Lodi City Council
September 6, 2023

STRATEGIC VISION:
3C. Fiscal Health: Ensure elected leaders & staff retain focus on fiscal priorities.

FISCAL IMPACT: LEU i nventory item purchases are estimated to total approximately $13 million annually and include, but are not limited to, t ransformers, vaults, switches, meters and cable/wire. PW inventory item purchases are estimated to total approximately $250,000 annually and include, but are not limited to, water and wastewater pipes, fittings, pumps and motors.

FUNDING AVAILABLE: LEU inventory account number 500.13496 and PW inventory account number(s) 530.13496 and 560.13496.

_______________________________________
Andrew Keys
Assistant City Manager

Jeff Berkheimer Charles E. Swimley, Jr.

Electric Utility Director Public Works Director

AGENDA ITEM H-02

COUNCIL COMMUNICATION
APPROVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt a Resolution Awarding the Request for Proposal (RFP) to Inner City Action, Inc as the Operator of the Permanent Access Center and Emergency Shelter and Authorize Staff to Negotiate an Agreement and Bring Back to City Council at a Future Date MEETING DATE: September 6, 2023
PREPARED BY: Community Development Director
RECOMMENDED ACTION: Adopt a resolution awarding the RFP to Inner City Action, Inc as the operator of the permanent Access Center and Emergency Shelter and authorize staff to negotiate an agreement and bring back to City Council at a future date.

BACKGROUND INFORMATION: On November 4, 2020, the City Council adopted the San Joaquin Community Response to Homelessness – 2020 San Joaquin Strategic Plan (“Strategic Plan”).

The Strategic Plan includes goals and strategies developed from community feedback, which includes increasing access and reducing barriers to homeless crisis response services.

On April 7, 2021, City Council accepted the Permanent Local Housing Allocation (PLHA) grant of approximately $2 million, allocated primarily towards the Access Center. On May 5, 202 1, Council approved allocating $5.5 million of American Rescue Plan Act federal funds to the development of a Navigation Center, now known as the Access Center. On May 5, 2021, City Council also approved the Lodi Access Center Community Engagement Plan, which was the first step in order to move forward with several of the goals identified in the Strategic Plan.

On July 13, 2021, the County Boa rd of Supervisors approved $2 million towards our Access Center project development and $800,000 towards our temporary emergency shelter site development from the San Joaquin County (County) capital-outlay fund. On October 6, 2021, City Council approved the Access Center location at 710 N. Sacramento Street in Lodi.

On April 20, 2022, City Council Approved Inner City Action Inc., to operate the Temporary Emergency Shelter (AKA Temporary Access Center) and The Salvation Army to provide food and laundry services. The Temporary Access Center officially opened for operations on July 22, 2022.

On May 3, 2023 City Council authorized the Community Development Director to release an RFP for operating the permanent Lodi Access Center and Emergency Shelter and waive the formal bid process to limit bid responses to The Salvation Army and Inner City Action Inc. based on their res pected service to the Lodi community.

Access Center Operator RFP
September 6, 2023

Staff developed an RFP with objective criteria required to operate the Access Center and released the RFP on May 22, 2023 and received responses from both The Salvation Army and Inner City Action. Once staff reviewed the responses, they worked with the two proposers on any questions and adjustments needed to their proposals to ensure fiscal accountability and operational capacity of the proposals. Summary of the proposals are outlined below and can be seen in their totality as Attachments A and B of this staff report.

Based on the objective criteria in the RFP, both proposals offered similar services such as, case management, services coordination (County/Non-Profits), neighborhood clean -up, internal security, janitorial, laundry, and meal services.

Staffing levels varied per proposal as shown in the table below:

Staff understands based on current trends at the temporary Access Center that it will take time to ramp up on the census of clients staying overnight. As such, the table below demonstrates a comparison of operational costs of the two proposals at up to 100 overnight clients.

Both proposals received and reputation within the Lodi community demonstrates the ability of both organizations to operate the permanent Access Center. In Staff’s evaluation of the proposals the variance in cost is the primary influencing factor in Staff recommendation to ensure fiscal accountability and feasibility of ongoing operations of the Access Center.

Staff recommends the City Council adopt a resolution awarding the RFP to Inner City Action, Inc as the operator of the permanent Access Center and Emergency Shelter and authorize staff to negotiate an agreement and bring back to City Council at a future date.

STRATEGIC PRIORITY ADDRESSED: Strategic Milestone 4-E, adopt standards and policies to promote housing for all economic levels.

Organization Full-Time Part-Time
The Salvation Army 17 23
Inner City Action 26 22
Access Center Operations RFP Response Staffing Table
Organization Staffing All Other Costs Total
The Salvation Army 1,619,553 $ 1,154,525$ 2,774,078$ Inner City Action 1,703,644 $ 511,394$ 2,215,038$
Variance: 559,040$
Access Center Operations RFP Response Expenditure Table (Up to 100 overnight clients)
Note: The Salvation Army line item under "All Other Costs" includes their Federally Negotiated Indirect Cost Rate
Access Center Operator RFP
September 6, 2023

FISCAL IMPACT: No fiscal impact at this time. Staff will bring Agreement back to City Council at a subsequent City Council meeting.

