLITION

A. Existing conditions: Intent of Drawings is to show existing conditions with information developed from field surveys and to generally show the extent and type of demolition required.

1. Make a detailed survey of existing conditions prior to commencing demolition, and report discrepancies or conflicts between Drawings and actual conditions in writing to the Construction Manager for clarifications and instructions.

2. Do not proceed where such conflicts or discrepancies occur prior to the receipt of Construction Manager’s instructions.

3. Materials and finishes to be salvaged shall be carefully removed and restored.

B. The Contractor shall be fully responsible for the adequacy and installation of F.9.d
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temporary shoring and bracing systems used during demolition.

C. Demolition shall be performed by skilled, trained and properly equipped personnel.

D. Remove existing construction only to the extent necessary for the proper installation of new construction and junction with existing materials. Cut back finished surfaces to straight, plumb or level lines as required.

E. If unanticipated conditions which conflict with intended function or design are encountered, investigate and measure both nature and extent of the conflict.

1. Submit report to Construction Manager in written, accurate detail.

2. Pending receipt of directive from Construction Manager, rearrange demolition schedule as necessary to continue overall job progress without delay.

F. Coordinate demolition with other trades to assure the proper sequence, limits, methods and time of performance. Schedule demolition so as to impose a minimum of hardship on the present operation of the facilities and the performance of the work of other trades.

G. Whenever possible, use small hand or small power tools designed for sawing or grinding; whenever possible avoid the use of tools with a hammering and chopping motion. Cut through finished surfaces from the exposed or finished side into concealed surfaces.

H. In general, remove materials as follows:

1. Portland cement concrete.

a. Use removal methods that will not crack or structurally disturb adjacent concrete constructions.

b. Cut back concrete to clean, straight lines by saw cutting a minimum of 1 inch deep; remainder of concrete may be jack-hammered.

3.03 CLEAN-UP DISPOSAL

A. Debris, waste and removed materials, other than items to be salvaged, are Contractor’s property for legal disposal off the site.

B. Continuously clean-up and remove these items and do not allow them to accumulate on the site.

**END OF SECTION 02050**
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02100 MOBILIZATION/DEMBOBILIZATION

A. Description. The Contractor shall provide labor, materials and equipment to prepare the site for the timely start and efficient completion of all work. The contractor is responsible for obtaining suitable storage and equipment area for use during the Central Avenue Traffic Calming Project. Coordinate suitable location on the Project Site with City staff. The storage yard shall be cleaned and restored to the condition prior to its use. All costs associated with this storage yard including setup, maintenance, dust control and restoration is the responsibility of the Contractor.

Contractor shall commence no later than 10 working days after issuance of Notice to Proceed. Contractor should anticipate working in wet weather months. No additional payment will be allowed for mobilization/demobilization beyond the initial bid item. This includes obtaining any necessary licenses and permits, providing required submittals, public notices, project schedule, material certificates, and attending pre-construction and progress meetings.

Demobilization work includes site cleanup, removing of equipment, personnel, temporary facilities, preparation of record drawings, and other construction resources at job completion.

B. Measurement and Payment: Measurement and payment for this item shall be as specified in the Items of Construction, Mobilization/Demobilization.

**END OF SECTION 02100**

02110 SCHEDULING

A. Description: The Contractor shall submit a complete, tentative project schedule at the time of the pre-construction meeting. A minimum of five (5) working days prior to beginning work, the Contractor shall submit to the City Engineer for approval a detailed written schedule of work. Following approval, the Contractor shall adhere diligently to the approved written schedule in the prosecution of the work.

B. Measurement and Payment: Measurement and payment for this item shall be as specified in the Items of Construction, Mobilization/Demobilization.

**END OF SECTION 02110**

02120 SURVEYING AND CONSTRUCION STAKING
A. Description. The Contractor shall provide all surveying and construction staking necessary to
construct the improvements as shown on the plans, specified herein and as directed by the Engineer.

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The Engineer shall approve all staking layouts prior to construction of any imp rovement that requires
staking.

B. Measurement and Payment: Payment for Surveying and Construction Staking is included in the various bid items and will not be considered for separate or additional payment.

**END OF SECTION 02120**

02200 TRAFFIC CONTROL SPECIFICATION
Public Convenience and Safety (Traffic Control) –
Public convenience and safety shall be according to Section 7-10 of the Standard Specifications for Public Works construction and regional supplement amendments.

The contractor shall submit traffic control plans for work to be done two weeks before starting of work, for the City engineer's approval. The contractor shall comply with the traffic control plans. Traffic control shall conform to California MUTCD, latest edition.

The contractor shall be fully responsible for the adequacy of any traffic plan used.

Contractor shall notify the City at least two (2) working days before starting any construction detour.

A separate traffic control plan for any work on arterial and collector streets shall be submitted for approval prior to the start of any work on these streets. The contractor shall also submit separate traffic control plans for work within any major intersections, state rights-of-way, areas where schools are present and other congested areas. The traffic control plan shall include phasing, existing striping, and temporary striping during construction, and finished permanent striping.

All traffic control plans shall be prepared and signed by a licensed C31 contractor or qualified contractor with a general "A" license. The contractor shall employ full time dedicated personnel whose sole responsibility is to do traffic control only. The contractor is prohibited from using other crew personnel to perform this job.

It is the responsibility of the contractor performing work on a City street to install and maintain the approved traffic control devices and such additional traffic control devices (e.g. flag persons) as may be required to insure safe movement of traffic motorists, bicyclists, pedestrian and construction staking staff through and around the work area and provide maximum protection and safety to construction workers.

The contractor shall be responsible for adequate barricading of the work area and controlling of traffic near the project as specified in sub Section 7-10 of the standard specifications or as directed by the engineer.

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The contractor shall be responsible for preserving original locations and dimensions of all existing striping obliterated by the work. The contractor shall be responsible for maintaining sufficient striping control points to be able to restore lane dimensions. The contractor shall install and maintain temporary overlay yellow or white markers, whichever is applicable, where striping cannot be restored by the end of the workday.

The contractor shall replace all roadway striping and pavement markings removed by the construction work.

At least five (5) working days before commencing work, the contractor shall submit its construction schedule to the City for approval. This schedule shall allow residents or businesses along the streets to be worked, ample "on street" parking (if parking is allowed) within a reasonable distance from their homes or place of business. Based upon the construction schedule, the contractor shall notify residents and businesses of the proposed work, and post temporary "No Parking" signs at least 72 hours in advance.

Notification shall be in the form of "door knocker" notices and must be in English and Spanish. The contractor shall submit a sample of the "no parking" sign and "door knocker" notices to the City for approval.

Furnish and install two (2) Construction Funding Signs as shown on the plans.

The Engineer designates the locations where the signs are to be installed. The signs must be installed prior to the start of construction. Sequence these activities to install prior to the first working day.

All "No Parking signs" shall be mounted on "A-frames" only. Signs taped on traffic cones, trees or other structures shall not be permitted.

The City reserves the right to observe the traffic control plans in use and to make changes as field conditions warrant. Any changes will supersede the plans and will be done solely at the contractor's expense.

The contractor shall arrange with Recology, San Benito County to maintain trash pick-up services for those property owners affected by the work. The contractor shall notify the transit agencies of any delays to their buses. The contractor shall notify all schools (public and/or private) where the work may affect school operations.

Contractor is required to fill up and submit the traffic control estimate form. Payment will be adjusted based on the streets completed from this list.

Full compensation for furnishing all labor, materials, tools, equipment, and incidentals, and all necessary traffic control as required by the City is considered included in the contract price paid for Traffic Control and Construction Area Signs and no additional compensation will be allowed.

**END OF SECTION 02200**
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02350 REMOVE IN-ROADWAY LIGHTING SYSTEM
Completely remove in-roadway lighting system where shown on the plans. Perform this work prior to slurry sealing this portion of the street.

Prior to removal, coordinate with the Engineer to disconnect the in-roadway lighting system’s electrical conductor at the nearest pullbox. Remove conductor from conduit. Completely remove conduit from under areas of removed pavement or sidewalk. Conduit may be abandoned in place where it doesn’t conflict with roadway or sidewalk restoration, subject to the approval of the Engineer.

Remove pedestrian push button pedestals and foundations. Construct new sidewalk to replace removed and damaged sections of sidewalk. Dowel new sidewalk into existing in conformance with City Standard Plan A-10.

Sawcut pavement and remove in-roadway lighting system where shown on the plans. The Engineer approves the limits for pavement removal. Backfill with HMA and compact to conform to existing roadway grades. Follow the detail for Base Failure Repair.

**END OF SECTION 02350**

02370 REMOVAL OF USA AND CONSTRUCTION MARKINGS

A. General: Remove all street and sidewalk marking used to identify the location of utility services under Underground Service Alert (USA) program and construction related markings, including but not limited to horizontal and vertical grade markings, survey stationing, offsets, curb lines, and other layout lines.

B. Method and Materials: Prior to removal, perform a test section to demonstrate that the removal method selected completely removes markings and does not damage the pavement or sidewalk. Engineer shall approve marking removal method.

C. Schedule: Remove markings within one week after the completion of the work or as determined by the Engineer.

D. Compliance with National Pollution Discharge Elimination System (NPDES) Act.:

Comply with federal, state and local requirements of the NPDES Act and the Regional Water Quality Control Board. Prevent material generated by the removal operations from entering the storm drain system by covering or barricading storm drains. Vacuum and dispose of material off-site in accordance with Section 300-1.3 of the Standard Specifications.

E. Failure to Remove Markings: Street and sidewalk markings not removed within the required time may be removed or caused to be removed by the City. The City will charge the Contractor a fee up to three times the actual cost for removing the markings. This fee will cover the cost of removals and compliance with the NPDES and administration overhead costs.

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F. Payment: Payment for this work is included in the various bid items and will not be considered for separate or additional payment.

**END OF SECTION 02370**

02400 STORM WATER BEST MANAGEMENT PRACTICES

A. Description: The Contractor will provide all labor, materials and equipment to protect and secure the site with the appropriate Storm Water Best Management Practices (BMPs) to prevent pollutants from escaping and entering the storm drain system and to keep all substances used in or resulting from the work out of the gutters, storm drains and creeks by utilizing Storm Water Best Management Practices (BMPs) measures as approved by the City of Hollister. BMPs shall comply with the CASQA Construction BMP Handbook, unless otherwise approved by the City. The Contractor will maintain said BMPs throughout the duration of the Project, including but not limited to the following BMPs:

1. Sediment Control
a. SE-10 "Storm Drain Inlet Protection"

2. Waste Management and Materials Pollution Control
a. WM-3 "Stockpile Management"
b. WM-4 "Spill Prevention"
c. WM-5 "Solid Waste Management"
d. WM-6 "Hazardous Waste Management
e. WM-8 "Concrete Waste Management

3. Non-Storm Water Management Control
a. NS-9 "Vehicle and Equipment Fueling"
b. NS-10 "Vehicle and Equipment Maintenance"

4. Employee and subcontractor training and instruction.

B. Implementation: It shall be the Contractor's responsibility to monitor and maintain all BMP measures on a daily or more frequent basis, including non-work days and especially during storms. Special attention shall be given to dry cleanup of spills, proper disposal of concrete and paint, shoveling dirt and debris from gutters, sweeping roads within the project limits, as well as, roads entering and exiting the project limits. In addition all catch basins (both new and existing) at the project site, and which are determined by the Engineer to have been affected by the construction, shall be cleaned out by the contractor at the end of the project.

The Contractor shall comply with all Local, State, and Federal laws regarding storm water compliance. Further, it is the Contractor's responsibility to field verify the location of all storm drain inlets and facilities, and to protect and secure said storm drain inlets and facilities with the appropriate storm water BMPs to prevent pollutants from escaping the site and entering the storm drain system. Nothing in the Plans and Specifications shall relieve the Contractor of these responsibilities.

C. Measurement: Quantities for the Storm Water Best Management Practices will be based on the installation and maintenance thereof for all storm water BMP measures listed in the plans, specifications, and all relevant documents and standards related to storm water management for the Project as required by and to the satisfaction of the Engineer.

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D. Payment: Payment for this work is included in the various bid items and will not be considered for separate or additional payment.

** END OF SECTION 02400 **

03000 SLURRY SEAL
At least 7 working days before slurry seal placement commences, the Contractor shall submit to the Engineer for approval a laboratory report of tests and proposed mix design covering the specific materials to be used on the project. The percentage of asphaltic emulsion proposed in the mix design shall be within the percentage range specified in Section 2.02 of these Technical Specifications. The tests and mix design shall be performed by a laboratory deemed by the Engineer capable of performing the applicable American Society for Testing and Materials (ASTM), Caltrans and International Slurry Seal Association (ISSA) tests. The proposed slurry seal mixture shall conform to the requirements specified when tested in accordance with the following tests.

The Contractor shall calibrate the spreader vehicle(s) to be used on the project to the approved mix design prior to their arrival at the job site, and shall furnish the Engineer a copy of the calibration settings for each vehicle. Thereafter, no adjustments in the aggregate and emulsion settings shall be made without the approval of the Engineer.

The Contractor shall demonstrate the ability to mix and apply slurry in a satisfactory manner and to the approved mix design with each spreader vehicle. The Contractor may not begin work until the ability to apply slurry as specified is demonstrated to the Engineer.

Power sweepers shall be required to sweep from face of curb to face of curb. This shall involve a minimum of three passes with a power broom street sweeper (Mobile or equivalent). Pavement missed by or inaccessible to broom sweepers shall be swept clean by other approved methods. Contractor shall provide whatever flushing, compressed air, or other cleaning methods necessary to remove all dirt and loose material from the pavement.

All existing raised pavement markers and thermoplastic markings shall be removed and disposed of by the contractor. Said removal shall not occur sooner than two (2) days prior to the day that the sealing is performed.

The slurry seal mixture shall not be applied prior to 8:00 A.M. Also, the slurry seal mixture shall not be applied after 3:00 P.M. unless approved by the Engineer. Approval of applications after 3:00 P.M. will only be for the purpose of completing the section of work then underway. Beginning a new section of work after 3:00 P.M. will not be permitted.

Slurry seal shall be applied in such a manner that the joint between the new and existing surface is neat and uniform in appearance true to the line shown on the typical cross section and established by the Engineer. Roofing paper or a comparable substitute shall be used at all ends of slurry seal limits to provide for a clean, neat, and straight definition of the end of the slurry.

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Immediately preceding the seal application, the Contractor shall cover all grates, slotted manholes, and other appurtenances on and adjacent to the pavement that would allow the entry of the sealing materials; mask with roofing paper, all closed manhole covers, water and gas valve box covers, monuments, monument boxes, etc.; and remove all existing raised pavement markers, paint and thermoplastic pavement markings.

Drainage inlets shall be uncovered and cleaned to the satisfaction of the Engineer as soon as the seal sets. The other surface utilities shall be uncovered and cleaned the following day after completion of the slurry seal at each location. If they are not uncovered within this time frame, no additional seal shall be placed until they are uncovered.

A sand blotter shall be spread at selected intersections and where required by the Engineer, to accommodate pedestrian or vehicular traffic until slurry sets. Sand blotter shall be placed by broadcasting slurry aggregate lightly so not to cause any displacement of wet slurry seal. Sand blotters at intersections shall be swept within 24 hours of placement or sooner if directed by the Engineer.

Wheel tracks, foot prints, and other undesired markings in the slurry seal shall be repaired to the satisfaction of the Engineer.

The slurry seal mixture shall not be applied prior to 8:00 A.M. Also, the slurry seal mixture shall not be applied after 3:00 P.M. unless approved by the Engineer. Approval of applications after 3:00 P.M. will only be for the purpose of completing the section of work then underway. Beginning a new section of work after 3:00 P.M. will not be permitted.

Within 4 hours after placement, slurry seals must be set enough to allow traffic without pilot cars. Protect slurry seals from damage until it has set and will not adhere or be picked up by vehicle tires. Slurry seals must not exhibit distress from traffic such as bleeding, raveling, separation or other distresses.

Gutters, curbs, sidewalks, driveways, shoulders and other structures adjacent to the pavement to be slurry sealed shall be cleaned of excess seal to the satisfaction of the Engineer.

Asphalt pavement, concrete curb, gutter, sidewalk, and other concrete surface structures along existing City streets damaged by the Contractor's operations, including but not limited to walkways, lawns and other landscaping, fences, gates, driveways, walls and mail boxes shall be replaced in kind by the Contractor. E. Full compensation for protecting and repairing property as specified herein shall be considered as included in the price paid for other items of work, and no additional compensation will be allowed therefor

**END OF SECTION 03000**

03100 BASE FAILURE REPAIR
Base failure areas are not shown on the plans and will be marked in the field by the Engineer.

Coordinate your work with the Engineer to allow them to walk the project locations after F.9.d
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cold planing activities have occurred.

Remove existing asphalt concrete and PCC pavement and underlying base rock to the depth and dimensions shown on the plans and replace with HMA. The Engineer determines the exact limits of base failure repair. The minimum width of roadway section to be removed shall not be less than 4 feet unless otherwise noted on the plans.

HMA for pavement failure repair must be Type A.

Asphalt binder for the HMA must be PG 64-10. The minimum asphalt binder content must be 5.0 percent. If you request and if authorized, you may reduce the minimum asphalt binder content.

The aggregate for the HMA must comply with the 3/4-inch HMA Types A and B grading.

Place base failure repair under the Method construction process (Caltrans Standard Specifications).

Remove existing roadway section by grinding with a milling machine capable of cutting to a neat line or by sawcutting. Do not damage any pavement that is to remain in place.

Minimize the disturbance of materials to be left in place during removal or roadway sections.

Remove failed pavement and base rock to the required depth, then grade, water, and thoroughly compact the material remaining in place to a minimum of 95% relative compaction.

Dispose of removed material.

Apply tack coat to the bottom base rock and all vertical surfaces of the existing roadway section within the base failure repair area. Follow the Tack Application Rates table using "Planed PCC and HMA (AC) surfaces" from Caltrans Standard Specifications.

The surface must be:

1. Textured uniformly

2. Compacted firmly

3. Without depressions, humps, and irregularities
If the base is excavated beyond the specified plane, replace it with HMA. The City does not pay for this HMA. Damage to pavement which is to remain in place shall be repaired to a condition satisfactory to the Engineer, or the damaged pavement shall be removed and replaced with new HMA if ordered by the Engineer. Repairing or removing and replacing pavement damaged outside the limits of pavement to be reconstructed shall be at the Contractor's expense.

Perform base failure repair as shown on the plans. Repair work should confirm to the cold planned surface, so that entire roadway receives final lift of pavement.

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**END OF SECTION 03100**

03200 CRACK SEALING
Cracks ¼” to 1” in width must be treated prior to application of slurry seal for all segments of road identified for treatment.

Crack treatment shall be hot-applied and shall Section 37-6, “Crack Treatments” of the Caltrans 2018 Standard Specifications.

Treat cracks from ¼ to 1 inch in width for the entire length of the crack. Fill or repair cracks wider than 1 inch as directed by the Engineer.

Cracks must be clean and dry before treating. Before treating, blast cracks with oil-free compressed air at a pressure of at least 90 psi.

If the pavement temperature is below 40°F or if there is evidence of moisture in the crack, use a hot air lance immediately before applying crack treatment. The hot air lance must not apply flame directly on the pavement.

Heat hot-applied crack treatment material in compliance with the manufacturer’s instructions. Comply with the manufacturer's application instructions.

Apply crack treatment with a nozzle inserted into the crack. Fill the crack flush. If after 2 days the crack treatment is more than ¼ inch below the specified level, the sealant fails, or the crack re-opens, re-treat the crack.

Immediately remove crack treatment material spilled or deposited on the pavement surface.

**END OF SECTION 03200**

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EXHIBIT 10
Bonds
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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: AUGUST 1, 2022
SUBMITTED: July 25, 2022 AGENDA ITEM: Reports of City Council, Officers, Boards and Committees
DEPARTMENT:

DEPARTMENT HEAD:

City Manager
Brett Miller, City Manager
CONTACT: Daisy Caceres, Senior Support
Services Assistant
831-636-4300 x1010

TITLE OF ITEM: DESIGNATION OF VOTING DELEGATE FOR THE LEAGUE OF

CALIFORNIA CITIES

BRIEF DESCRIPTION: The League of California Cities 2022 Annual Conference & Expo is scheduled for September 7-9, 2022, in Long Beach, California. The City Council should designate a voting delegate and up to two (2) alternates depending on which Council Members are planning on attending the conference this year.

RECOMMENDATION: By CONSENSUS, the City Council should designate a voting delegate and up to two (2) voting alternates for the League of California Cities Annual Conference to be held September 7-9, 2022, in Long Beach, California.

DEPARTMENT SUMMARY: The League of California Cities (LOCC) Annual Conference & Expo is scheduled to be held September 7 -9, 2022, in Long Beach. At this meeting, the League membership considers and takes action on resolutions that establish League policy. In order to vote at the meeting, City Council action is requir ed to designate a voting delegate and up to two (2) alternates depending on which Council Members are planning on attending the conference this year.

The City Manager’s office will complete the form and return it to the League of California Cities office as required.

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: AUGUST 1, 2022
SUBMITTED: June 9, 2022 AGENDA ITEM: Reports of City Council, Officers, Boards and Committees
DEPARTMENT:

DEPARTMENT HEAD:

City Manager
Brett Miller, City Manager
CONTACT: Daisy Caceres, Senior Support
Services Assistant
831-636-4300 x1010

TITLE OF ITEM: YOUTH RECOVERY CONNECTIONS PRESENTATION

BRIEF DESCRIPTION: City Council will receive a presentation from Youth Recovery Connections on current organization updates.

RECOMMENDATION: Receive the presentation from Youth Recovery Connections and hold discussion.

DEPARTMENT SUMMARY: At the April 4, 2022 City Council Meeting, City Council approved the contribution of funds to Youth Recovery Connections Nonprofit Start -up and Prevention in an amount of $65,000. Youth Recovery Connections is a 501(c) (3) nonprofit organization who designed a proposal to directly impact San Benito County’s youth health disparities and their ability to improve inadequate access to drug prevention and treatment services.

Youth Recovery Connections will be providing City Council with an update on current organization updates and progress.

ATTACHMENTS:

1. YRC - Youth Prevention Brochure FINAL 0708

2. Copy of Seaside - questions for mobile teams

3. First5_Support

4. Buckingham_Support

5. MCPSI letter of support

6. Michael Salinas

7. YRC Report for City Council

8. Marketing platforms

9. Resolution_CRC_7.22.22

10. Project Summarty_CRC_7.22.22

11. Youth Recovery Connections (YRC)_BP-Mod2

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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YOUTHRECOVERYCONNECTIONS
Early Intervention/Prevention for Teens
Intervención Temprana/Prevención para Adolescentes

ADDRESS
1131 Nez Perce Dr.Hollister, CA 95023
OFFICE
(831) 313-0882
youthrecoveryconnections.org
831 -31 3-0882
b. School-based primary prevention strategies are effective at reducing the risk of academic failure, a risk factor for youth violence: continuous progress programs & cooperative learning. b. Las estrategias de prevención primaria basadas en la escuela son efectivas para reducir el riesgo de fracaso académico, un factor de riesgo para la violencia juvenil: programas de progreso continuo y aprendizaje cooperativo. c. Examples of juvenile crime prevention programs include classroom & behavior management programs:
• Multi-component classroom-based
programs
• Mentoring programs
• School organization programs
• Comprehensive community
interventions
c. Ejemplos de programas de prevención de delitos juveniles incluyen programas de manejo del comportamiento:
• Programas basados en el
salón de clases de
múltiples componentes
• Programas de tutoría
• Programas de organización escolar
• Intervenciones comunitarias integrales

EARLY INTERVENTION, INTERVENTION, PREVENTION, & EDUCATION INTERVENCIÓN TEMPRANA, INTERVENCIÓN, PREVENCIÓN Y EDUCACIÓN 24 HR (831 )-31 3-0779
CRITICAL INCIDENT/OVERDOSE RESPONSERESPUESTA A INCIDENTES CRÍTICOS/SOBREDOSIS About our ProgramSobre nuestro Programa
Adolescence is a time period with specific health and developmental needs. A successful transition from childhood into adulthood can be difficult, even under the best of circumstances. For the youth who have experienced any type of trauma associated with gang violence, substance use, and/or familial issues, combined with a lack of guidance and support, can further complicate the transition. Therefore, we focus on developing protective factors, fostering healthy relationships and resilience, goal setting, and enhancing youth strengths. YRC professionals come with life experience and are trained to help the youth and young adults with reaching their full potential.

By focusing on the developmental process, we understand that adolescents are by nature curious and prone to risk taking and questionable judgment. We know that most are trying to master separation and individuation, which many practice by challenging authority, rules, and restrictions. We here at YRC focus on strengths and assets, promote independent and healthy decision making, goal setting and other life skills that will promote personal development as they enter adulthood.

La adolescencia es un período de tiempo con necesidades específicas de salud y desarrollo. Una transición exitosa de la niñez a la edad adulta puede ser difícil, incluso en las mejores circunstancias. Para los jóvenes que han experimentado algún tipo de trauma asociado con la violencia de pandillas, el uso de sustancias y/o problemas familiares, combinado con la falta de orientación y apoyo, puede complicar aún más la transición. Por lo tanto, nos enfocamos en desarrollar factores de protección, fomentar relaciones saludables y resiliencia, establecer metas y mejorar las fortalezas de los jóvenes. Los profesionales de YRC vienen con experiencia de vida y están capacitados para ayudar a los jóvenes y adultos jóvenes a alcanzar su máximo potencial.

Al centrarnos en el proceso de desarrollo, entendemos que los adolescentes son por naturaleza curiosos y propensos a asumir riesgos y juicios cuestionables. Sabemos que la mayoría está tratando de dominar la separación y la individuación, que muchos practican desafiando la autoridad, las reglas y las restricciones. Aquí en YRC nos enfocamos en las fortalezas y los activos, promovemos la toma de decisiones independiente y saludable, el establecimiento de metas y otras habilidades para la vida que promoverán el desarrollo personal a medida que ingresan a la edad adulta.

EMAIL
[email protected]@yrconnections.org
FAX
(831) 297-7148
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YOUTH

R ECOVERY
CONNECTIONS •• ,c,.,
:~~ «ra,

Primary PreventionPrevención primaria
a. Primary prevention programs include a broad array of prevention strategies directed at individuals not identified to be in need of SUD treatment. Primary prevention includes strategies, programs & initiatives that reduce both direct & indirect adverse personal, social, health & economic consequences resulting from problematic alcohol & other drug availability, manufacture, distribution, promotion, sales & use. The desired result of primary prevention is to promote safe & healthy behaviors & environments for individuals, families & communities.

PRIMARY PREVENTION
PREVENCIÓN PRIMARIA
Intervening before health effects occur, through.

Intervenir antes de que se produzcan efectos en la salud.

SECONDARY PREVENTION
PREVENCIÓN SECUNDARIO
Screening to identify diseases in the earliest.

Detección para identificar enfermedades enfermedades lo antes posible.

TERTIARY PREVENTION
PREVENCIÓN TERCIARIA
Managing disease post diagnosis to slow or stop.

Manejar la enfermedad después del diagnóstico para desacelerar o detenerla. a. Los programas de prevención primaria incluyen una amplia gama de estrategias de prevención dirigidas a personas que no han sido identificadas como necesitadas de tratamiento SUD. La prevención primaria incluye estrategias, programas e iniciativas que reducen las consecuencias personales, sociales, económicas y de salud adversas directas e indirectas que resultan de la disponibilidad, fabricación, distribución, promoción, venta y uso problemático del alcohol y otras drogas. El resultado deseado de la prevención primaria es promover comportamientos y entornos seguros y saludables para las personas, las familias y las comunidades. b. School-based primary prevention strategies are effective at reducing the risk of academic failure, a risk factor for youth violence: continuous progress programs & cooperative learning. b. Las estrategias de prevención primaria basadas en la escuela son efectivas para reducir el riesgo de fracaso académico, un factor de riesgo para la violencia juvenil: programas de progreso continuo y aprendizaje cooperativo.c. Examples of juvenile crime prevention programs include classroom & behavior management programs:• Multi-component classroom-based programs • Mentoring programs • School organization programs• Comprehensive community interventionsc. Ejemplos de programas de prevención de delitos juveniles incluyen programas de manejo del comportamiento:• Programas basados en el salón de clases de múltiples componentes• Programas de tutoría• Programas de organización escolar• Intervenciones comunitarias integrales Early Intervention
Early intervention programs involve processes that will essentially help the substance abuser realize that they need help before drugs take a strong emotional and physical foothold. Early intervention programs will help prevent the long-term physical effects of substance abuse.

Intervención temprana
Los programas de intervención temprana involucran procesos que esencialmente ayudarán al abusador de sustancias a darse cuenta de que necesita ayuda antes de que las drogas tomen un fuerte punto de apoyo emocional y físico. Los programas de intervención temprana ayudarán a prevenir los efectos físicos a largo plazo del abuso de sustancias.

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Seaside-Mobile Crisis Team How It Works and Why It works

how did the team come about?

*During the period of time right before the pandemic and the initial year of being sheltered-in place, there were concerns being expressed in communities related to the unsafe practices of their police personnel specifically, acts of brutality against black men in which many incidents resulted in fatalities. The incident involving George Floyd lit a fire in many communities such as Seaside in which marches, protests, and displays ensued. These activities led to avocation for an alternative response to the police in emergency/crisis situations. Situations that are often out of their scope of practice because they are of a social service/social work or community support nature.

who initiated it?

*Conversations among community members the former City Manager, leadership across various departments and Council, as well as local non-profit social service organizations followed resulting in the consideration of creating a mobile crisis response/community support program for Seaside.

who supported it?

*Community Members
*City Manager, Various Department Leadership and City Council *Police Chief
*Various Local Non-profit Social Service Organizations
*Larger Call from Society to Alternative Response to 911

who did not support it?

what went right in implementing the team?

*The decision to fund the program under the City’s general fund allowed for the creation of a team that could operate without limitations of timelines, number of interventions that could be provided, or the need to bill a third party. We could truly focus on being there to help people in need for as long and as often as required.

*There was a recognition to provide culturally supportive services specifically identifying that Seaside has a significant Spanish-Speaking population. We were able to bring on board 2 technicians that are bilingual.

what or who were the barriers to implementation?
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*Starting a new program with a model that is not widely or well-known is a challenge. There are learning curves to navigate for all entities involved that require openness to the process and uniformity in implementation. Following the established communication and documentation policies or simply choosing to engage us when appropriate have been some barriers experienced. how were the barriers overcome?

*Ongoing training with police and fire personnel including visiting each shift to educate about and reinforce collaborative efforts to scheduling ride-a-longs have helped to strengthen relationships and encourage joining together to effectively address the needs of community members.

how is the team viewed now?

*While we are in the process of creating a satisfaction survey to be able to gather input from the community on how we are viewed. There are moments where we are positively highlighted for our work in City Council meetings, receive direct affirmation from clients and local or county organizations interested in the model of a community mobile crisis/social service program.

how would you describe the success of the team to this point?

*It’s difficult to measure success from a quantitative lens although, in year 1 of the program, we had almost 200 requests for support. While all were not successful contacts, the potential for impact on improving the health and wellness of the community is remarkable.

*We have received much gratitude and praise from community members we’ve helped directly as well as, positive feedback has been expressed to the leadership of the Recreation Department in which our program operates under.

what other barriers have you encountered?

how did you overcome them?