FUNDING AVAILABLE: N/A

_______________________________
John R. Della Monica, Jr.

Community Development Director

Attachments:

A. Inner City Action Inc. RFP Proposal
B. The Salvation Army RFP Proposal

REQUEST FOR PROPOSAL
FOR

ACCESS CENTER AND EMERGENCY SHELTER

OPERATIONAL MANAGEMENT SERVICES
Attachment A

APPLICANT INFORMATION

Name of Entity or Organization:

Inner City Action Inc

Address:
1800 N. Wilson Way Stockton, CA 95205

Mailing Address (if different than above):
1169 S Main St. Manteca, CA 95337

Executive Director/CEO (Name, title, email, phone number):

Frank Saldana
President/Founder
[email protected]
(209)679-5880

Contact Person (if different than above):

Tiffany Solis
[email protected]
(209)915-3725

Number of years organization has been in business:
10 years

Number of year’s organization has operated as a 501(c)(3):
10 years

Federal Tax ID Number:
90-1025382

Has this organization operated under another name?
( ) Yes (X) No

Number of year’s organization has conducted the program for which services are being requested:
14 years

Describe your organization’s history and experience in providing services to the homeless community:

Inner City Action Inc. is a 501(c)(3) non-profit organization that recognizes a great need within our area. Our Director, Frank Saldana, has over 20 years of experience working with the unsheltered community of San Joaquin County. His knowledge, compassion, and expertise are a vital part of the success that we have had with the unsheltered & low income community. He along with our dedicated staff, are committed to our motto of “Bringing Life Back to the People”. Inner City Action Inc has had several transitional housing facilities in the San Joaquin County since 2009 and has helped numerous unsheltered individuals through our Men’s and Women’s Discipleship Program.

For the past 4 years, in partnership with the City of Manteca and the City of Lodi, we have successfully operated Low Barrier Shelters. We have had great success with transitioning the unsheltered into jobs, permanent housing, programs, residential homes, and reunification with family.

Describe the organization’s outreach and service delivery methods:

Inner City Action Inc has devoted a team, made up of our Social Worker and Outreach staff, to address and assist the City of Lodi with the unsheltered community. We outreach by going directly to homeless encampments, parks,

and receiving referrals. Our Social Worker provides resources such as medication, mail, transportation vouchers, and assists with housing applications. Our onsite staff provides life coaching to clients where they set individual goals and a plan of action to meet their immediate needs and goals. Through our life coaching we are able to meet their individual needs such as birth certificates, ID vouchers, job search/job placement, programs, appointments for health/mental health care services, sobriety accountability, and family reunification.

PROPOSAL NARRATIVE

1. Provide a summary of the proposed services to be provided (work to be performed; expected outcomes to be achieved).

Inner City Action Inc will provide a safe and clean environment for the homeless, where they feel valued and respected, and they can receive immediate services. We will provide showers and clothing for good hygiene. We are pet friendly and have kennels available for their animals. We will have storage for their belongings. Our emphasis will be on individual goal setting and achievement in the areas of sobriety, permanent housing, healthcare services, employment, obtaining Identification, and program referrals. Our one-on-one Life Coaching allows us the opportunity to set individual goals on a personal level so that we can measure individual outcomes and achievements. Inner City Action Inc will provide prayer and spiritual support on a voluntary basis to individuals who feel they need these services.

2. Describe your experience in performing activities to those proposed in the RFP, including a brief description of work performed and outcomes. If the scope of work performed is new to the organization, please describe relevant experience that will allow your organization to perform the scope of work successfully.

Since 2009 Inner City Action has provided transitional and supportive housing programs for the unsheltered community of San Joaquin County. Our Director and staff’s experience, expertise, and knowledge of the unsheltered community has been a key to our lasting success. Since 2019 Inner City Action has successfully operated Low Barrier Shelters in the cities of Manteca & Lodi. We have had great success with transitioning the unsheltered into jobs, permanent housing, programs, residential homes, and reunification with family.

3. Please describe your current and past collaborations and coordinated efforts with other nonprofits, faith- based organizations, agencies, and other community stakeholders.

Inner City Action Inc recognizes the need to collaborate with local nonprofits, agencies, healthcare services, mental health services, social services, courts, churches, law enforcement and probation/parole for the client’s success. In the past year we have worked with Love Inc, Hope Family Shelters, Refuge Church, Christian Worship Center, Calvary Community Church, Manteca Police Department, City of Manteca, Mental Health, CPS workers, Hospital Social Services, Probation, Parole, Courts in Manteca and Stockton, Community Medical, Veteran Housing, the Women’s Center of Stockton, and the Gospel Rescue Mission of Modesto and Stockton, City of Lodi, Lodi Police Department and Ambassadors, Hope Harbor, Loads of Hope, Lodi House, Gravity Church, Agape Love, CommUNITY Service Team, Telecare, and Turning Point. We firmly believe that clients should be given the best possible options for their unique situations to be safe and successful. Such as a woman fleeing domestic violence who arrives at the Lodi Access Center scared that her abuser may try to find her, she would be our top priority to collaborate with an agency who has a safe house for women to have her transition to. Another example is when a

woman with young children or a family shows up needing services, they become top priority to get into family/women with children housing.

4. Provide a high-level summary of your methodology for operating the City of Lodi’s Access Center and Emergency Shelter

We see homelessness as a byproduct of a much bigger root problem. We are committed to find out each client’s individual story so that through one-on-one Life Coaching sessions, conversation, and observation our caring staff can tailor individual services and resources for each client. Every client’s story is different, therefore the needs for each client are different. Our method is very Holistic in the sense that we believe in treatment for the whole person. If there is a physical ailment or injury we will facilitate doctor’s visits, if there is a mental issue, we will set them up with Mental Health services, and if they desire spiritual support, we will offer them those services. Then we will approach any barriers that have prevented them from achieving their goals and work side by side with them to overcome the barriers or obstacles. We believe in celebrating their accomplishments big or small. Inner City Action is not just a Non-Profit organization, we have a family culture that treats others like we would treat our own family with dignity and respect.

5. Specify the tasks and activities to be undertaken to accomplish the objectives and explain how the activities will be implemented.