Training Suggestions
● Trauma-Informed Assessment and Care Planning
● Crisis Prevention, Management, and De-Escalation
● Mental Health First Aid (Adult & Youth)
● Motivational Interviewing
● Clinical Case Management
● Cultural Competency & Humility
● Suicide Prevention
● Domestic Violence Advocacy
● ICS TRAINING 102 & 201 (From Santa Cruz)
● Overdose to Action* Referred*
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● d-Prep.com/law enforcement
● SBIRT
● Harm Reduction education for our LE teammates, other members of MDOT/CAT G.4.b
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\IL FIRST ~
.. SAN BENITO
351Tres Pinos Road, Suite l00A
Hollister, California 95023
Phone: (831} 634-2046
Fax: (831} 634-2049
Web: www.firstSsanbenito.org
Lisa K. Faulkner
Executive Director
Commissioners:

David Redman, O.D.

Private Practice Optometrist
Commission Chair
Marni Friedman, M.D.

Family Practitioner
Vice Chair
Bea Gonzales
San Benito County Board of Supervisors
Margie Barrios
Community Member
Mary Damm
United Way of San Benito
Tracey Belton
Director of Health and
Human Services Agency
Elias Barocio
Migrant Center Manager
Peter Hernandez
San Benito County Board of Supervisors
July 22, 2022
To whom it may concern,
First 5 San Benito and the Family Impact Center are dedicated to the whole child, whole family continuum of care in which Youth Recovery Connections supports. With Amy Bravo and Michael Salinas, the Chief Operating Officer and Chief Executive Officer of Youth Recovery Connections (YRC) as their lead, YRC has been an active member in the Resiliency Network and has dedicated their time and effort to supporting youth voices. The partnership between agencies fills gaps in access to care for youth in San Benito County. First 5 San Benito and the Family Impact Center support YRC in their effort to create connections and services for people living with substance use disorders. First 5 San Benito and the Family Impact Center p rovides this l etter of support to YRC for the expansion of their program as they seek to increase their outreach and impact.

Please reach out with any questions. Thank you for your consideration.

Sincerely,
Lisa Faulkner
Executive Director
First 5 San Benito
Email: lisa@ first5sb .org
~~
Cristina Gomez Hernandez
Family Impact Center Director
Famil y Impact Center
[email protected]

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YC>"C.TTF![
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Support Letter
1 message
Joel Buckingham
To: Amy Bravo
To Whom It May Concern,
Amy Bravo
Fri, Jul 22, 2022 at 9:45 PM
My name is Joel Buckingham, and I am the DA-elect of San Benito County. I am excited about the opportunity to partner with Youth Recovery Connections as we look to intervene in juvenile justice issues and deter youth offending through treatment.

I know that Amy Bravo and Michael Salinas are heavily invested in helping the youth of San Benito County make better choices and successfully transition into adulthood. The juvenile justice systems is greatly benefit by organizations like Youth Recovery Connections and I look forward to the opportunities to partner with them further.

Sincerely,
Joel Buckingham
Sent from my iPad

Post Office Box 2101, Monterey, CA 93942

July 17, 2022

To whom it may concern,
My name is Reb Close, and I am the Lead Clinical Physician for the Monterey County Prescribe Safe Initiative (MCPSI). I have had the tremendous fortune to get to work with Amy Bravo and Michael Salinas, the Chief Operating Officer and Chief Executive Officer of Youth Recovery Connections (YRC) for many years now. I have always found them to be dedicated, inventive and nimble as they create connections and services for people living with substance use disorders.

MCPSI is a diverse, multidisciplinary coalition comprised of representatives across Monterey County. As the community needs have changed, we have partnered with similar coalitions in San Benito and Santa Cruz Counties to for a Tri-County collaborative. With this expanded partnership and communication, we have been able to coordinate and address the changing community needs. YRC fills a critical gap in youth access to treatment. They are dedicated to literally, meeting patients where they are. They respond, in real time, to youth experiencing a substance use related crisis and provide support to the patient and their family. We are building a similar Substance Use Response Team (SURT) in Monterey, and we have partnered with YRC in this work as they have made such great strides in youth outreach.

YRC is uniquely positioned to connect with the youth in San Benito that are impacted by substance use.

MCPSI will continue to partner with them in this critical work. I have full confidence in their ability to innovate and expand their outreach and services and will continue to support their efforts using our Tri- County connections. MCPSI provides this letter of support to YRC for the expansion of their program as they seek to increase their outreach and impact.

Please reach out to me with any questions. Thank you for your consideration.

Sincerely,

Reb JH Close, MD
Lead Clinical Physician
Monterey County Prescribe Safe Initiative
PO Box 2101, Monterey, CA 93942
Email: [email protected]

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., PRESCRIBE SAFE
•~ MONTEREY COUNTY

July 21, 2022

Kristen Fuller
(408) 706-4883
[email protected]

To Whom It May Concern:

I am writing in support of Michael Salinas of Youth Recovery Connections and the application for a grant from your organization. Mr. Salinas has been my teenage son’s Substance Abuse Counselor and mentor for the past year.

What stands out to me most about Mr. Salinas is his dedication to the youth in our community and the prevention of and recovery from Substance Use Disorder. He truly cares about the welfare of the young people he works with and that sense of connection makes all the difference. He has also been a wonderful counselor to our family, helping us navigate an overwhelming and often broken system as we have sought to help our struggling teen.

Mr. Salinas is an asset to our community. Youth Recovery Connections will absolutely make a difference for our young people and families seeking help with substance abuse issues, as well as provide opportunities for them to form relationships with others who understand.

My family has been greatly impacted by the hard work and dedication of Mr.

Salinas and we are forever grateful for his help. Please consider his application with the knowledge that your support will have a tremendous impact on our community and will make a difference in the lives of many families.

Sincerely,
Kristen Fuller

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Youth Recovery
Connections 07/22/2022
Report on current status and update of program for City Council

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OUTH

ECOVERY

ONNECTION

1 INTRODUCTION
YRC is a true meet the client where they are at model using some of the best practices in the field such as harm reduction, client centered approach, motivational interviewing, and a peer model of credible messengers with lived experience.

RELATIONSHIPS AND PARTNERS WE HAVE BUILT

1. City Council

2. Prescribe Safe Monterey County

3. Health Improvement Partnership (HIP)

4. Safe Rx Tri-County

5. KEY 2 LIFE

6. Youth Empowerment

7. Family Impact Center

8. San Benito County Opioid Task Force

9. First 5 San Benito County

10. The Resilience Network
Through these relationships and collaborative partnerships, we plan to apply for funding that will help YRC employ more credible messengers as staff to provide quality care to our youth.

RELATIONSHIPS WE ARE BUILDING

1. Hazel Hopkins

2. School Districts including alternative Ed.

3. San Benito Probation, contract pending

4. San Andreas Continuation High School, contract pending

5. EMS/OES

6. Pinnacle Healthcare

7. Hollister Park and Rec.

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2 FUNDING OPPORTUNITIES
We have applied for the following grants:

1. HRSA for MAT expansion/SURT - (3-year-rolling) up to $1,000,000.00 per year (Strategic County collaboration)

2. Child and youth expansion (acquisition) wellness grant - (13 million San Benito County) in partnership community stakeholders and organizations

3. Youth Community Active grant – 3 years up to $300,000

4. Youth Empowerment and Relationship violence prevention program - $25,000

5. Monterey Peninsula Foundation Grant - $50,000

6. Community Foundation San Benito – Intent $10,000
Other Funding opportunities:

1. United Way San Benito – Intent

2. We have started the process of becoming a Medi-Cal waivered Organization, which will help us become self-sufficient and sustainable in our ability to collect fee for service from managed care and private insurances.

3. Fundraisers

4. Private Donors

SUBSTANCE USE DISORDER (SUD) CONTINUUM OF CARE
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3 YRC currently provides recovery services, peer services, and prevention/early intervention services. We plan to add outpatient, intensive outpatient, and a youth residential/inpatient to the continuum of care/level of care (LOC) we provide.

Dosage model depends on the level of care from the ASAM criteria. There is no set dosage model for recovery or peer services offered.

DATA
Referrals from How many clients
Results: (connecting them to
detox, residential, faith-based
program, therapist,
Parents
3 youth

2 transitional aged youth (TAY)

One client has suffered two
fentanyl overdoses and 1
alcohol poisoning, transported
to local ER by EMS. YRC
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ASAM CONTINUUM OF CARE
► ADULT
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:t'l Cl~i,.,ltyM.1t1.1o~I Higt· h1tfn-.ilv'<,,-.K$t-11lilll <,•rw(' .. :S.7 tl.ledicalty Mc.-'l•!OfOO lntE'f'!sl,;e t,;p.;.~nt St,,j'\<1Ces 4 I.IJedil.'!!l'( Mlf'l.'tged lnh:•nsive I0:}.;1111:flt !ielv!U:!. 31 Oink;}lly M..i1i;1st'(I .It•,'; lntN)<i•y RMi(l~I ~•ii I'"· 3 S Clink,111)' t--hnc1J,J"cl M~m !nteositv' Rcs~nri;d Scrvi,:c.•s 3 7 M"(IIC<)I!'/ ~-~onitor«I Hif;t', lntmsltv tr<catiEnt S<-Mces 4 '•!Mi;( .ellv MM-..~•:f h1l1·•-,..j,.._. tllp.1h!-nl St-"Yifl"'.

4 Total parent referrals to date: 5

Total contacts to date: 102
responded in real time to the ER
and began team approach in
working with patient and
family. YRC was able to assist
in facilitating a transfer to bay
area hospital, admission to
detox and residential stay.

Patient was prescribed
medication for an opioid use
disorder and is now stable.

YRC responded to one TAY in
the ER waiting on a mental
health evaluation after a
suspected overdose. Disclosure
of trauma prompting APS. TAY
was unable to navigate the
system of care due to both
managed care and private
insurance conflicts. YRC acted
as a conduit in setting up MAT
services out of county through
private insurance.

Other 2 referrals were youth
actively using, brief screening
completed and referred to
appropriate level of care for
further assessment. Youth
actively involved with YRC
events and engaged through
social media. Both households
are from farm labor
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5 communities with limited
understanding of the English
language.

BLANK

Juvenile Review Board

BLANK

2, total contacts to date: 4

BLANK
Client did not see that he had a
“problem,” therefore, was not
interested in engagement of any
kind. YRC received referral and
responded to Juvenile Hall for
youth interview. After a brief
period, the client accepted
referral to treatment.

Second referral is active and
engaged in prevention services.

ED Bridge Watsonville 1 youth; total contacts to date: 10 Patient continues to do well in
his recovery continues to reach
out for support and appears to
be motivated to continue with
change
Behavioral Health 0 0
Outreach Events 2 youth; total contacts to date: 4
These two youth are new clients
who are using illegal substances
periodically and appear to be
taking a harm reduction
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6 approach to their substance
abuse.

Probation 0 0
Juvenile Hall 2 youth; total contacts to date: 2
Met with the client while in
custody. The reentry plan had
not been set forth therefore both
clients were subsequently
released without Prevention
and/or overdose plan. YRC was
not provided contact
information for each of the
clients and/or any identifying
information for post release
Word of Mouth
2 high school students (mentees)
working in tandem with YRC
staff as part of a summer
internship/mentoring program.

Total contacts to date: 32
Mentees have been paired
between YRC executive
leadership and are learning
advocacy, policy, and general
business acumen. Other students
are now interested in learning
opportunities, earning volunteer
hours for college applications,
and working on a student
advisory board.

Law Enforcement
1 client: 4 law enforcement after
hour contacts that include 1 ER
admission for a mental health
evaluation. Currently being seen
twice weekly for follow-up and
The referred is an adult
beneficiary referred by law
enforcement to YRC for care
coordination after being
unsuccessful in navigating the
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7 care coordination. Total contacts
to date: 24
system of care locally. Co-
occurring/dual diagnosis, justice
involved, non-compliant with
all treatment referrals outside
YRC interventions.

Total Referrals Sources: 7 Total referred clients:15
Total education/prevention/
intervention and/or overdose
contacts: 178
Results: (connecting them to
detox, residential, mental health
therapist, MAT, and educational
opportunities

RESULTS
YRC has served 15 individuals who come from different religious and ethnic backgrounds, socio- economic levels, which many reside in disproportionate disadvantaged communities. During the months of April 2022 to current, YRC (Michael and Amy), have worked with these individuals’ day and night.

We both have had the opportunity to provide what we call a warm handoff with staff compromised of multi-interdisciplinary teams from medical detox to medical doctors overseeing the prescribing and maintenance of various forms medication assisted treatment (MAT), most specifically opioid use disorder (OUD). Both Amy and I have made it a point to make ourselves available, all hours of the day at night, 24-7. We have implemented a 24-7 critical incident/ overdose response hotline 831-313-0779. We have responded to the ER at Hazel Hawkins on multiple occasions, where we met with the families to discuss an action plan that will best fit their child’s needs. Our goal is to provide whole person care that is patient centered focusing on the youth’s physical, behavioral, emotional needs, improving care coordination while decreasing health care disparities in our community. Substance abuse and mental health don’t sleep, and as many studies have shown, there is only a small window of opportunity, that often is experienced after a critical incident, of when a client is willing to engage in treatment related services. We at YRC want to match that small window of opportunity in meeting them with boots on the ground, whenever and wherever they are at the time of their willingness to engage. Amy and I intend to build upon our team that is willing to share that same passion and drive, as we fight to take our streets back, one kiddo at a time. In respecting the youth treatment choices, we have met youth at their homes, at parks, after school, and/or just walking around the neighborhoods. It has been an honor and privilege to be able to serve the youth of San Benito County. Amy and I will continue to meet the needs of the youth and strive to bridge the gaps in our community. Although we are primarily a youth program, we have also assisted probation and G.4.g
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8 veteran services with finding placement for a couple of individuals who had no place to go and what seemed like no services available to them.

OUTREACH EVENTS

1. Alvarez High School in Salinas - Fentanyl awareness presentation to 2000 students and about 100 teachers. Our Board president presented a local mother whose son passed away because of fentanyl overdose poisoning and a Hollister youth who overdosed and made it with the help of YRC from the emergency room to recovery. This youth with his parent's permission shared his experience with his peers.

2. YRC has been asked to present at the California Hub and Spoke MAT conference in Sacramento in September. Area of

3. YRC was blessed in being able to provide education and awareness to the Spanish speaking population at the San Benito County Migrant Camp.

4. YRC presented a graffiti wall for kids as a way for them to express themselves in an art form with the use of markers, paint, spray paint during Hollister’s 150th celebration.

5. We took part and the fentanyl awareness day where we were able to provide education awareness and to spread the word that we were here and we're here to help.

6. YRC supported the Opioid Task Force in bringing awareness of the dangers of tobacco and vaping products at the city “Kids in The Park.”
Finances
Please refer to Business Plan – CFO to present in virtual capacity

CONCLUSION
We are excited about what we have been able to accomplish in the youth lives we have worked with. We are looking forward to continuing to build out our program and expand to serve our youth in San Benito County and the Tri-County area.

Thank you again City Council for your financial support.

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Youth Recove ry
Conn ections
@hollisteryrc
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RECOVERY

CONNECTIONS
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Youth Recovery Connections
@yrc_hollister
YRC is a non-profit organizati on offering intervent ion, prevention , and tn services for those suffering from opioid and o ther substance us e d i sordE t=l Non-Government al & Nonpro f it Organization @ Hollist e r, C A 6' youthrecoveryconnections .org ID Joined Ju ne 2022
27 Following 2 Followers
ABOUT

Songs For Char lie Cur riculum
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WORKING WITH

SCHOOLS
o convin ce your school I f you want t a Fake & Fatal
d i strict t_o s po~~:;sation, in itiate a
communit y co ess campaign. or to
public aware: drug curriculL~m . it
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lik:ly ;~11:::~1~er t w o . We are here
sending to he lp.

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WEBINA
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parents/te the option of
_sc_hools :a~~ posting on their
printing an / . I media pages. we bs ite and soc1a
I __ I

Pr ojects/Initiatives

1.Outpatient ODF Licensing and
Certification

2.Intensive Outpatient (IOP)
licensing and Certification

3.Home Occupancy Certification
Tr ainings

1.SBIRT

2.CBT

3.MI

4.MENTAL HEALTH FIRST AID

5.MST
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YOUTH

RECOVERY

CONNECTION -

RESOLUTION
The Community Resiliency Center

This Resolution is to support the effort of First 5 San Benito and the Resiliency Network effort to establish a Community Resiliency Center in Hollister, California.

WHEREAS, First 5 San Benito and the Resiliency Network (THE NETWORK) seek to expand behavioral health services and strengthen the continuum of community care options that advance racial equity for families by establishing the Community Resiliency Center in San Benito; and

WHEREAS, all parents have inner strengths or reso urces that can serve as a foundation for building their resilience and for passing these strengths on to their children; and

WHEREAS, many parents and caregivers raising children and youth feel stressed, isolated, and overwhelmed, no matter their age, ra ce, ethnicity, tribe, or income level—and this has been intensified by the health, economic, and social-emotional impacts of the COVID-19 pandemic; and

WHEREAS, parents may need additional support if they have experienced trauma, have a disability, are raising a child with an emotional, behavioral or developmental disability, or are living in Adverse Community Environments that lack equity, as measured by racism, concentrated poverty, poor housing conditions, and other barriers to opportunity; and

WHEREAS, families in San Benito come in many forms, with children who are raised by parents, grandparents, foster parents, family members and other caregivers; and

WHEREAS, families can benefit from a center to house proven strategies and receive support through a full array of services with an emphasis on upstream prevention and a wide range of community-based care provided by numerous organizations and individual practitioners, thanks to local partnerships, such as between First 5 San Benito, the Res iliency Network, local government, health and human service providers, schools, libraries, higher education institutions, and child welfare agencies; and

WHEREAS, THE NETWORK may implement and encourage positive parenting through a population health approach so that all families have equitable opportunities to access information in ways that respect their unique beliefs, traditions, customs, interests, and racial, ethnic, tribal, and cultural practices; and

WHEREAS, THE NETWORK of services provided at the Community Resiliency Center seeks to increase equitable access to behavioral health and community care prevention options; and

WHEREAS, THE NETWORK of services provided at the Community Resiliency Center seeks to address urgent gaps in the care continuum for people with behavioral health conditions, including children and youth and their families; and

WHEREAS, THE NETWORK of services provided by Community Resiliency Center seeks to increase prevention strategies as alternative option to reduce incarceration, hospitalization, G.4.i
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homelessness, and institutionalization; and

WHEREAS, THE NETWORK of services provided by the Community Resiliency Center seeks to meet the needs of vulnerable populations with the greatest barriers to access, including people experiencing homelessness and justice involvement; and

WHEREAS, THE NETWORK of services provided at the Community Resiliency Center seeks to ensure that care can be provided in the least restrictive settings to support community integration, choice, and autonomy; and

WHEREAS, THE NETWORK seeks to leverage multiple funding streams including State and Federal funds and private investments to support ongoing sustainability of the Community Resiliency Center; and

WHEREAS, THE NETWORK of services provided at the Community Resiliency Center can prevent or mitigate the effects of Adverse Childhood Experiences such as child abuse, neglect, household dysfunction, and other traumatic events that can create dangerous levels of stress and impair lifelong health and well-being; and

WHEREAS, every individual, community group, business, public, and non-profit agency, and tribe in California has a role to play in raising awareness of the importance of promoting behavioral health and well-being of children and families; and

Resolved by the San Benito County Park and Recreation Board of Directors, thereof concurring, to support First 5 San Benito and the Resiliency Network’s effort to establish a Community Resiliency Center to house prevention strategies in San Benito County.

NOW, THEREFORE, I, ________________, as Mayor of the City of Hollister in San Benito County, I hereby Resolve, to support First 5 San Benito and the Resiliency Network’s effort to establish a Community Resiliency Center to house prevention strategies in Hollister and direct that staff transmit copies of this resolution to the author for appropriate distribution.

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PROJECT SUMMARY
Background
The Resiliency Network member Youth Connections in partnership with First 5 San Benito are applying for The California Department of Health Care Services (DHCS) Behavioral Health Continuum Infrastructure Program (BHCIP) that aims to address historic gaps in the state’s behavioral health and long-term care continuum and meet the growing demand for services and supports across the life span. DHCS was authorized through 2021 legislation to establish BHCIP and award approximately $2.1 billion to construct, acquire, and expand properties and invest in mobile crisis infrastructure related to behavioral health.

BHCIP is designed to address the following State Priorities:
 Invest in behavioral health and community care options that advance racial equity
 Seek geographic equity of behavioral health and community care options  Address urgent gaps in the care continuum for people with behavioral health conditions, including seniors, adults with disabilities, and children and youth
 Increase options across the life span that serve as an alternative to incarceration, hospitalization, homelessness, and institutionalization  Meet the needs of vulnerable populations with the greatest barriers to access, including people experiencing homelessness and justice involvement
 Ensure care can be provided in the least restrictive settings to support community integration, choice, and autonomy
 Leverage county and Medi-Cal investments to support ongoing sustainability  Leverage the historic state investments in housing and homelessness

Project Title:

The Community Resiliency Center in Hollister

Total Grant Amount:

Round 4: BHCIP Children and Youth: $480,500,000 statewide, and $13,819,998 in the San Benito region is available to construct, acquire, and rehabilitate real estate assets to expand the behavioral health continuum of treatment and service resources in settings that serve Californians ages 25 and younger, including pregnant/postpartum women and their children, transition-age youth, and their families. The Round 4: BHCIP Children and Youth will also f und facilities that serve Medi-Cal beneficiaries.

Application Due Date: August 31, 2022 - Award Announcement: September 30, 2022

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Problem Statement:

Achieving equitable experiences and outcomes for children and families in San Benito County is essential to build a just and thriving community. The first step in achieving equity is the identification of disparities, which can be revealed with program and community indicator data. A presentation delivered to the Resiliency Network on January 20, 2022, illustrated the disparities in San Benito County between Hispanic/Latino and non-Hispanic/Latino* children and families on health, education, safety, and socioeconomic outcomes, early childhood behavior and mental health, third grade reading proficiency, well child visits, healthcare access, kindergarten oral health/dental care access, child maltreatment, family violence / domestic concerns, youth/adult mental health and substance use, absenteeism, gang involvement, and housing/homelessness.

The San Benito community’s children and families may face additional risks. A consensus of scientific research demonstrates that cumulative adversity, especially when experienced during critical and sensitive periods of development, is a root cause to some of the most harmful, persistent, and expensive health challenges facing the state of California and the nation. Adverse Childhood Experiences (ACEs) include abuse, neglect, and/or household dysfunction that occurs by age 18. The abuse can be physical, emotional, or sexual; and neglect can be physical or emotional. ACEs and toxic stress represent a public health crisis that has been, until recently, largely unrecognized by our health care system and our society.

There is a great need within the City of Hollister is to address the significant gaps in behavioral health More treatment options are vital for children and youth living with significant mental health and substance use disorders. As the need for behavioral services exceeds the available services, prevention and early intervention provided through community- based organizations are critical for children and youth, especially those who are at high risk.

Proposed Solution:

First 5 San Benito and network partners propose a request for $22 million in State funding to establish the Community Resiliency Center (Center) to be in the 95023-zip code area in Hollister. The model for the Center expands on the state funded East Bay First 5 Centers in the cities of Vallejo and Fairfield, Solano County, as well as the First 5 Centers in the cities of Pittsburg and Antioch, Contra Costa County.

The goal to establish the Center is the network’s system change strategy is to advance equity by shifting the conditions that hold a problem in place and to promote resiliency and ensure healthy outcomes for all families in San Benito County. By expanding whole child, whole family evidence-based practices that are trauma-informed and culturally sensitive in partnership with a network that has demonstrated outcomes, we can significantly the improve the health and well-being of individuals and families in San Benito County.

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Youth Recovery Connections
(YRC)
Business Plan
Abstract
YRC offers an individualized and evidenced based approach focusing on the characteristics of the child or adolescent. Our objective is to strengthen and impart them with resources, tools, and positive coping skills so they can get back to living independently.

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Confidentiality Agreement
The undersigned reader of Youth Recovery Connections (YRC) Business Plan hereby acknowledges that the information provided is completely confidential, and therefore, the reader agrees not to disclose anything found in the business plan without the express written consent of the founders, Michael Salians, Amy Bravo, and Danny Contreras.

It is also acknowledged by the reader that the information to be furnished in this business plan is in all aspects confidential in nature, other than information that is in the public domain through other means, and that any disclosure or use of the same by the reader may cause serious harm and or damage to Youth Recovery Connections (YRC) Business Plan.

Upon request, this business plan document will be immediately returned to Michael Salians, Amy Bravo, and/or Danny Contreras.

This is a business plan. It does not imply an offer of any securities.

This contract shall be governed by the law of California and any applicable Federal law in the United States.

________________________ __________________________ Signature Printed Name

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Table of Contents
Confidentiality Agreement......................................................................................................... 1 The Purpose of the Business Plan .............................................................................................. 4

1.0 BUSINESS OVERVIEW .................................................................................................... 5

1.1 Executive Summary ......................................................................................................... 5

1.2 Our Mission ...................................................................................................................... 8

1.3 Our Vision ........................................................................................................................ 9

1.4 Objectives ......................................................................................................................... 9

2.0 COMPANY OVERVIEW ................................................................................................. 10

2.1 Company Description ..................................................................................................... 10

2.2 Business Model .............................................................................................................. 11

2.3 Organizational Goals ...................................................................................................... 15

2.4 Online Presence .............................................................................................................. 19

2.5 Core Values .................................................................................................................... 20

2.6 Company Leadership...................................................................................................... 21

3.0 SERVICES OVERVIEW .................................................................................................. 22

3.1 Description ..................................................................................................................... 22

3.2 Services Structure ........................................................................................................... 22

4.0 MARKET ANALYSIS ...................................................................................................... 24

4.1 Feasibility Studies .......................................................................................................... 24

4.1.1 San Benito County Substance Abuse Statistics ....................................................... 24

4.1.2 Substance Use in California .................................................................................... 26

4.2 Industry Size ................................................................................................................... 27

4.2.1 U.S. Behavioral Health Market Size, Growth & Analysis [2028] .......................... 28

4.2.2 Mental Health & Substance Abuse Centers Industry in the US - Market Research Report ............................................................................................................................... 31

4.2.3 Drug & Alcohol Rehabilitation Clinics Industry in the US - Market Research Report ............................................................................................................................... 34

4.3 Market Research Summary ............................................................................................ 37

4.4 SWOT Analysis.............................................................................................................. 44

4.4.1 Strengths .................................................................................................................. 45

4.4.2 Weaknesses .............................................................................................................. 45

4.4.3 Opportunities ........................................................................................................... 45

4.4.4 Threats ..................................................................................................................... 46

5.0 OPERATING STRATEGIES ............................................................................................ 47 G.4.k
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5.1 Marketing Strategy ......................................................................................................... 47

5.2 Competitive Strategy ...................................................................................................... 48

6.0 MANAGEMENT SUMMARY ......................................................................................... 50

6.1 Description ..................................................................................................................... 50

6.2 Management Structure ................................................................................................... 50

7.0 FINANCIAL PLAN........................................................................................................... 52

7.1 Financial Overview ........................................................................................................ 52

7.2 Profit and Loss ............................................................................................................... 53

7.3 Cash Flow Statement ...................................................................................................... 55

7.4 Balance Sheet ................................................................................................................. 57

7.5 Break-Even Analysis ...................................................................................................... 59

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The Purpose of the Business Plan
This business plan is written to describe the business activities of Youth Recovery Connections (YRC) – A non-profit outpatient substance abuse center in San Benito, CA – under the management of the founders, Michael Salians, Amy Bravo, and Danny Contreras, and to accommodate sponsorship, grants, donors, investors, etc.

The support and contributions secured will be utilized for operating expenses such as modifications to the current home to get the house to a standard (tech upgrades, home additions, paint, flooring HVAC, etc.) needed to qualify as in-network providers for private insurance companies, organizational structuring, programs formation, brand development, working capital to avoid interruption in business operations, etc.

Apart from fundraising a sizable amount for consistent funding, the business plan also aims to:
 Provide a business blueprint phase for Youth Recovery Connections (YRC) and provide details of its activities.
 Provide market insights to ascertain the feasibility of the business.  Evaluate the success of the business against benchmarks, facilitate strategic planning, etc.
 Provide financial projections and analysis.

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1.0 BUSINESS OVERVIEW

1.1 Executive Summary
The overdose pandemic is a prevalent public health emergency especially among teens and young adults, contributing to an increase in emergency department visits, fatal overdoses, and widespread outbreaks of infectious diseases linked to intravenous drug use burdening public health with heavy economic costs from death, lost productivity, and avoidable expenditures.

In San Benito, CA, for example, drug overdoses and deaths have seen a major uptick in incidents since 2019 according to a report on sanbenito.com. In 2020, there were 38 overdose incidents in the county in which
authorities administered Narcan; and
23 such incidents in 2019. As of
August of 2021, police, paramedics
and other first responders have
administered Narcan to 18 people in
the County who had overdosed on
drugs. Data from the county coroner
shows a similar increase in overdose-related deaths. In 2020, nine people died of drug overdoses; and seven died from an overdose in 2019. In 2018, six drug overdose deaths were reported in San Benito County.

This epidemic requires a multi-faceted and an “all hands on deck” approach to curb it as much as possible from morbidity, mortality, and harm. Creating a one-stop shop that caters to the needs of drug abuse users and behavioral health victims; empowering and mentoring them to become a better version of themselves plays a fundamental role in creating a more equitable, thriving, and loving community.

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Youth Recovery Connections (YRC) is a non-profit organization focused on treating and empowering vulnerable and exposed youths with high-quality care. We are a company under the expert leadership of a close-knit management team led by self-motivated individuals. Our passion for helping, dedication, and commitment to humanity are among many factors that will guarantee our success and growth.

Our business model is to operate a non-profit specialty outpatient facility that helps those with opioid and other substance use disorders by providing intervention, prevention, and treatment services. We provide a secure and
supportive atmosphere for young
people who are struggling with
substance abuse related problems. Our
primary goal is to help youth recover
and regain their independence and
well-being by implementing a healthy
and productive lifestyle by treating them as a whole person.

We are an organization focused on helping make the world around us a better, happier place.

At Youth Recovery Connections (YRC), what we offer is love and care; and it works by communicating with the world and creating change through raising an individual’s self-worth and understanding of their world. Guided by a global network of diverse and relatable professionals, our data-driven organization will leverage technology to equip the youth we serve with everything they need to be successful in the new digital economy.

We will work with the youths to ensure they accomplish their long-term recovery goals. We will take time during their initial visit to listen to their concerns. We will provide quality care in a modern, spacious, and well-kept environment. We strive to connect with them on a deeper G.4.k
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emotional and psychological level to truly understand how they feel, what they want, and what’s best for them. We know that little gestures, compliments, and words of encouragement work like magic in building a strong bond with them.

We offer community-based service options unique in that we are trying to break the barrier of brick and mortar options to those of comfortability and empowerment in meeting the client where they are at i.e. home, school, park, etc. while still providing the best care and treatment in “their” therapeutic environment.

One of the most important values and standards of our business is integrity and transparency.

At Youth Recovery Connections (YRC), we confidently boast of values and morals that run deep into the core of our existence. All donations and giving processes will exhibit transparency. We will treat all transactions with our donors, beneficiaries, and communities with integrity. Every penny and resource allocated to our organization will be duly remitted.

Our unique operating approach is the level of creativity and innovation we will exhibit in the market. We are open to new opportunities and new ideas; and will be flexible and creative in our approach. One of the many attributes that will differentiate us is the amount of time and energy, we put into our daily processes and projects as well as our prevention, intervention, and treatment activities.

We are a fee for service treatment program relying on local, state, and federal contracts in treating those with healthcare disparities. We do offer private treatment options as well but the ability to treat lies in the ability to contract with private insurance network providers At Youth Recovery Connections (YRC), we know that it’s not enough to provide assistance and to support the community through a range of sponsorships and charitable initiatives. Our responsibility goes much further, embracing our regulatory obligations along with wider social, G.4.k
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environmental, employee, and ethical concerns. Our commitment to corporate responsibility will play out in many ways and be considered in all our policies and decision-making process.