The tasks and activities Inner City Action Inc will operate will be daily showers, day and night security, meals (Breakfast, Lunch, Dinner), drivers for pick up/drop off routes and client appointments, administration, intake and registration, management services/staffing, Life Coaching, clothing and hygiene, laundry services, overnight lodging, entertainment, animal services, storage, charging station, designated smoking section and prayer.

• Showers - optional for day clients only, but mandatory daily for overnight clients • Security - 24/7 Security monitoring entrance/exit and perimeter. Assuring safety for all clients. Check baggage and cars for any prohibited items such as weapons, drugs, or alcohol. • Meals - Provide 3 meals daily. Breakfast, hot or cold items. Lunch and dinner are both hot meals. • Drivers - Follow the established driving routes for Pick-Up and Drop-Off locations and transport clients to appointments within the City of Lodi.
• Administration - Oversee all Process and Procedures for the Facility, keep records for client files and monthly reporting.
• Intake and Registration - This is where all intake forms are filled out, signs ups for showers, charging stations, storage assignments, dog intake forms, etc.
• Management Services/Staffing - Oversee all operations of the facility and Life Coaching. Hire full time and part time staff to assist management with daily operations. • Clothing and Hygiene - Distributed daily before showers. • Laundry services provided for client’s personal clothing. • Overnight Lodging - Provide clean bedding/pillows, nightly sleeping assignments, nightly sign in, collection of bedding in the morning and sanitizing of beds every morning. • Entertainment - We show a family friendly movie every night before bed. • Animal Services - Kennels and pet food provided for dogs and cats. Occasional Veterinary services. • Storage - Storage provided for Client’s belongings.
• Charging Station - Charging stations are available by sign up daily. Charging is assigned in 1-hour increments to allow all Clients access to charging.
• Designated Smoking Section - Safe place for Clients to smoke cigarettes/e-cigarettes. • Prayer - Periodic services for prayer and music. (Optional for clients to attend)

6. Discuss the organization’s capability to develop, implement, and administer an emergency shelter.

We are confident in Inner City Action’s capability to develop, implement, and administer the Lodi Access Center, because of the success that we have had in operating emergency shelters in Manteca and Lodi, CA.

Our Security Plan has multiple functions, but ultimately it is of utmost importance to keep Staff and Clients safe. All Clients and Guests will be required to go through security checks, which consists of the following:

1. Asking if Clients and Guests have any prohibited items in their possession.

2. Doing a visual bag check and visual vehicle check upon entry. Security will ask the individual to open their own cars and trunks and personal items for Security to see.

3. Do perimeter checks to verify no unusual activity and that no one is coming in after the evening cut off time.

4. Security will have all clients and guests sign in and out on the log upon entering and exiting the Center.

5. Security will notify Staff when a new client, volunteer, or guest has arrived, prior to entry to the facility.

6. Security will always have a 2-way radio on them to communicate directly with other staff.

7. Security will follow all procedures including proper disposal of drugs, alcohol, and weapons into the amnesty locked box.

8. In the event of an escalated situation, our security will notify the Lodi Ambassadors to respond or if it is an emergency, the Police department will be immediately notified.

7. Provide the proposed admission criteria and procedures including:

• Client rules and guidelines
• Weapons of any kind are prohibited.
• No fighting
• No bringing in any drugs
• No bringing in any alcohol
• All first-time clients must complete a day service and/or night service packet to receive services. • You must register at the front desk daily, in order to receive services. • You are required to shower each day in order to stay that night. • There are no in and out privileges after 6:00pm.
• Between the hours of 6:00pm and 8:30am clients are not allowed to go into their vehicles on the property unless leaving the property.
• Stealing is prohibited.
• Tampering or damaging any Lodi Access Center property is an automatic disqualification. • Respect staff, volunteers, and fellow clients.
• Each service (showers, laundry, pet services, storage, etc.) has supplemental rules that must be followed.

Violating any of these rules or guidelines may result in disqualification from The Lodi Access Center. Depending on the circumstance, this disqualification can be for a period of time or indefinitely.

• Identification requirements
We ask all clients to provide an Identification Card and/or Driver's License. If they do not have either we can assist in obtaining an ID by providing the client with an DMV ID voucher.

• Screening requirements
Any individual wanting to access the permanent Lodi Access Center must qualify for the following criteria to be a candidate for the Center:

• They must have a tie to the City of Lodi
• Cannot have any 290 charges.
• Must be able to independently use the restroom, feed themselves, shower themselves , and transition themselves in and out of bed without assistance.

If any of the stated criteria is not able to be met, we will provide the individual with resources to more suitable services.

• Bed reservation system
Every day our bed reservation system starts new. We have a first come first serve protocol. The client must go to the front desk and put themselves on the “Overnight Sign-up Log”. Along with signing up on the Overnight Log, each client must also sign up on the “Shower List”. Every overnight client is required to shower in order to stay overnight at the Lodi Access Center. Once the list is full we have a wait list that the remaining clients can sign up for. Before our gates close at 6pm, if any clients are absent from our nightly check-in, we will then accept clients from the wait list in the order that signed up until capacity is met. At the permanent Lodi Access Center if the overnight clients exceed the capacity of facility, every effort will be made to transition eligible clients to Hope Harbor and/or other programs, and housing resources.

• New client orientation

1. Client screening to ensure set criteria is met.

2. Sign in at the front gate with security. Security will conduct a visual bag check and visual vehicle check upon entry. Security will ask the individual to open their own cars and trunks and personal items for security to see.

3. Client will be directed to go to front desk to fill out their day and/or overnight packet. A photo will be taken of the new client and they will be assigned a client number.

4. A staff member will take the client on a tour of all the provided services and will explain the individual process and procedures at each service station.

• Day use clients
Some of the amenities that are offered to our day use clients are as followed:

• A safe environment for the clients to be during the day. • A clean shower, clothes, and hygiene products.
• Charging station for their devices.
• Lunch
• Access to a computer with internet
• Laundry services
• Pet services are available including kennels and pet food. • Special events and entertainment

• Returning clients
If we have a client that were to leave for any reason such as to a program or to a type of facility, we will re-evaluate the client before their acceptance back. This would be on a case-by-case basis as each case is unique. • Exit and re-admission
When a client disqualifies themselves, depending on the circumstance of the situation, we require the client to call our 800 number (1-800-466-7205 *3) to set up an appointment with a director to discuss the situation.

8. Describe how clients will be connected to other organizations for social services and housing resources.

Clients will be able to connect to organizations, social services, and housing resources by getting information from our Staff, Social Worker, and or our Resource Board. Our Resource Board will have names and phone numbers of local nonprofits, programs, social services, bus routes, library hours, local job posting, housing resources, etc. It is a great place for Clients to get information. Our Social Worker works directly with clients for housing resources.

9. How will your organization attempt to meet the goal of minimizing length stay and connect clients to permanent housing?
Inner City Action Inc will strive to meet the goal of transitioning Clients quickly, by being proactive in our approach to setting immediate goals to set Clients up for success. Our Life Coaching sessions will be a vital part of keeping clients on track to meet their permanent housing goals. In our previous experience Inner City Action’s strength has been transitioning people quickly. Inner City Action’s Social Worker assists with housing applications, referrals, and follows up with clients to ensure every effort is made to procure permanent housing.

10. Share your organization’s participation and history with a California Homeless Management Information System (HMIS) and your plan to comply with HMIS requirements.

Inner City Action is very familiar with the California Homeless Management Information System (HMIS). We currently have several members of our staff trained in data entry for HMIS. We take daily counts of our clients and the services they receive, and we input the required information weekly into HMIS. We will continue this process to ensure we are compliant with HMIS requirements.

11. Describe your organization’s participation in the coordinated entry system that identifies clients, their needs, and services required.

Inner City Action and the temporary Lodi Access Center are actively involved with the coordinated entry system through 211. We currently receive referrals from individuals that have gotten our information by dialing 211 or 1-866- 698-6155.

12. Describe how the program will address various accessibility needs of the target population.

Any individual wanting to access the permanent Lodi Access Center must qualify for the following criteria to be a candidate for the Center:
• They must have a tie to the City of Lodi
• Cannot have any 290 charges.
• Must be able to independently use the restroom, feed themselves, shower themselves , and transition themselves in and out of bed without assistance.

If any of the stated criteria is not able to be met, we will provide the individual with resources to more suitable services.

13. Describe your plan to outreach to Lodi’s unsheltered population and encourage that experiencing homelessness to transition to the Access Center.

Inner City Action will try several different approaches to outreach to the unsheltered community of Lodi. Our van route will have daily stops specifically in target areas known to have the unsheltered. Our trained driver will also get out and ask people in that area if they would like a hot meal or a shower. We assure them that they can access the day services and return to the place that they are staying the same day. We have found that once an individual has come to the Center for a service such as a meal, and they experience the safe family atmosphere, they are more likely to return to become a night client. Our Social Worker and Outreach team go out weekly to encampments and encourage the unsheltered individuals to receive services at the Lodi Access Center. We also have fun days, where we may go to target areas and invite the unsheltered to a special event such as a BBQ Lunch where we are raffling off bikes and prizes. Our number one tool in reaching the unsheltered community is consistency and relationship.

Even if the unsheltered choose not to come the first few times that we ask, we continue to make it a priority to meet the unsheltered individuals where they are at, learn their names, and talk with them. We make every effort to accommodate their needs such as allowing them to bring their pet and we will arrange a pickup of all their belongings.

14. Describe how your organization will collaborate and communicate with the City, residents, businesses, and other organizations in order to establish a “good neighbor plan” through property management, outreach, and operations? Please provide details of proposed “good neighbor plan” to include education and outreach, security, being responsive to community concerns, minimizing impacts to surrounding neighborhoods and businesses, etc.

Our “Good Neighbor Plan” starts with awareness. Inner City Action has gone to businesses in proximity of the temporary Lodi Access Center and businesses known to have problems from the unsheltered community and introduced ourselves. We gave business owners our resource cards that have the services we offer and our phone number, where they can call if they have an unsheltered individual around their business. We respond by sending someone to that area to talk with the individual to try and bring them to the Access Center. We also are a good neighbor by keeping our surroundings clean and inviting. Our team members go out every morning at 6am to pick up trash throughout Sacramento St. We encourage business owners and/or community members to come and take a tour of the Center to experience it firsthand. In an effort to eliminate an eyesore to the community, by a line of clients forming down Sacramento St., we have established an inside waiting area. Monthly, we send the City of Lodi a spreadsheet of the calculated services that were provided to the unsheltered. The City of Lodi can then share this information with the newspaper and/or online to keep residents informed of the success of the Lodi Access Center.

15. Describe the security policy or plan for the facility including:
• Secured entrances
All entrances to the Lodi Access Center will remain locked unless they are being staffed by an onsite security guard. • On-site security personnel.

Inner City Action will staff onsite security at the main entrance and all people on foot or in vehicles must stop at the security booth to check in prior to admittance into the Center. • Loitering

Loitering is prohibited outside of the Lodi Access Center front gate. If a crowd gathers that needs services, we will move them inside our established waiting area.

• De-escalating conflicts
If a conflict ensues our onsite security and shift supervisor will attempt to de-escalate the conflict by communication and separating the involved parties. If a client is uncooperative with our staff we will contact a Lodi Ambassador to assist in resolving the conflict.

• Entry and exit procedures
Security will have all current clients and guests sign in and out on the log upon entering and exiting the Center. If a first time potential client comes to the Lodi Access Center seeking services they must pass our screening process and receive approval prior to acceptance.