The growth, development, and success of any business are largely dependent on the team of the management staff of such a business. With this understanding, we have put together a team of professional and highly experienced staff and board members who are not just committed and dedicated to providing top-notch services but also have goals and visions that align with the organization. When needed, other professionals would be vetted and hired into available strategic positions in the company.

1.2 Our Mission
Youth Recovery Connections (YRC)’s mission statements are to  Build community resiliency.
 Build bridges between broken stakeholder relationships.  Partner and collaborate with existing providers.
 Challenge existing norms promoting change in evidence-based treatment practices.  Improve access to care and timeliness.
 Create programs that are missing within the ASAM continuum of care ( https://www.asam.org/asam-criteria/about-the-asam-criteria) San Benito County has only a single source provider with many missing levels of care as required by the state of California (defiantly a barrier).

The goal is to offer intervention, prevention, and treatment services for those suffering from opioid and other substance use disorders. Using a “meet them where they are” approach, YRC offers an individualized and evidence-based approach focusing on the characteristics of the child or adolescent. Our objective is to strengthen and impart them with resources, tools, and positive coping skills so they can get back to living independently.

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1.3 Our Vision
Youth Recovery Connections (YRC) is a youth-centered organization that promotes self-worth and creates development opportunities in a positive, friendly, and productive atmosphere. Our vision is to build a more equitable and safer county for young people through tailored treatment and empowerment services.

Our focus is to provide education and awareness by participating in prevention, intervention, and treatment in natural environments (homes, schools, and neighborhood settings), while promoting recovery through healthy and productive lifestyle changes while using a whole person approach to care.

1.4 Objectives
The goal and objective of every business are to be successful. Youth Recovery Connections (YRC)’s number one objective is to run a non-profit business that will continually succeed in size and also have a landmark impact. Our objectives are;  Source and generate donations and help using different means and procedures.  Move to a commercial property downtown once we receive state approval to operate a residential treatment facility.
 Address surging rates of overdose from fentanyl, methamphetamine, and other drugs.  Help coalitions take a data-informed approach to respond to this crisis.  Apply a health equity lens.
 Maintain a steady growth in programs and operations that will sustain the organization long-term.
 To nurture a long-term relationship with our partners, investors, associates, and donors.  To establish and maintain a specialty outpatient organization tagged with excellence and quality.

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 To expand to a multi-unit franchise within the California and US market

2.0 COMPANY OVERVIEW

2.1 Company Description
Youth Recovery Connections (YRC) is a 501 (c)(3) nonprofit organization with a sheer focus on providing education and awareness by participating in prevention, intervention, and treatment in natural environments (homes, schools, and neighborhood settings). We are focused on creating a community where the vulnerable youths are unshackled from the clutches of drug overdose and set on to the
right path to recovery, resilience,
and personal growth, now and in
the future.

We operate from a quality
location space in Hollister,
California located in San Benito County. San Benito County is considered a rural county; however, has quickly become a bedroom community for the Bay Area. With high-income workers seeking a lower cost of living, our population continues to grow rapidly as does the need for increased early intervention, primary prevention, substance abuse treatment, and wrap-around services countywide.

Our email address is [email protected].

Our administrative email address is [email protected]

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2.2 Business Model
Identified Problem
Increasing incidences of overdose in our community are a symptom of complex and mutually reinforcing public health issues, including deteriorating mental health, lack of access to health and social services, poverty, unaffordable housing, and stigma; all of which have intensified in the pandemic era. The health system remains difficult to navigate, in particular for young people experiencing substance use, homelessness, or other crises, resulting in law enforcement involvement in issues that require comprehensive and compassionate care.

In December of 2021, San Benito County reported a spike in drug overdoses saying it is likely linked to counterfeit pills containing a new variant found in fentanyl. The release further stated, that from January through December of 2021, 36 individuals required naloxone administration by emergency medical personnel, of the 36 reported cases, 17 have occurred within the last three months. At the time of the development of this document, local news station KSBW released a statement identifying “three young adults” as overdose victims in neighboring Monterey County. Across the state, spikes in overdose deaths from fentanyl continue to rise from 786 deaths in 2018 to 3946 deaths by the end of 2020. This data alone is a key indicator that new and creative preventative actions must be considered.

The identified problems include;
 Lack of treatment services
 Increased overdose rates… 38 since January 2022 to current  Rural County with limited
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 Healthcare disparities
 85% Hispanic community with limited resources and treatment options focusing on cultural and language services
Personal Experiences
Michael Salians – Cofounder
Michael holds valuable experiences as both a Peer Mentor (with his own lived experiences), and SUD professional. Growing up as a juvenile justice -involved youth, Michael knows firsthand how mental health and/or substance abuse affects academic performance, behavior, and relationships. With Michael’s innovative ideas and “meet them where they are at” mentality, he can help connect our youth to the community by providing available resources, advocating for informed and responsible decision making, conducting counseling/ mentoring sessions, and support as they transition into adulthood.

Amy Bravo – Cofounder
Amy’s personal stake in addiction medicine, came from many years of pain staking exposure in watching family members and close friends battle the disease ultimately leading her down her own patch of experimentation and use. After entering the rooms of recovery in 2009, Amy’s life mission became to help those who were still lost in the disease and the children and families caught in the crossfire. Since 2009, Amy has pursued her education and currently holds a bachelor’s degree in Organizational Leadership and a Master’s in Public Administration. It is through her personal lived experience, education and training that she has been successful in her ability to provide expert care.

Amy’s life took an unprecedented turn in June of 2022 when her 15-year-old niece died from a fentanyl poisoning at the age of 15 years.

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Danny Contreras – Cofounder
Danny has served decades behind bars with his controlling case happening as a minor himself. With his lived experience and forward -thinking, Danny knows firsthand what it takes to reach our most vulnerable youth struggling with substa nce use, abuse, and addiction with a message of hope and recovery.

Proffered Solution
Our proffered solution is simple: connecting for change. Our business model is designed to directly impact San Benito County’s youth health disparities and their ability to improve inadequate access to drug prevention and treatment services.

We do this by providing adequate intervention, prevention, and treatment services for those suffering from opioid and other substance use disorders. We provide an individualized and evidence-based approach provided in a safe, caring, and supportive environment. Our main focus is to promote recovery and wellness through healthy and productive lifestyle changes while using a whole-person approach to care.

Our proffered solution follows the following steps of offering treatment services and decrease timeliness barriers from first contact to first day of treatment.

Speak to the willingness to change and stages of change ( https://www.smartrecovery.org/smart-articles-draft/the-stages-of-change/) We define the following
 Intervention:
https://www.ncbi.nlm.nih.gov/books/NBK424859/
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https://newmaninterventions.com/early-intervention-for-substance-abuse-what-is-it-and-why- is-it-important/
 Prevention:
https://www.iwh.on.ca/what-researchers-mean-by/primary-secondary-and-tertiary- prevention#:~:text=Primary%20prevention%20aims%20to%20prevent,or%20injury%20shou ld%20exposure%20occur.
 Treatment:
https://www.cdc.gov/injury/fundedprograms/preventing-adverse-childhood- experiences/index.html
 ODF/IOP:

Residential Services
 Overdose and data:
https://www.cdc.gov/drugoverdose/od2a/index.html
 Needs:

Youth specific trainings: Screening, Brief Intervention and Referral to Treatment (SBIRT) Finalize PnPs per https://www.dhcs.ca.gov/Documents/DHCS-AOD-Certification-Standards-

2.7.2020.pdf
Licensing and certification: https://www.dhcs.ca.gov/provgovpart/Pages/Licensing-and- Certification-Facility-Licensing.aspx
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Drug Medi-Cal billing system and private insurance:
https://www.dhcs.ca.gov/provgovpart/Pages/Licensing-and-Certification-Facility- Licensing.aspx

2.3 Organizational Goals
Below are the goals we wish to achieve after the end of each year for the next couple of years of operations;
Year 1:
 Complete Infrastructure
 Hire consultants for nonprofit licensing and start-up  Develop Board of Directors, provide board training
 Develop Budgets
 Short-term strategic planning activities
 Long-term strategic plan (5 years) w/ SWOT analysis
 Revisit the mission statement every 5 years
 Considering societal changes and critical strategic issues, the organization should evaluate whether its programs should be modified, expanded, or discontinued to meet the mission.
 Create a plan that includes:
- Short-term, mid-range, and long-term strategies
- Goals and objectives
- Timelines
- Budgets
- Responsibilities
- Connect planning efforts with ongoing operations
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- Measure progress and evaluate strategies
 Apply for funding via charities, grants, and public affairs  Complete internal financial set-up
 Complete Human Resources set-up
 Engage community stakeholders
 Establish partnerships (local and Tri-County)
 Hire Executive Leadership
 Hire Peer Support Specialist (PSS) and/or Community Health Workers (CHW), Administration and Finance staff
 Obtain nonprofit insurances i.e., commercial, liability, D&O, molestation, substance abuse treatment, and workers-comp.
 Submit outpatient/outpatient licensing to DHCS
 Register with state and federal authorities
 Obtain NPI, CAGE, UI/UEI, EIN/TIN, NAICS, and SIC
 Media and Marketing strategies i.e., press release, direct media contact (local new station and newspapers),
 Apply for grants to support prevention, infrastructure and new programs and initiatives Purchase IT and computer equipment/software, supplies, evidence-based curriculums, etc.
 Apply for technical assistance (TA) regarding in network provider private insurance for substance abuse treatment payments
 Launch Intervention and Prevention services
 For more information: https://www.pvamu.edu/sa/drug-and-alcohol-abuse- prevention-program-daapp/tips-for-preventing-substance-abuse/  Create business cards, brochures, letterhead
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 Rent property (not commercial) need residential address for residential licensing  Infrastructure and funding initiatives
 Internal departments
 Stakeholder engagement
 Social Media accounts; Facebook, Instagram and Twitter  Business Plan
 Infrastructure and start-up grants
 City and County pitch for financial support
 Open house and Ribbon cutting
 Fundraiser
Year 2:
 Finalize outpatient and intensive outpatient policies & procedures  Open youth Outpatient and Intensive Outpatient Services  Apply for in-network private insurance
 Train new hires and community partners in Cognitive Behavioral Treatment (CBT) and Motivational Interviewing (MI), and SBIRT.
 Media and Marketing
 Obtain a company 8-12 passenger van
 Submit residential licensing application
 Apply for alternative funding i.e., foundation, state and federal grants, partnerships, and other funding streams
 Stabilize infrastructure
 Build upon donor management
 Grant management
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 Implement workforce development strategies
 Train up Peer Support Specialists and Community Health Workers to serve in the community. Disseminate bilingual/bicultural information pertaining to multiple prevention-related categories i.e., drugs, vaping, human sex trafficking, gangs, etc.  Provide education and awareness around substance use with an emphasis on opioids and fentanyl.
 Conduct school student assemblies at middle and high schools within San Benito County.
 Facilitate community conversations and townhall events in English and Spanish  Apply for Narcan and provide Naloxone (Narcan) trainings to the community:

Townhalls teachers, school nurses, coaches, administrators, jails, emergency rooms, community events, juvenile hall staff, etc.
 Connect youth to other community resources that are needed.  Executive leadership to hold a small caseload of extremely vulnerable and high-risk youth, providing Case Management/SUD services.
 Create and develop a Substance Use Response Team (SURT) team with local stakeholders
 Create a 24-hour emergency hotline for overdose response  Implement a 24-hour critical incident overdose response team  Implement education, prevention and intervention services  Implement youth mentoring program
 Acquire an AmeriCore VISTA worker
 Attract volunteers and interns to support our work
 Fundraiser
 Secure grants of $500,000 and up
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Year 3:
 Finalize youth residential policies and procedures
 Open youth Residential treatment center
 Media/Marketing
 Apply and Implement MAT services
 Apply and Implement Outpatient Services
 Implement wrap-around, case management and peer support services  Apply and Implement Intensive Outpatient Services
 Register outpatient services with SAMHSA
 Fundraiser
 Secure grants of $500,000
Year 4:
 Rent/purchase commercial property
 Move outpatient services to commercial building
 Implement Residential Services
 Fundraiser
Year 5:
 Sustainability and growth
 Secure grants of $500,000, etc.

2.4 Online Presence
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heavily on various social media channels like Facebook, Twitter, Instagram, etc. to get information to possible beneficiaries, donors, etc., and engage them accordingly.

Furthermore, we have built and developed a standard, easy-to-use, and simple-to-navigate website. The website is constructed with an attractive interface and appealing features. Through our website, donors can always donate and provide their desired help; also, youths (or their families/loved ones) who desire our help can apply for our programs. Necessary information about Youth Recovery Connections (YRC) and its services is displayed on the website.

The website address is www.youthrecoveryconnections.org .

2.5 Core Values
Youth Recovery Connections (YRC)’s work is grounded in the fundamental belief that our values are critical to our organizational success. These values provide essential oversight and accountability to the organization’s beneficiaries and the broader public. In carrying out our mission, we embrace the following values which are the Three C’s of YRC: Courage, Commitment, and Collaborative. Other values are;
 Transparency: We adhere to moral and ethical principles. We operate openly and candidly and provide full disclosure on issues around conflict of interest, operations, and funding practices.
 Leadership: We will lead by example, helping change the world, one person, at a time through treatment, counseling, guidance, and collaboration.  Concise Promotion and Marketing: The role of marketing activities in promoting any business is quite important. We will adopt various strategies and actions that are fundamental to promoting our business, implementing conventional and digital strategies; this will play a crucial role in our awareness, thus an underlying success.

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2.6 Company Leadership
Youth Recovery Connections (YRC) is managed by a united and close-knit group of individuals led by the founders Michael Salians, Amy Bravo, and Danny Contreras. Open- minded in nature and visionaries, these individuals are highly capable of taking the business to the envisioned position. They will lead our team through challenging, high-profile, and high- visibility engagements, which will be a pivotal element of how we provide our excellent services and be fulfilled.

Michael, Amy and Danny are considered treatment experts serving on various boards and collaborations across multiple states. Their personal experience with drug overdose from different perspectives will provide a unique operating lens for our operations.

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3.0 SERVICES OVERVIEW

3.1 Description
Youth Recovery Connections (YRC) is actively involved in the non-profit industry as an outpatient substance abuse center. We strive to become the beacon of hope for the youths in our community that is faced with drug abuse and overdose. We do not just provide intervention and treatment services, we also strive to empower them to become a better version of themselves.

The driving force behind Youth Recovery Connections (YRC) is compassion, acceptance, respect, empowerment, and sincerity. We
demonstrate these, in part, by working with
these individuals to identify their mental health
and recovery goals and by developing a
treatment plan that is unique to them. We utilize
a holistic approach to health by providing a wide
range of therapies that are tailored to help them
down the path to healing and recovery. We will always seek to achieve social justice while seeking a world of hope, tolerance, and equity, where people live with dignity and sustainability.

3.2 Services Structure
The basic services our non-profit provides is primary prevention, early intervention and outpatient services for youth ages 12-17 years of ages and transitional aged youth 18-25 years of age. San Benito County is lacking in its ability to provide ASAM designated levels of care as required by the state of California as a waivered county.

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YRC aims to focus on environmental prevention strategies in order to change the community norms, access, and availability that contributes to substance use problems. YRC provides substance abuse prevention for an individual(s) or a population of youth by focusing on environmental and community factors and policies, developmental factors, or skill development. In collaboration with local organizations, law enforcement, EMS, hospitals, schools, and other youth-related entities we will increase public awareness and decrease substance use. We believe by focusing on early childhood prevention we can also reduce criminality and mental health problems while promoting academic achievement. Prevention programs can have long-term benefits for the children and families they serve, as well as for society as a whole. Through collective action, we can strengthen prevention efforts throughout the community.

A more detailed and extended structure of our services are available in separate documents.