• Storage of clients’ possessions
Once a day services client becomes an overnight client, they will be eligible to receive an inside storage bin for their personal belongings. Upon receiving a storage bin each client reads and signs an agreement to the policy set forth to receive a storage bin. If a new client is picked up from a encampment, and their belongings exceeds the capacity of the storage bin, we will offer them a temporary gondola where they can put their belongings and begin to downsize unnecessary items.

• Possession of drugs and weapons including confiscation, disposal, or storage procedures The Lodi Access Center is a drug, alcohol, and weapon free facility. Security will follow all procedures including proper disposal of drugs, alcohol, and weapons into the amnesty locked box. If a client enters with an legal item that could be used as a weapon, such as a screwdriver or a legal pocketknife, the check in security will take the item and label it with tape and include the client name and date. Security will then store the item away at the security booth and upon exiting the center the client may retrieve their item back from security. If the item is not retrieved the same day, the item is locked away in the back office until such time the client retrieves their item.

• Procedure for contacting police
Every effort is made to handle incidents at the Lodi Access Center by our onsite staff and/or the Ambassadors. In the event that the police need to be contacted they will be called by our security, shift-lead, and/or an Ambassador.

Our onsite staff will meet with the responding officers to provide information or a statement. Once the incident has been resolved by the police our onsite staff will fill out an internal incident report for the Lodi Access Center. If a police report is issued our staff will get the police report number from the responding officer and include that in their incident report.

• Procedure for reports of criminal activity on-site
Onsite criminal activity is strictly prohibited at the Lodi Access Center and will lead to the client’s disqualification to the Center and/or criminal charges depending on the severity of the crime. Our onsite staff will document the incident in a Client File Notes Report. If the criminal activity is severe, we will follow the procedure of contacting the police.

• Overflow management
Our overflow management system consists of a daily sign-up list for overnight services. Once the list is full we have a wait list that the remaining clients can sign up for. Before our gates close at 6pm, if any clients are absent from our nightly check-in, we will then accept clients from the wait list in the order that signed up until capacity is met. At the permanent Lodi Access Center if the overnight clients exceed the capacity of facility, every effort will be made to transition eligible clients to Hope Harbor and/or other programs, and housing resources.

16. Describe the health policies or plans related to:

• Security, use, and access of prescription medications Clients are responsible for their own prescription medication. We do not distribute any over-the-counter and/or prescription medications to clients. We have a locking refrigerator for clients’ medications that require refrigeration and is accessible to clients by asking a staff member for retrieval.

• Clients’ use of over-the-counter medication
Clients are responsible for their own over-the-counter medication. We do distribute any over-the-counter medication to clients.

• Preventing the spread of disease and viruses
To prevent the spread of disease and viruses our front security takes temperatures of all entering clients of the Lodi Access Center prior to admittance. If a client has a temperature above 100.2 they are declined admittance and we advise them to seek medical attention to confirm the source of their fever. We have antibacterial sanitizer stationed throughout the Lodi Access Center. Our trained staff disinfect high touch areas and beds daily. All bedding is assigned to a client and washed weekly. We disinfect each shower staff in between every shower.

• HIPAA standards to protect client confidentiality
Anyone inquiring about a client, whether over the phone or at the front gate, is told “We cannot confirm or deny if that person is a client at the Lodi Access Center.” A message is then taken and distributed if the circumstance applies.

Clients who are working with our Life Coaching sessions sign a Release of Information form for us to seek assistance on their behalf. Clients are always kept up to date on their case progress.

17. Describe the plan to keep the facility in a neat, clean, orderly, safe, and sanitary condition.

To maintain neat, orderly, safe, and sanitary conditions, Inner City Action Inc has several cleaning and maintenance procedures at the Lodi Access Center. Including sanitizing beds, counters, tables, and high touch areas. Our Shower Operator cleans and disinfect the shower in between each person showering. We have hand sanitizer positioned throughout the facility. We ensure all trash cans are dumped daily and the outside grounds are kept up and free of debris.

18. Describe transportation policies or plans related to:

• Transportation services for clients to and from property Inner City Action will provide transportation services for clients. Our Driver will have a daily route of designated pick up and drop off locations and times. In addition to that we require clients to submit a request form for specific appointments within the City of Lodi 48 hours in advance. Request forms can be found at the Front Desk. Once a client informs us of an appointment, we will fit their appointment into our transportation route schedule.

• Transportation of a new client with the possessions to the Access Center If our Social Worker or Outreach Team is out in the community and comes in contact with a new potential client, they will conduct a initial assessment to ensure the individual meets the set criteria. They will then call our 800 number and schedule a pickup for the client and their belongings. Our driver will pick up and transport the client to the Access Center for services. If the client’s belongings do not fit in our Inner City Action Inc client transportation vehicle, we have a fleet of other vehicles that may be utilized instead, such as a flat bed truck or box truck. This is all set up and arranged during the initial assessment done by our team.

• Transportation of unsheltered individuals to the Access Center in overnight emergency situations initiated by the Police Department
Our Inner City Action Transportation Vehicles stop transportation runs at 5:45pm. However, we do accept emergency situation clients from the Police Department after hours under the condition they are sent by the police to the Center. We have an on-going partnership with the City of Lodi Neighborhood Services staff, Lodi Committee on Homelessness, and the Lodi Police Department and Ambassadors for when these situations may arise. To prepare for emergency situations such as these, we keep 4 beds open a night for emergency clients brought in after hours.

• Delivery of shelter goods and community donations
Inner City Action will transport shelter goods in either our 16ft dry truck or 26ft refer truck. We have a wish list of needed items for the Center, in the event someone from the community would like to donate such items, they will check in with security and be directed to a specific spot in the parking lot of the Center. One of our staff members will meet them to collect the items and get the donors information if they would like a donation receipt.

19. Describe nondiscrimination policies or plans related to:

• Compliance with applicable Federal civil rights laws and does not discriminate on the basis of race, color, national origin, age, disability, religion, or sex (including pregnancy, sexual orientation, and gender identity).

Anyone who would like to receive services, as long as they pass the set criteria, is accepted into the Lodi Access Center.

• Compliance with the Americans with Disabilities Act
Any potential client that can pass our criteria of independently being able to feed themselves, use the restroom, and shower themselves without assistance is a candidate for the Lodi Access Center .
• Sexual harassment
There is a zero-tolerance policy for sexual harassment. Any incident that arises my result in disqualification and/or police involvement.

• Policy regarding sex offenders
We do not allow anyone with a 290 charge to receive services from the Center.

20. Describe how the facility will accommodate for pets and service animals? What is your proposed policy for the shelter of pets on-site?

Owners of pets will be required to read our pet guidelines and sign the form to bring their pets into the Center. Inner City Action reserves the right to refuse any aggressive animals or breeds. Dogs and cats need to be always on a leash unless they are in their kennels. Co-sleeping with pets is prohibited. Dogs and cats must be inside their kennels at night and in the designated animal shelter area. Inner City Action will provide dog or cat food for Lodi Access Center client pets as needed. Clients may access free pet services at the Veterinary Clinic scheduled at the Lodi Access Center.

21. Explain your grievance policies and procedures related to the process of making a complaint, resolving a grievance, meeting with staff, and your whistleblower policy.

If a client has a complaint, he/she should let one of our staff members know. If it is something that needs to be dealt with by our Co-Director, then the staff member will contact one of our Co-Directors to handle the situation. If it still

cannot be resolved, then our Director will handle the situation. Our staff is trained for conflict resolution, typically they can handle any concerns directly.

22. Describe how you will work with the City’s staff to ensure the successful operations of the Access Center?

Inner City Action’s staff give 100 percent effort to see lives transformed. We have the expertise and experience, with measurable results of lives that have be changed. We are confident that with the tracking systems we have in place along with our Life Coaching we can provide great results for the City of Lodi’s staff. Inner City Action has proven its ability to work with City Staff, the Police Department and the City Council of Lodi meanwhile operating the Temporary Lodi Access Center. As the permanent operators of the Lodi Access Center, we would continue to meet bi-weekly with the Lodi City Staff to share progress, success stories, and provide feedback of the facility. I believe with a permanent facility we can see even greater results and collaboration between Inner City Action and the City of Lodi Staff. It is imperative that Inner City Action and the Lodi City staff work hand and hand to combat the city’s homeless initiative and continue to reach the goal of transforming the lives of the unsheltered community.

23. Describe the method used to gather and track demographic and other statistical data for reporting purposes. (Include the name of software, if applicable).

We would utilize an Excel to track demographic data such as • Month of entry
• Ethnicity
• Income status (Low, Very Low, Non-Low)
• Health Barriers
• Veteran
• Female Head of Household
• Over 55 years of age
• Gender

All this information is required in our intake packet for new clients. We also track all required data in HMIS and input weekly.

24. Describe the organization’s client record keeping system and management of data and data sharing.

Our client records are kept in fireproof locked filing cabinets in the offices of the Lodi Access Center. Each client is given a client number upon intake and their forms are labeled with their corresponding number and filed together in their client file. We do not share any personal data with any outside agencies or organizations without authorization from the client by a Release of Information form. Our in-house tracking numbers are shared with the City of Lodi staff to inform them of the facility’s progress and successes.