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I
I
Primary Prevention
Preventing substance use d isorder is the first step towards addressing overdoses. Learn about effective prevention
programs and safe prescrib ing p ractices .

Evidence-Based Treatment
When a person is ready, h igh-quality treatment must be avai lable without delay. Help improve access to treatment. I Harm Reduction
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Harm reduction is critical to keeping people who use drugs alive and as healthy as possible. Read the research and reduce stigma .

Recovery Support
Recovery support services can lead to better long-term
outcomes especially when available in communities
where they are needed . Explore different types of recovery serv ices,

4.0 MARKET ANALYSIS

4.1 Feasibility Studies
The feasibility studies provide key data and insights into the widespread drug abuse and overdose issue in San Benito County and California which establishes the bedrock for which our business model is formed.

4.1.1 San Benito County Substance Abuse Statistics

1. Statistics | San Benito County Opioid Task Force (sbcopioidtaskforce.org)

2. CA Overdose Dashboard
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= Home Espanol About Us Medication Di sposal Naloxone Teen Resources Resources Provider Resources I More ...

Statistics
San Benito County Data
Preliminary death dala is from 2020 from our local coroner and ha!. no/ been confirmed by lhe Sic!~. Dv~ lo long wails from tesls end confirmation from many sovrces, svch os the hospitals , coroner, medical examiner, etc. some dafa from 2020 is unavailable or remains preliminary.

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NUMBER OF NALOXONE ADMINSTRATIONS TOTAL OPIOID

PRESCRIPTIONS

OPIOID ED RATE
PER 100,000 OVERDOSE CALLS BY EMS

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2020
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3. Home | San Benito County Opioid Task Force (sbcopioidtaskforce.org)

4. Fentanyl Awareness Town Hall- 4/25/22 (padlet.com)

5. Opioid overdoses on the Rise in San Benito County | BenitoLink

6. Data (ca.gov)
Covid-19
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4 ( 6.3 /l00k)
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San Benito County, 2020
19 ( 26.3 /l00k)
ED Vi sits Related to Any Op101d Overdose
1n Sa n Benito County, 2020
Table 0:: Select Di splay Op t ions
3 ( 3.1 /l00k)
Hosp1tal 1zat10ns Related to Any Op 101d
Overdose m Sa n Be ni to County, 2020
-Table 0:: Sel ect Display Opt ion s
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Tim e Trend
Geographic Distribution
Any Opioid-Related Overdose Deaths • To t a l County Po pulation , San Beni t o , 2020
Opioid Prescriptions by Patient Location -Total Population Age -Adju sted Q Data 0efm1t1ons
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Opioid Data Publications
Da t a publications about opioid-related issues in California can be found here.

Overdose Prevention Initiative Data Briefs
• Synthetic Opioid -Related Overdose Deaths Increased at an Unpredictable Pace in 2020 {PDF)
The Overdose Prevention Initiative has tracked the rise i n overdose deaths in Cali fornia over the past five years. This data brief presents an analysis of synthetic opioid overdoses, which indicates that overdose deaths related to synthetic op ioids increased unpredictably in 2020. • Patterns of Opioid-Related Overdose Deaths in California, 2011-2017 {P DF ) Californ i a continues to face a serious public health cr isis with the dynamic and rapidly changing op ioid epidemic having substantial hea lth and economic impacts. This brief describes opioid-related overdose deaths over time, and demograph ic differences among di fferen t types of opioid overdoses.
• Counting Opioid Overdose Deaths Among American Indians Using Different Definitions {PDF)
The conventional public health surveillance method of counting opioid-related overdose deaths among American Ind i ans and Alaska Natives {"Al /AN") relies on a racial classification AP!ii¥
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model of in person – community based and virtual. Mental health crisis, substance use, abuse and family violence and food/health disparities have all increased during the pandemic Surrounding county for comparison and contrast are Santa Clara, Santa Cruz and Monterey Counties in which San Benito falls into the rural county category with big city problems.

4.1.2 1Substance Use in California
Prevalence and Treatment
Substance use in California is widespread: Half of Californians over age 12 reported using alcohol in the past month, and 20% reported using marijuana in the past year. While many people use substances safely, the overuse or misuse of alcohol and other drugs, including illicit drugs, can lead to immediate or long-term health problems. Nine percent of Californians met the criteria for a substance use disorder (SUD) in the last year.

The health care system is moving toward acknowledging substance use disorders as chronic illnesses, yet only about 10% of people with an SUD in the last year received treatment.

Overdose deaths from both opioids and psychostimulants, such as amphetamines, are soaring.

Substance Use in California: Prevalence and Treatment uses the most recent data available to provide an overview of substance use and addiction in California. Topics include prevalence of substance use, emergency department visits, deaths, and treatment.

Key findings include:
 The death rate from fentanyl increased 10-fold from 2015 to 2019. The rate of prescription opioid deaths fell 30% from 2011 to 2019.

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 The number of amphetamine-related emergency department visits increased nearly 50% between 2018 and 2020. The number of non-heroin-related opioid ED visits more than doubled in the same period.
 California’s Drug Medi-Cal Organized Delivery System pilot program has been implemented in 37 counties, which represent 96% of the state’s Medi-Cal population.  Between 2017 and 2019 the number of facilities offering residential care for substance use treatment grew by 68%, and the number of facilities offering hospital inpatient care more than doubled.
 Approximately 40% of commercial HMO and PPO health plan members with an alcohol or other drug dependence diagnosis received care that met the national quality standard of an initial treatment visit within 14 days of diagnosis.

The full report, a quick reference guide, and all the charts found in the report are available for download below. These materials are part of CHCF’s California Health Care Almanac, an online clearinghouse for key data and analyses describing the state’s health care landscape.

4.2 Industry Size
The industry size analysis provides a pointer to the statistics and figures surrounding drug abuse centers and behavioral health homes which are the basic services our non-profit is offering. By understanding this market and picking relevant trends, we can better position YRC to continually offer value to our youths and recipients.

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4.2.1 2U.S. Behavioral Health Market Size, Growth & Analysis [2028]

KEY MARKET INSIGHTS
The U.S. behavioral health market size was USD 68.79 billion in 2020. The impact of COVID- 19 has been unprecedented and staggering, with behavioral health services witnessing a positive demand shock across the U.S. amid the pandemic. Based on our analysis, the market exhibited a strong growth of 11.3% in 2020. The market is projected to grow from USD 77.62 billion in 2021 to USD 99.40 billion in 2028 at a CAGR of 3.6% in the 2021-2028 period. The sudden fall in CAGR is attributable to this market’s demand and growth, returning to pre- pandemic levels once the pandemic is over.

Physical & mental health disorders, such as mental illness, anxiety disorders, depression, substance abuse, and eating disorders, are the primary reasons for distress and disability among the population. Mental health services are growing at a remarkable rate, as favorable policies are being implemented on both the federal and state level. Moreover, a shift in the trend of the adoption of telehealth-based treatments for the disorders is also anticipated to spur the market growth to new heights during the forecast period. For example, a survey conducted by American Well in 2017 found that 66% of consumers were willing to use telehealth services.

Therefore, the U.S. market is expected to witness strong revenue growth during the forecast period.

COVID-19 Pandemic Boosts Growth Backed by Availability of Digital Care Services The coronavirus disease or COVID-19 outbreak of 2019 has remarkably influenced the dynamics of the healthcare sector globally. However, several companies offering virtual healthcare services witnessed strong growth in their sales. The pandemic led to a drastic increase in the use of virtual modalities for healthcare-related services, including health

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treatment for behavioral disorders, such as mental disorders, substance abuse, trauma/PTSD, and others. According to a McKinsey report, due to the COVID-19 pandemic, there has been a 50% increase in the prevalence of behavioral health conditions. However, clinicians who had in-person daily visits witnessed a devastating income loss owing to the restrictions imposed due to pandemics. As the majority of healthcare professionals started offering digital care, the rate of patient visits increased, and therefore, it resulted in higher income gain amid the pandemic.

LATEST TRENDS
Advent of New Technologies and Personalized Care to Raise Market Potential An emerging array of disruptive technology is currently supporting major players in the behavioral health ecosystem. These technologies include virtual assistants, neurological interventions, digital phenotyping, digital consumer experience technologies, diagnostic support, augmented physical, and virtual reality. For example, Calm Place, a behavior and mental health software solution of Mimerse AB, which is a relaxation virtual app is nowadays being adopted by hospitals and individuals in the U.S to lessen stress and anxiety. Moreover, care providers are integrating a collection of technologies with an aim to advance the care delivery model to patients. Thus, these factors are creating great value to this market on multiple levels, thereby boosting its potential.

DRIVING FACTORS
Increasing Prevalence of Physical and Mental Health-related Disorders to Surge U.S.

Behavioral Health Market Growth
According to the Substance Abuse and Mental Health Services Administration (SAMHSA), one in four Americans has a mental or substance use disorder. Also, the National Institute of Mental Health states that 1 in 5 United States adults are suffering from any type of behavioral G.4.k
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type of health issue. Therefore, the growing prevalence of health disorders has led to a surge in facility visits by individuals demanding services and treatment. Moreover, the JAMA Open Network survey found that there has been a 30% rise in the ED visit for behavioral disorders services since 2018. Thus, a rise in the disorder prevalence and visits is contributing to the growth of the market.

Improved Access to Behavioral Health Care to Foster Market Growth A shift in cultural change and increasing cost-efficient scientific technologies together are anticipated to provide better access to physical and mental healthcare services for every individual around the country. Additionally, the expansion of insurance coverage for these services to a large population will help them get better access to care. Also, the COVID-19 pandemic has leveraged the promotion of digital solutions resulting in higher adoption levels by individuals to access treatment services. For instance, Brightside, an app available for the treatment of anxiety and depression witnessed a 50% increase in new users during the early pandemic period. Thus, improvisation in the variety of health care services is set to foster market growth during the forecast period.

RESTRAINING FACTORS
Inadequate Research and Data for Accurate Diagnosis to Hamper Market Growth Although there is a phenomenal change in health services related to behavioral patterns of individuals today, the lack of widespread funded research and studies in the physical and mental health areas has led to a shortage of data that can be correlated for the accurate diagnosis of disorders. With this, consumers have frequently suggested treatments on a trial-and-error basis which makes it unclear for them about the activities needed to address their health difficulties. For example, based on research studies, over 70% of people with bipolar disorder G.4.k
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are misdiagnosed in the first instance. Therefore, inadequate R&D is anticipated to hinder the U.S. market growth.

4.2.2 3Mental Health & Substance Abuse Centers Industry in the US - Market Research Report
Healthy diagnosis: A rise in Medicaid reimbursements will likely adversely affect industr y profitability
Covid-19 Impact Update - Mental Health & Substance Abuse Centers Industry in the US
IBISWorld's analysts constantly monitor the industry impacts of current events in real-time – here is an update of how this industry is likely to be impacted as a result of the global COVID-19 pandemic:
 Demand for the Mental Health and Substance Abuse Centers industry is expected to increase in 2021 following widespread vaccine availability and improvement in the broader economy.
 Demand for treatment at industry facilities in 2021 is expected to exceed pre- pandemic demand. Poor economic conditions, social distancing measures, and other pandemic-related effects have exacerbated preexisting mental health and substance abuse conditions.
 Labor shortages at medical facilities, including mental health and substance abuse treatment centers, ha ve placed upward pressure on wages. As a result, the average industry profit margin has declined.

3 https://www.ibisworld.com/united-states/market-research-reports/mental-health-substance-abuse-centers- industry/
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Industry trends (2016-2021)
Over the five years to 2021, demand for substance use disorder and mental illness treatment has increased amid increased funding and expanded eligibility requirements for public health coverage alongside high reported rates of behavioral health problems. Mental Health America states that prior to the pandemic, 19.9% of adults, or 50 million Americans, suffer from a mental illness. Of these, nearly half report a high unmet need for mental health treatment. Mental Health and Substance Abuse Centers industry establishments, which offer long-term residential housing for individuals struggling with mental illness and substance use disorder, provide individuals with intensive, specialized treatment programs.

Industry outlook (2021-2026) – Average industry growth 2021-2026 Revenue growth for the Mental Health and Substance Abuse Centers industry is expected to increase over the five years to 2026, albeit at a slower rate than the previous period. Societal shifts are expected to increase mental health awareness, bolstering demand for industry services. Rates of substance use and mental illness among US adults were exacerbated by the stressful and isolating conditions stemming from the COVID-19 (coronavirus).

Industry statistics
 Market Size: $20bn
 Number of Businesses: 9,144
 Industry Employment: 227,659

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Biggest companies in the Mental Health & Substance Abuse Centers industry in the US
This industry has no major players with a market share of greater than 5%. Some of the players in the market include AAC Holdings Inc., Institute for Community Living, Hazelden Betty Ford Foundation, Gateway Homes Inc., etc.

What is Mental Health & Substance Abuse Centers industry in the US? Industry Definition
The Mental Health and Substance Abuse Centers industry include establishments that primarily provide residential care and treatment for patients with mental illnesses, drug addiction, and alcoholism. Industry services include lodging, supervision, evaluation, and counseling.

Medical services may be available, though these are incidental to counseling, mental rehabilitation, and support services.

Industry Products and Services
 Sober Living homes
 Housing for homeless youth
 Hospital detox
 Withdraw management facilities
 Residential services for men
 Residential services for youth
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4.2.3 4Drug & Alcohol Rehabilitation Clinics Industry in the US - Market Research Report Clean and clear: New treatment methods may shift patients away from specialized industry clinics
Covid-19 Impact Update - Drug & Alcohol Rehabilitation Clinics Industry in the US
IBISWorld's analysts constantly monitor the industry impacts of current events in real-time – here is an update of how this industry is likely to be impacted as a result of the global COVID-19 pandemic:
 The COVID-19 (coronavirus) pandemic has limited demand for inpatient rehabilitation services, since people have been cautious about residential healthcare services.
 Increased drug and alcohol use during the pandemic are likely to lead to higher demand for industry services over the next five years.
 Operating costs have increased for industry facilities, as safety equipment like plexiglass dividers and disinfecting wipes carry a moderate cost.

Industry trends (2016-2021)
The Drug and Alcohol Rehabilitation Clinics industry treats substance use disorders, a mental health condition in which the daily lives of patients are impaired by the often- habitual use of psychoactive drugs. Treatments provided by industry operators range from counseling to medication-assisted interventions in severe cases of chemical dependence.

These treatments can be provided on either an inpatient or outpatient basis, and the industry includes commercial clinics and nonprofit organizations. Over the five years to 2020, the

4 https://www.ibisworld.com/united-states/market-research-reports/drug-alcohol-rehabilitation-clinics- industry/
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prevalence of substance use disorders has risen, and an epidemic of opioid addiction has increased the patient pool for the industry's most intensive services.

Industry outlook (2021-2026) – Average industry growth 2021-2026 Over the five years to 2026, the Drug and Alcohol Rehabilitation Clinics industry is expected to sustain strong growth. The ongoing epidemic of opioid addiction will continue to draw attention, which will likely attract additional funding for rehabilitation programs and lead to a further decline in the stigmatization of treatment. Additionally, as shutdowns brought on during the COVID-19 (coronavirus) pandemic are lifted, industry establishments will likely see a surge of patients with pent up demand. Meanwhile, with people locked down in their homes, drug and alcohol use is expected to rise in 2026, leading to greater demand for rehabilitation services over the next five years.

Industry statistics
 Market Size: $7bn
 Number of Businesses: 3,640
 Industry Employment: 89,139
Biggest companies in the Drug & Alcohol Rehabilitation Clinics industry in the US The companies holding the largest market share in the Drug & Alcohol Rehabilitation Clinics industry include Acadia Healthcare Company, Inc. and American Addiction Centers Inc. This industry has no major players with a market share of greater than 5%.

What is the Drug & Alcohol Rehabilitation Clinics industry in the US? Industry Definition
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The Drug and Alcohol Rehabilitation Clinics industry comprises clinics with medical staff that primarily provide inpatient and outpatient services related to diagnosing and treating alcohol, drug and other substance abuse. For-profit and nonprofit establishments are included.