OPERATING COST - 1 YEAR BUDGET (BASED ON 100 CLIENTS)
Cost Inner City Action Inc City of Lodi
Feeding Expenses ($4.75 per meal served) 520,125.00$ 130,031.00$ 390,094.00$ Transportation (Fuel, Maintence, & Repairs) 19,200.00$ -$ 19,200.00$ Reefer Truck Cold Unit Usage 9,600.00$ 3,000.00$ 6,600.00$ Office Supplies 9,600.00$ -$ 7,200.00$
Janitoral/Cleaning Supplies 9,600.00$ -$ 9,600.00$ Utilities - Water -$ -$ LODI
Utilities - Trash -$ -$ LODI
Utilities - PG&E -$ -$ LODI
Internet -$ -$ LODI
Laundry Supplies 6,000.00$ 3,000.00$ 3,000.00$ Unallocated Reserve 24,000.00$ -$ 24,000.00$
Meeting Expenses 7,200.00$ 7,200.00$ -$
Resource Cards, Fliers, etc. 3,600.00$ 3,600.00$ -$ Hair Cut Supplies, etc. 1,800.00$ 1,800.00$ -$ Communication, Advertising, etc. 2,400.00$ 2,400.00$ -$ Recreational/Client Outings 6,000.00$ 6,000.00$ -$ Vehicle Insurance 14,400.00$ 14,400.00$ -$
Insurance 7,200.00$ -$ 7,200.00$
Neighborhood Clean Up Fuel & Supplies 14,300.00$ -$ 14,300.00$ City Wide Clean Up Fuel & Supplies *Additional
Days* 5,200.00$ -$ 5,200.00$
Outreach Supplies 13,000.00$ -$ 13,000.00$
Technology Services and supplies (computers
& printers,) *one time expense 12,000.00$ -$ 12,000.00$ TENTATIVE PERSONNEL COST - 1 YEAR BUDGET (BASED ON 100 CLIENTS) Cost Inner City Action Inc City of Lodi
Director - Frank (Exempt Salary) 78,000.00$ -$ 78,000.00$ Co-Director - (Exempt Salary) 72,000.00$ -$ 72,000.00$ Co-Director - (Exempt Salary) 72,000.00$ -$ 72,000.00$ Night Supervisor - (Exempt Salary) 68,400.00$ -$ 68,400.00$ Administrator - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Administrator/Bookkeeper - Part Time (Hourly) 10,400.00$ -$ 10,400.00$ Night Shift Operations - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Night Shift Operations - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Night Shift Operations - Part Time (Hourly) 22,464.00$ -$ 22,464.00$ Night Shift Operations - Part Time (Hourly) 22,464.00$ -$ 22,464.00$ Security - Full Time Day Shift (Hourly) 37,400.00$ -$ 37,400.00$ Security - Full Time Day Shift (Hourly) 37,400.00$ -$ 37,400.00$ Security - Part Time Day Shift (Hourly) 22,464.00$ -$ 22,464.00$ Security - Part Time Day Shift (Hourly) 22,464.00$ -$ 22,464.00$ Security - Full Time Mid Shift - (Hourly) 37,400.00$ -$ 37,400.00$ Security - Full Time Mid Shift - (Hourly) 37,400.00$ -$ 37,400.00$ Security - Part Time Mid Shift - (Hourly) 22,464.00$ -$ 22,464.00$ Security - Part Time Mid Shift - (Hourly) 22,464.00$ -$ 22,464.00$ Security - Full Time Night Shift (Hourly) 37,400.00$ -$ 37,400.00$ Security - Full Time Night Shift (Hourly) 37,400.00$ -$ 37,400.00$ Security - Part Time Night Shift (Hourly) 22,464.00$ -$ 22,464.00$ Security - Part Time Night Shift (Hourly) 22,464.00$ -$ 22,464.00$ Front Desk - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Front Desk - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Front Desk - Part Time (Hourly) 22,464.00$ -$ 22,464.00$ Front Desk - Part Time (Hourly) 22,464.00$ -$ 22,464.00$ Floater - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Floater - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Floater - Part Time (Hourly) 22,464.00$ -$ 22,464.00$ Cook - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Cook - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Cook - Part Time (Hourly) 22,464.00$ -$ 22,464.00$ Cook - Part Time (Hourly) 22,464.00$ -$ 22,464.00$ Kitchen Helpers - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Kitchen Helpers - Part Time (Hourly) 22,464.00$ -$ 22,464.00$ Driver - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Driver - Part Time (Hourly) 22,464.00$ -$ 22,464.00$ Shower Operator - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Shower Operator - Part Time (Hourly) 22,464.00$ -$ 22,464.00$ Laundry Operator - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Laundry Operator - Full Time (Hourly) 37,400.00$ -$ 37,400.00$ Case Manager - Full Time (Hourly) 41,600.00$ -$ 41,600.00$ Case Manager - Full Time (Hourly) 41,600.00$ -$ 41,600.00$ Recovery Counselor - Part Time (Hourly) 20,800.00$ -$ 20,800.00$ Maintence/Janitorial - Full Time (Hourly) 41,600.00$ -$ 41,600.00$ Maintence/Janitorial - Part Time (Hourly) 24,960.00$ -$ 24,960.00$ Neighborhood Clean Up - Part Time (Hourly) 27,456.00$ -$ 27,456.00$ City Wide Clean Up *Additional Days - Part
Time (Hourly) 18,304.00$ -$ 18,304.00$ OTHER PERSONNEL COST - 1 YEAR BUDGET (BASED ON 100 CLIENTS) Cost Inner City Action Inc City of Lodi
Workers Comp Insurance 73,100.00$ -$ 73,100.00$ Employer Payroll Tax 110,000.00$ 110,000.00$ -$ Employee Training 6,000.00$ -$ 6,000.00$ TOTAL PROPOSED BUDGET 2,498,869.00$ 281,431.00$ 2,215,038.00$ *Feeding expenses are based on $4.75 per person, per meal served during breakfast, lunch, and dinner. Included in the cost are drinks (coffee, water, juices, etc.), snacks, and desserts. Donations may vary. Meals served may vary. Total cost estimate based on the proposed client number.

ACCESS CENTER NEIGHBORHOOD CLEAN-UP
1 Staff – Part Time
$22.00 per hour 24 hours per week
Total $528.00 per week x 52 weeks = $27,456.00 per year Supplies:
$125.00 per week x 52 weeks = $6,500.00 per year
(Gloves, trash bags, tools, cleaning supplies, etc.)
Fuel:
$150.00 per week x 52 weeks = $ 7,800.00 per year
$27,456.00 staff
$6,500.00 supplies
$7,800.00 fuel
Total per year $43,056.00
*This does not include dump fees
*Trash will be dumped in dumpster at Lodi Access Center Inner City Action Clean-Up Map (Area highlighted in blue is overall clean-up area, however area boxed in orange is priority; including streets and alleyways as it is directly adjacent to the Access Center highlighted in yellow)

LODI CITY WIDE CLEAN-UP - ADDITIONAL DAYS
1 Staff – Part Time
$22.00 per hour 16 hours per week
Total $352.00 per week x 52 weeks = $18,304.00 per year Supplies:
$50.00 per week x 52 weeks = $2,600.00 per year
(Gloves, trash bags, tools, cleaning supplies, etc.)
Fuel:
$50.00 per week x 52 weeks = $2,600.00 per year
$18,304.00 staff
$2,600.00 supplies
$2,600.00 fuel
Total per year $23,504.00
*This does not include dump fees
*Trash will be dumped in dumpster at Lodi Access Center

BEFORE AFTER

BEFORE AFTER

BEFORE AFTER

BEFORE AFTER

BEFORE AFTER
BEFORE
AFTER

REQUEST FOR PROPOSAL
FOR

ACCESS CENTER AND EMERGENCY SHELTER

OPERATIONAL MANAGEMENT SERVICES
City of Lodi
Community Development Department
Neighborhood Services Division
221 W. Pine Street, Lodi, California 95240
Ph: 209-269-4519
[email protected]
G

ENERAL INFORMATION
RFP ISSUED: May 22, 2023
RFP ISSUED TO: Inner City Action, Inc. and The Salvation Army R
FP RESPONSE DUE DATE: June 22, 2023 by 3:00 p.m.