Industry Products and Services
 Treatment for alcohol use only
 Methadone treatment
 Buprenorphine treatment
 Unmedicated treatment for illicit drug use
 All Others
Industry Activities
 Providing outpatient services
 Providing detoxification services
 Providing intensive outpatient services
 Providing medication-assisted opioid therapy services

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4.3 Market Research Summary
As a non-profit business, we checked the statistics and market trends to keep abreast of the landscape and understand how we can adapt and implement these trends into our business operations. This also provides an insight into the pros and cons of our business activities; helping us identify growth tools and development markers. 5THE TOP NONPROFIT TRENDS FOR 2022
It’s that time of year again when we announce the top nonprofit trends for 2022! These past few years have proven that we certainly can’t predict the future. However, we can analyze and report on what nonprofits are doing to maximize their impact going forward.

This article will project advances in community-forward technology, nonprofit management, fundraising, and philanthropy. We’ll also explore the (near) future of volunteerism.

What can nonprofit organizations expect in 2022? Find out in our guide to nonprofit trends, 2022 edition.

Nonprofit Trends 2022: Technology
Today’s nonprofits and community organizations rely on technology to make a greater impact.

The right technology is efficient and cost-effective, allowing nonprofit professionals to continue to deliver essential services.

Technology is also changing the way people support community causes. Embrace these trends to boost your fundraising and marketing efforts and simplify volunteer management.

So, what’s the biggest theme for 2022?

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We’re seeing apps and services that increase flexibility and accessibility for volunteers, donors, and the nonprofits that engage them!
The Importance of Social Media
Social media is more important than ever to engage supporters! In 2021, some reports show up to 4.48 billion people actively using social media in the world, showing an increase of 13% or 3.69 billion in 2020. This number is expected to rise even more in 2022. This equates to nearly 9 out of 10 people with internet access using social media.

Social media has become a must for nonprofits looking to market their program and engage supporters. So if you haven’t already, consider boosting your social media presence in the coming year.

How can nonprofits use social media?
Social media is a place to:
 Share snippets of your story through videos and images  Promote a giving campaign
 Show volunteers in action,
 Introduce followers to your cause
 And don’t forget to use hashtags!
Creating a communications plan is key. You’ll want your messaging to stay consistent across all platforms, but tailoring your social post to the specific strengths of each platform will increase engagement.

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Going Mobile
You’ve heard it enough: we’re more attached to our smartphones than ever before. Smartphone users are set to reach 271 million by 2022 in the U.S. alone. People are using their phones to check social media, perform web searches, and make purchases. In fact, worldwide ad spending is predicted to exceed 280 billion dollars by 2022.

In 2022 we’re likely to see increased smartphone use here to stay and steadily growing.

Nonprofits can leverage these statistics by ensuring their content and donations pages are mobile-friendly. We recommend you prioritize these mobile-friendly elements:
 Donations – Your supporters should be able to make donations to your organization on their phones. Add Apple Pay or another mobile-friendly payment system.  Volunteer Registration – Volunteers will find and register for volunteer opportunities on their mobile devices. Nonprofits will benefit from ensuring their volunteer opportunity listings are mobile-friendly.
 Contactless Volunteer Check-in – Volunteers have more ways to check in to the opportunities they’ve signed up for using volunteer management systems and volunteer apps. Moving away from paper is easier than ever. Mobile check-in is especially important for large-scale events and volunteerism that occur in multiple locations.

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Age 18·29 Age 30·49 Age 50·64 Age 65+
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 Email Content (including embedded elements) – Lots of us read our emails on the go.

Make sure your email content, like links and images, displays correctly on mobile devices.
 Webpage Videos and Images – These days, people are consuming more video content on their phones. According to Yans Media, mobile video consumption was 57-75% of total videos watched online in 2021. The average person watches 30 minutes of video a day on their mobile device. Make sure your support base can load and view your site’s videos and images without a hitch. We recommend you upload your videos to Youtube, then embed the link into your webpage.

In 2021, more 5G infrastructure rolled out nationwide. Faster networks are making it easier for smartphone users to connect to web-based mobile apps, load webpages, and stream live videos.

With access to 5G, your supporters may be even more likely to use a smartphone to access your website and find volunteer and donorship opportunities.

Texting (SMS): Changing How You Reach Supporters
We see it everywhere: businesses asking consumers to sign up for text message alerts to receive promotional updates. Last year this trend picked up steam and now it feels like the norm. A growing number of consumers say they’re comfortable receiving text messages from brands.

Video Marketing and Fundraising
Did you know that 57% of people who watch a nonprofit video make a donation? The lesson here? Nonprofits can benefit enormously by using video for their marketing and fundraising campaigns. Children’s Miracle Network Hospitals generated millions of donations through a live streaming campaign.

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In 2022, look into new ways to add video content to your organization’s marketing efforts. We found this guide for creating a nonprofit video marketing strategy especially useful.

Technology shouldn’t replace the social interaction that makes volunteers happier and healthier. However, it can help nonprofits improve the way they operate to do more good in their communities.

Nonprofit Trends 2022: Nonprofit Management
Let’s shift our focus inward. What will nonprofit management look like in 2022? Here’s what we found:

Inclusive and Diverse Leadership
The past few years have shown encouraging strides when it comes to inclusive and diverse leadership in nonprofits. Thankfully, more organizations are making a concerted effort to establish thoughtful leadership practices.

Many nonprofit management conferences hosted keynote speakers and breakout sessions with special topics on diversity, equity, and inclusion. DEI facilitators who specialize in nonprofits have been in-demand as many organizations make important changes to re-evaluate and create new ways of working that benefits everyone from the people served, volunteer base, and employees.

Using the past two years as a time to pivot, re-evaluate, and create anew is the theme for moving forward into the New Year. If you haven’t already, make 2022 the year to evaluate your organization’s leadership structure and ensure it’s representing an appropriate range of community voices.

Staying Mission-Focused
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Many nonprofits have used this pivotal time as an opportunity to shift perspectives, gain valuable feedback, and use everything that has been learned to create anew. This has supported becoming even more grounded and clear on their mission.

A record number of nonprofits are competing for the public’s attention and resources. Thom Ruhe, President, and CEO of NC IDEA, urges, “the nonprofit sector, more than ever before, will need to stay mission-focused and clear about their priorities. We will need to be the safe port in the storm.”
What’s more, the pandemic has forced many nonprofits to make significant adjustments in the way they operate, from pausing operations entirely to shifting focus toward more immediate community needs.

The New Year is the natural time for nonprofit organizations to review missions, goals, and procedures in light of current fundraising and volunteer engagement strategies. 2022 is your year to regroup, refocus your mission, and communicate your intentions to stakeholders.

Nonprofit Trends 2022: Fundraising and Philanthropy
What are the current trends in philanthropy and nonprofit fundraising? Let’s look at the state of charitable giving to help shape your 2022 fundraising strategy:

A Personalized Donor Experience
Today’s consumers are more likely to purchase a product if they receive personalized communication, and nonprofit fundraising trends follow suit. So it’s more important than ever to build better relationships with your donors.

In 2022, fundraising should feel less transactional and more personal. But personalized fundraising is about more than just using a name on an email. Donors who engage with your cause on a deeper level are more likely to become loyal supporters.

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Nonprofits are finding continued success with membership programs that offer tangible benefits. These benefits may include swag (like t-shirts, hats, and water bottles), VIP admission to an event, or any other perk that the donor receives in exchange for their annual contribution.

Donor membership programs can account for a considerable percentage of total online revenue for nonprofits. Memberships are an opportunity to boost revenue and bolster donor loyalty.

In 2022, consider appropriate ways to provide donors with an authentic and engaging giving experience.

A Direct Way to Ask
Charitable organizations have often used their past successes to appeal to donors, asking for donations to continue their efforts. However, this model may prove less effective going into 2022.

Today’s donors want to know their contributions are making a difference. Millennials and Generation Z are especially motivated by a sense of social responsibility; they want to be a part of the change-making process.

Monthly Giving on the Rise
Subscription services are flourishing—and that’s no surprise. Smaller, monthly payments that automatically renew tend to be more manageable and convenient for consumers, while companies enjoy increased customer retention.

The concept has influenced philanthropy trends, too. Monthly givers tend to donate more over time than their counterparts who donate once per year. The annual value of regular givers is worth nearly three times more than that of one-time donors! Online Fundraising: A Major Source of Revenue
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Digital philanthropy is widely favored among donors (and the nonprofits they support).

Nonprofits have reported a 77% increase in online revenue over the past five years! Email still accounts for 13% of online giving, but successful email fundraising can require a bit of strategy. This article by Whole Whale is a great resource to help nonprofits like yours to optimize fundraising emails.

Despite Facebook’s rocky past, nonprofits see steep increases in revenue from a peer-to-peer fundraising tool called Facebook Fundraisers. On average, nonprofits raised $1.77 through Facebook for every $100 of total online revenue.

The uptick in direct donation platforms like Facebook Fundraisers and Instagram suggests that it’s worth diversifying online fundraising efforts. Many nonprofits rely on social media to help supplement fundraising efforts, and we don’t see that changing in 2022.

4.4 SWOT Analysis
For us to perform optimally and achieve our aims and objectives, we have decided to subject ourselves and the organization to a critical SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis.

In as much as we are not set out to maximize profits in all that we do, we are quite aware that once we can lay bare our strengths, weakness, opportunities, and threats on paper, it becomes easier for us to grow as a sound non-profit organization and achieve what we have set out for ourselves to achieve. Here is a summary of the SWOT analysis that was conducted for Youth Recovery Connections (YRC);
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4.4.1 Strengths
Our strength as a non-profit organization is anchored on the expertise and experience that we possess as a business. Beyond this expertise and dedication, our network is also a great strength for the organization.

Also, our deep passion and commitment to not just treating but empowering the youths in our community to overcome opioid abuse and drug overdose is a driving force that serves as a very significant strength to Youth Recovery Connections (YRC).

4.4.2 Weaknesses
Our weakness, just like the weakness of most non-profit organizations, is the ability to attract the best hand in the industry to help us cover our key positions. It is no longer a hidden thing that non-profit organizations find it difficult to compete with corporate organizations when it comes to recruiting employees to occupy key positions.

This is simply because they cannot match up with the wages that are usually offered by these corporate organizations. Most non-profit organizations find it difficult to attract, pay, and keep experts on their payroll. This is a key weakness of Youth Recovery Connections (YRC).

4.4.3 Opportunities
The opportunities before us as an organization working towards operating a not-for-profit specialty outpatient facility are unlimited, especially with the data available regarding San Benito and the US as a whole. Because of the cause we have chosen to pursue, we are sure of getting support from the government and key stakeholders in and beyond the country. There are loads of donor organizations that will be willing to partner with us once we present our proposals to them.

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4.4.4 Threats
One of the major threats that we stand to face as a non-profit organization is generating the required fund needed to achieve our aims and objectives, recruiting and retaining key and competent employees, as well as managing our financial and human resources. A downswing in the economy is also a threat as basically no one will be interested in giving or supporting a noble cause if they have financial crises of their own.

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5.0 OPERATING STRATEGIES

5.1 Marketing Strategy
Every business needs marketing to be able to grow and survive. Marketing enables a business to get noticed by those who require the services and is therefore said to serve a dual purpose.

In making sure that YRC is well-recognized and positioned, we intend to draft and modify necessary promotional strategies. We also plan to work with a business consultant with vast experience in marketing so we can achieve our corporate objectives. The following are the marketing strategies that Youth Recovery Connections (YRC) will adopt:

Social Media Presence. Social media platforms such as LinkedIn, Facebook, Twitter, and Instagram will play a significant role in giving our program exposure in the San Benito community. We will post photos, videos, and news about Youth Recovery Connections (YRC) on these social media platforms to keep people engaged and communicate directly.

PPC (Paid Per Click) Advertising. With more donations, we will step up our marketing plan by running paid marketing campaigns on Facebook and Instagram. These paid ads will allow us to micro-target the exact market that we want to reach, down to the specific age, interests, and zip code.

Host Fundraising Events. We will host fundraising events that will serve as both a fundraiser for the organization and a marketing event. Hosting these fundraisers will allow us to collect the funds that help run the program, and also maximizes the San Benito community’s awareness of the Youth Recovery Connections (YRC) programs.

Sponsorship of Various San Benito Events. Youth Recovery Connections (YRC) will sponsor various youth-based events in the area. Sponsoring these events will allow us to G.4.k
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piggyback off the event’s popularity to reach our target market and maximize our organization's visibility. It will also enhance our organization's credibility.

Other strategies include;
 Installing billboards and pasting posters in strategic and permissible locations.  Extensively utilize word-of-mouth advertisement – interacting with everyone that comes in contact with us.
 Leveraging digital marketing to the maxim – content marketing, and visual communication of our services and programs on the internet.  Taking slots on pages in popular local newspapers.
 Ensure that our organization is listed online as well as in offline (yellow pages) directories.
 Engage a professional scriptwriter to create fascinating promotional scripts and ad copies for advertisement.
 Leverage Search Engine Optimization (SEO). We will use keywords related to our organization so that our company will appear on search results – we will use keywords such as “non-profit organization,” “Youth Recovery Connections (YRC),” “drug abuse and overdose” “outpatient substance abuse center in San Benito” etc.

5.2 Competitive Strategy
The only identified brand that offers similar services as Youth Recovery Connections (YRC) is the San Benito County Behavioral Health (Behavioral Health | San Benito County, CA (cosb.us)). Also, there are competitions amongst nonprofit organizations advocating for various societal causes in the area.

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This means that they are most likely to approach the same organization, people, brands, etc. for grants, all kinds of support, etc. We are quite aware of this challenge, and that is why we were very careful in choosing our needs
brand, and team development.

We will leverage our enthusiasm and
passion, as well as utilize our networks.

All these will give us an advantage and
allow us to brand continuously to
accommodate future/emerging competitors.

All in all, we are not looking to compete with anyone as we believe we share the same underlying goal which is to make our community a better and safer place for our youths to live and thrive. We intend to create our quota and do this to the best of our ability and passion.

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6.0 MANAGEMENT SUMMARY

6.1 Description
Having the right business structure is very vital and paramount to us at Youth Recovery Connections (YRC). In regards to this, we have laid the right plans that ensure that our foundation is not only right but stays true to our values and mission as a company. We will strive to build a team of credible and reliable staff members. At necessary periods, we will source for and will hire competent professionals that are diligent and true to work ethics for the various positions needed in the organization. Our entire team members will have the expertise required to work in this industry and bring it to a high standard that will give us good and solid recognition.

6.2 Management Structure
To fulfill our mission and also maximize the resource within our disposal per time, we will operate our organization with a few key full-time employees. We adopted this method because we are quite aware of the challenge of maintaining a large workforce as a non-profit organization. Given the above, we have decided to start Youth Recovery Connections (YRC) with the following;
Board of Directors:
 Danny Contreras, President
 OPEN, Treasurer
 OPEN, Secretary
 Jason Ramirez, Board Member
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 Norma Cabriales, Board Member
 Frank Green, Board Member
Fiscal Sponsor:

City of Hollister, CA
Parent Volunteer:

Kristen Fuller
Volunteer:

Benjamin Bravo

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7.0 FINANCIAL PLAN
The following section contains the financial information for Youth Recovery Connections (YRC). Tables and charts show annual projections for the first five business years.

7.1 Financial Overview
Below is the financial overview showing the financial movement of funds generated from donations and grants in respect to expenses incurred and the net funds for the business.

Financial Overview
Year 1 Year 2 Year 3 Year 4 Year 5
Total Revenue $ 95,000 $ 425,000 $ 450,000 $ 475,000 $ 500,000 Total Expenses $ 56,072 $ 411,186 $ 428,130 $ 434,346 $ 475,239 Net Profit $ 38,928 $ 13,814 $ 21,870 $ 40,654 $ 24,761

$-
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$200,000
$300,000
$400,000
$500,000
1 2 3 4 5
Year
Financial Overview
Total Revenue Total Expenses Net Profit
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7.2 Profit and Loss
The below table is the profit and loss projection for the first five business years.

Profit and Loss
Year 1 Year 2 Year 3 Year 4 Year 5
$ $ $ $ $
Sales
Fundraising/Donations 0 5,000 7,500 10,000 10,000
Grants Proposals 310,000 372,500 415,000 450,000
Juvinelle Justice Block Grant 0 15,000 20,000 25,000 30,000 City of Hollister 95,000 95,000 50,000 25,000 10,000
Total Sales 95,000 425,000 450,000 475,000 500,000 Total Cost of Sales 0 0 0 0 0
Gross Margin 95,000 425,000 450,000 475,000 500,000 Gross Margin % 100% 100% 100% 100% 100%

Operating Expenses
Accounting Fees 1,200 10,000 10,500 11,025 11,576 Legal Fees 2,000 2,000 2,000 2,000 2,000 Payroll - 260,000 270,000 280,000 300,000 Payroll Taxes - 30,000 33,000 36,000 42,000 Employee Benefits - 45,000 47,000 49,000 51,000 Contract Labor 25,000 12,000 12,000 1,200 12,000 Grant Writer 2,500 3,500 4,000 4,500 5,000 Software 3,000 6,000 6,000 6,000 6,000 Shipping & Postage 350 368 386 405 425 Office Supplies 1,852 1,945 2,042 2,144 2,251 Telephone 4,800 5,000 5,000 5,000 5,000 Meals & Entertainment 1,200 1,260 1,323 1,389 1,459 Landscaping and Lawn Care 270 284 298 313 328 Rent 4,200 16,800 16,800 16,800 16,800 Other Expense 200 1,500 1,500 1,500 1,500 Subscriptions 100 500 500 500 500 Insurance 800 6,000 6,300 6,615 6,946 Utilities 8,000 8,400 8,820 9,261 9,724 Youth Outings 600 630 662 695 729 Total Operating Expenses 56,072 411,186 428,130 434,346 475,239

Operating Income 38,928 13,814 21,870 40,654 24,761 Operating Margin 41% 3% 5% 9% 5%

EBITDA 38,928 13,814 21,870 40,654 24,761 G.4.k
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Depreciation & Amortization 0 0 0 0 0
Interest Expense 0 0 0 0 0
Tax Incurred 0 0 0 0 0

Net Profit $ 38,928 $ 13,814 $ 21,870 $ 40,654 $ 24,761 Net Profit/Sales % 41% 3% 5% 9% 5%

From the above analysis a total sales of $95,000 was made in the first year of business activities.

Chart: Profit and Loss

$-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
1 2 3 4 5
$38,928
$13,814
$21,870
$40,654
$24,761
Year
Net Profit
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7.3 Cash Flow Statement
Below is a cash flow statement projection for five years showing the movement of cash within the business.

Cash Flow
Year 1 Year 2 Year 3 Year 4 Year 5
$ $ $ $ $
Cash From Operations
Cash Sales 95000 425,000 450,000 475,000 500,000 Subtotal Cash From Operations 95000 425,000 450,000 475,000 500,000

Additional Cash Received
New Long-term Liabilities 0 0 0 0 0
Sales of Other Current Assets 0 0 0 0 0
Sales of Long-term Assets 0 0 0 0 0
New Investment Received 0 0 0 0 0
Subtotal Cash Received 95000 425,000 450,000 475,000 500,000

Expenditures Year 1 Year 2 Year 3 Year 4 Year 5

Expenditures from Operations
Total Cost of Sales 0 0 0 0 0
Total Operating Expenses 56,072 411,186 428,130 434,346 475,239 Interest Expense 0 0 0 0 0
Tax Incurred 0 0 0 0 0
Subtotal Spent on Operations 56,072 411,186 428,130 434,346 475,239

Additional Cash Spent
Other Liabilities Principal Repayment 0 0 0 0 0
Long-term Liabilities Principal Repayment 0 0 0 0 0
Startup Expenses 0 0 0 0 0
Purchase Long-term Assets 0 0 0 0 0
Owner's Drawing 0 0 0 0 0
Subtotal Cash Spent 56,072 411,186 428,130 434,346 475,239

Net Cash Flow $ 38,928 $ 13,814 $ 21,870 $ 40,654 $ 24,761 Cash Balance $ 38,928 $ 52,742 $ 74,613 $ 115,266 $ 140,027

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Chart: Cash Flow

$-
$50,000
$100,000
$150,000
1 2 3 4 5
YEAR
Cash Flow
Net Cash Flow Cash Balance
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7.4 Balance Sheet
Below is the financial forecast of the balance sheet for the business.

Table: Balance Sheet
Balance Sheet
Starting Bal. Year 1 Year 2 Year 3 Year 4 Year 5
$ $ $ $ $ $
Assets

Current Assets
Cash 0 38,928 52,742 74,613 115,266 140,027 Other Current
Assets
0 0 0 0 0 0
Total Current
Assets
0 38,928 52,742 74,613 115,266 140,027

Long-term Assets
Long-term Assets 0 0 0 0 0 0
Accumulated
Depreciation
0 0 0 0 0 0
Total Long-term
Assets
0 0 0 0 0 0
Total Assets 0 38,928 52,742 74,613 115,266 140,027 Liabilities and
Capital

Current Liabilities
Accounts Payable 0 0 0 0 0 0
Current
Borrowing
0 0 0 0 0 0
Other Current
Liabilities
0 0 0 0 0 0
Subtotal Current
Liabilities
0 0 0 0 0 0

Long-term
Liabilities
0 0 0 0 0 0
Total Liabilities 0 0 0 0 0 0

Paid-in Capital 0 0 0 0 0 0
Retained
Earnings
0 38,928 52,742 74,613 115,266 140,027 Earning 0 38,928 13,814 21,870 40,654 24,761 Total Capital 0 38,928 52,742 74,613 115,266 140,027 Total Liabilities
and Capital
0 38,928 52,742 74,613 115,266 140,027

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Net Worth 0 $ 38,928 $ 52,742 $ 74,613 $ 115,266 $ 140,027

Chart: Net Worth

$38,928
$52,742
$74,613
$115,266
$140,027
1 2 3 4 5
Year
Net Worth
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7.5 Break-Even Analysis
Break-even is the point where the business neither makes a profit nor a loss. This means that at break-even, the business is only able to pay up its expenses, both fixed and variable cost, without any excess. Below is the formula for break-even Sales = total cost
Sales = fixed cost + variable cost
Sales = $ 56,072 + sales (0%)
Sales (1-0) = $ 56,072
Sales (1) = $ 56,072
Sales = $ 56,072 = $ 56,072
1 This means that there must be more than $ 56,072 worth of sales yearly before any net profit can be recorded. The above analysis can be seen in the below graph showing the curve of sales and total cost. A different amount of sales is assumed to show the possibility of an intersection which indicates the break-even point, beyond which the company starts making a profit.

Break-even Analysis

Fixed cost 56,072
variable cost 0%
contribution 100%
Break-even 56,072
Fixed cost Variable cost Total cost Sales Profit
56,072 - 56,072 28,000 (28,072) 56,072 - 56,072 56,000 (72) 56,072 - 56,072 84,000 27,928 56,072 - 56,072 112,000 55,928 56,072 - 56,072 140,000 83,928 56,072 - 56,072 168,000 111,928 56,072 - 56,072 196,000 139,928 56,072 - 56,072 224,000 167,928 56,072 - 56,072 252,000 195,928 G.4.k
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-
50,000
100,000
150,000
200,000
250,000
300,000
1 2 3 4 5 6 7 8 9
YEAR
Breakeven Curve
Total Cost Sales
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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: AUGUST 1, 2022
SUBMITTED: July 26, 2022 AGENDA ITEM: Unfinished Business DEPARTMENT:

DEPARTMENT HEAD:

City Manager
Brett Miller, City Manager
CONTACT: Brett Miller, City Manager

TITLE OF ITEM: CITY COUNCIL REQUESTS OF CITY STAFF

BRIEF DESCRIPTION: City Council has requested a list of requested Agenda items, work items, and updates from City Council to staff to be created and placed on each agenda under Unfinished Business.

RECOMMENDATION: Staff recommends that City Council receive the report and hold a discussion, if so desired.

DEPARTMENT SUMMARY: On February 22, 2022, The City Council provided direction for the City Clerk’s office to compile a list of all requests from Council that have been given to staff, back to January 18, 2022. The request is for this list to be added to, and placed under “Unfinished Business” on each agenda.

ATTACHMENTS:

1. NEW - Agenda Item and Update Request log - 8-1-2022

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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2022 Update Requests from Council
(non‐agenda items)
7/26/2022
# Council Member Meeting Date Update Requested Department Status Estimated Date of Completion
1 Resendiz 1/18/2022
Discuss creating a Homelessness
committee with representatives from
different entities to tackle homeless
problem, to discuss this on a future
agenda
City Attorney City Attorney to research
JPA MOU
2 Perez 1/18/2022 Update on the tree program
Community Services
Parks/Streets/Utilitie
s/Fleet
New Director working on
a program Sep‐22
3 Morales 1/22/2022 Analysis on the speeding complaints in the City by neighborhood
Police Department PD to get further
direction.
4 Morales 1/22/2022
Add Community Development position
to help businesses get started go
through the processes
City Manager Will be done by Asst. City
Manager Sep‐22
5 Morales 1/22/2022
Development Services to create a
checklist of steps for new businesses to
get started to help streamline the
process
Development
Services
Waiting on the new
Director Sep‐22
6 Morales 2/7/2022
Finance to provide more details on the
budget totals, percent paid vs. actual
with the warrant registers for approval
Administrative
Services
Finance/Human
Resources
Will begin 8/1/2022. Item
is part of the warrant
registers.
8/1/2022
10 Velazquez 2/7/2022
Update on alleys, lighting on 6th street
and solar lights DS‐Engineering
On 6/6/2022 Agenda.

Alley survey is underway ‐
working on schedule with
surveyor. 6th Street lights
bid opening date is 7/13
Sep‐22
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2022 Update Requests from Council
(non‐agenda items)
7/26/2022
# Council Member Meeting Date Update Requested Department Status Estimated Date of Completion
11 Morales 2/7/2022
Grant chart, showing what grants are
available, which are applied for, status,
etc. Will provide a template
City Manager
On 6/6/2022 Agenda to
request grant writer.

Grant writer approved.

Sep‐22
12 Burns 2/22/2022
Requested additional cameras be
installed in the Sunnyslope area due to
stolen car items
Police Department
Getting quotes on
additional cameras. Done
as part of the budget.

Sep‐22
13 Burns 2/22/2022
Requested discussion with the Parks
Manager about ideas for Skate Park,
and City investing in park cleanup.

Community Services
Parks/Streets/Utilitie
s/Fleet
Recreation is working
with ACC Commission
report to be provided at
June 2, 2022, Council
meeting.

Sep‐22
14 Morales 2/22/2022 Receipts of budget vs actuals
Administrative
Services
Finance/Human
Resources
Reports will start with
new budget. Part of the
warrant agenda item.
8/1/2022
15 Velazquez 2/7/2022 Update from Beautification ad hoc committee in March Ad Hoc Committee Waiting on Ad Hoc
Committee
16 Morales 3/21/2022 Outdoor Night Market City Manager
Working with Planning to
change the City Muni.

Code
Sep‐22
17 Burns, Morales,
Perez 4/4/2022
Renaming of Union Road and new park
by FS2 to Cesar Chavez Way and Cesar
Chavez Park
City Manager
Engineering is in process.

Will be on 8/1 Council
agenda.
8/1/2022
18 Burns, Morales,
Perez 4/4/2022 Social Media posts‐votes of previous
night Council Mtgs City Clerk Waiting for additional
Deputy City Clerk Sep‐22
19 Burns, Morales,
Perez 4/4/2022 Intelligence on PD Issues and Trends in
the community Police Dept PD to get further
direction.
20 Burns, Morales,
Perez 4/4/2022
Cameras up at all access and have PD
work with IT work on and add a privacy
aspect
PD & IT City Attorney reviewing
policy Sep‐22
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2022 Update Requests from Council
(non‐agenda items)
7/26/2022
# Council Member Meeting Date Update Requested Department Status Estimated Date of Completion
21 Burns, Morales,
Perez 4/18/2022
As part of budget process, reports from
each dept on year to date
accomplishments, 3 year fiscal analysis
or forecast for anticipated equipment ,
projects,  expenditures, performance
measures, task performance measures,
and employee satisfaction rate.

City Manager Part of the mid‐year
Budget 1/15/2023
22 Resendiz 5/2/2022
Have staff to remove the fenced area at
Klauer park so it is not used as a dog
park, and come up with an alternative
solution for the area
Recreation, Public
Works
Working with the new
Community Service
Director
Sep‐22
23 Burns, Velazquez 5/2/2022
Staff research drought resistant ideas
for Jerry Gabe Dog Park and all future
dog parks
Recreation Working on the best
solution
24 Council 5/2/2022
Install sod grass at Jerry Gabe dog park,
one side at a time, to keep one side
open at all times while laying sod on the
other side. Block off side of park with
fence to keep dogs/people out
Public Works/
Recreation
Working on the best
solution
25 Council 5/2/2022
Upgrade or replace the lights
downtown and the first block of the
side streets with APRA funds
Public Works Staff getting quotes 22‐Aug
26 Resendiz 5/2/2022 Update on the Homelessness JPA City Attorney City Attorney to research JPA MOU
27 Resendiz, Burns 5/2/2022
Earmark funds from ARPA to help
businesses transition to going green
(after other ARPA funding priorities are
met)
City Manager City will assist businesses
as requested On‐going
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2022 Update Requests from Council
(non‐agenda items)
7/26/2022
# Council Member Meeting Date Update Requested Department Status Estimated Date of Completion
28 Resendiz 5/2/2022
Update on whether the City can be
more restrictive regarding use of plastic
bags
Public Works
Environmental
29 Morales 5/2/2022
An Ordinance to ensure that business
are not fined for stolen shopping carts
Code
Enforcement/PD?
Code working on
Ordinance update.

Ordinance being sent to
paper for noticing
requirement.
8/15/2022
30 Morales 5/2/2022
Study session on Code Enforcement
problem solving, communications
training, dispute resolution
Code
Enforcement/PD?
31 Morales 5/2/2022
List of resources for the community
with links on the City's webpage, such
as local non profits, food assistance,
housing assistance, etc. Link to see
what district residents live in.

City Manager Working on a new
website.9/30/2022
32 Morales, Burns 5/2/2022
Add the Council updates and request
spreadsheets to the City's webpage for
public transparency
City Clerk/IT Waiting on new City Clerk
and new website.9/30/2022
33 Velazquez 5/2/2022
Add language in City Code to fine
developers who block the alleys,
streets, public right of way for longer
than 2 days with dumpsters or
equipment
City Manager
Researching other
ordinances for use as a
starting point.
34 Velazquez 5/2/2022 Discussion on parking fees for the Briggs building Engineering
Researching
establishment of parking
fees.

H.1.a
Packet Pg. 1353

2022 Update Requests from Council
(non‐agenda items)
7/26/2022
# Council Member Meeting Date Update Requested Department Status Estimated Date of Completion
35 Velazquez 5/2/2022
Discussion on dark sky Ordinance to
prevent light pollution at night Engineering
Researching other
ordinances for use as a
starting point.

H.1.a
Packet Pg. 1354

2022 Update Requests from Council
(non‐agenda items)
7/26/2022
Completed Date
H.1.a
Packet Pg. 1355

2022 Update Requests from Council
(non‐agenda items)
7/26/2022
Completed Date
H.1.a
Packet Pg. 1356

2022 Update Requests from Council
(non‐agenda items)
7/26/2022
Completed Date
H.1.a
Packet Pg. 1357

2022 Update Requests from Council
(non‐agenda items)
7/26/2022
Completed Date
H.1.a
Packet Pg. 1358

2022 Update Requests from Council
(non‐agenda items)
7/26/2022
Completed Date
H.1.a
Packet Pg. 1359