C
ONTACT PERSON: Jennifer Rhyne
Neighborhood Services Manager
PHONE: (209)269-4519
EMAIL: [email protected]
SUBMIT TO: [email protected]
POTENTIAL CONTRACT AWARD DATE:

TBD – City Staff anticipate reviewing the week of June 26th Q
uestions regarding this RFP may be submitted to Jennifer Rhyne, Neighborhood Services Manager, via email at: [email protected]
Q
uestions will be accepted through June 9, 2023, and the City will make the responses to questions available to both parties. Applicants wishing to receive responses to questions directly may submit a request to the Neighborhood Services Division of Community Development to receive all inquiries and City responses.

Attachment B
I. BACKGROUND
The City of Lodi, not unlike many other areas in California, has experienced an increase in the number of unsheltered individuals over the past several years. From 2017 to 2019, homelessness across San Joaquin County increased by 170%, and in Lodi, the homeless population grew from 139 unsheltered individuals in 2019 to 208 in 2022. The City of Lodi is committed to addressing the challenges of homelessness in our community and has devoted significant resources toward this effort including the development of Lodi’s first Temporary Emergency Shelter. To address the issues surrounding homelessness, the regional strategic plan was adopted by Lodi City Council November 2020. One of the goals of this strategic plan is to increase access and reduce barriers to homeless crisis services. To accomplish this, Lodi is developing a permanent Access Center and Emergency Shelter (Access Center) with wraparound services and capacity to house overnight the Lodi 2022 Point-in-Time count of 208.

T
he City intends for the shelter to have day services to allow participants to remain onsite throughout the day. The City of Lodi is also committed to clean and safe public and private areas as well as the highest standards of public services and policies that will support Lodi’s quality of life. The Service Provider is expected to operate in a manner that does not impact the surrounding area and implementation of neighborhood clean-up, deterring loitering in front of the facility, and other disruptive behaviors. The shelter will help individuals experiencing homelessness develop a pathway towards permanent housing, income, healthcare, and stability through continued care services.

I
I. INTRODUCTION
City of Lodi Neighborhood Services Division is inviting Inner City Action, Inc. and The Salvation Army to submit proposals to provide the full 24/7 operational management services of the Lodi Access Center and Emergency Shelter (Access Center). The Access Center will have the overnight capacity to house up to 200 +/- persons experiencing homelessness to meet the needs of our 2022 Point in Time Count and would include wraparound services for clients. It will be full service including commercial kitchen, commercial laundry, dining area, sleeping quarters, and space for supportive services including visiting social service providers. The Access Center is designed as a low barrier shelter that is anticipated to accommodate people, pets, and possessions.

A l
ow barrier shelter aims to provide immediate access to shelter space for people experiencing homelessness while reducing barriers for those who might not otherwise accept assistance. This means that a person will not be denied access to the shelter due solely to mental illness, substance abuse or addiction, pets, partners, or possessions. However, low barrier does not mean there are no rules or boundaries at the shelter. Clients will be expected to agree to and abide by a code of conduct that respects and ensures the safety all clients, staff, shelter facilities, and the surrounding community.

S
ervice Provider shall be required to submit reports on a monthly basis to the City of Lodi and data and due dates for the monthly reports will be items mutually agreed upon with the City.

The selected Contractor will be required to enter client level data in the San Joaquin County Homeless Management Information System (HMIS) for each client accessing the shelter. The HMIS is a database used by the San Joaquin County Continuum of Care (SJCoC) for the purpose of recording and storing client-level information on the characteristics and service needs of those experiencing homelessness.

T
o participate in the SJCoC, Contributing HMIS Organizations (CHOs) must have an Agency Partner Agreement and a Data Sharing Memorandum of Understanding with the SJCoC. For more information visit: www.sanjoaquincoc.org
T
he operator agreement is anticipated to go into effect after the Community Development Department issues a temporary certificate of occupancy (TCO). Timeline for this is projected for September 2024, and will allow for hiring and training of staff prior to the Access Center opening its doors in October/November of 2024. The City will provide a turnkey facility to the selected Service Provider who will be responsible for the operations and daily maintenance of the facility.

T
he initial term of the Agreement shall be for five years from the date that the Agreement is fully executed with the option to extend an additional five years based upon acceptable performance by the Contractor, acceptable fees and subject to the same terms and conditions of the Agreement.

T
he two identified proposers must meet the RFP requirements and demonstrate the ability to operate and maintain a 24/7 Access Center and emergency shelter for those experiencing homelessness in the Lodi community in order for the submission to be accepted.

T
he City reserves the right to request that Applicants submit additional information as may be requested by staff to clarify or augment submitted information. Also, the City reserves the right to suspend, amend, or modify the provisions of this RFP, to reject all proposals, and/or to negotiate modifications of proposals.

Pr
erequisites
Proposals will only be considered from Applicants that meet the following prerequisites:
• Be a qualified private or public nonprofit organization currently engaged in providing homeless services and successfully managing homeless service centers. (Limited to Inner City Action, Inc. and The Salvation Army)
• H
ave a minimum of three (3) consecutive years of successfully managing and operating homeless programs and delivering relevant services of a similar type and scope as described in sections III, IV, and V of this RFP, and the sample Professional Services Agreement (Attachment A).
• H
ave not filed for bankruptcy under any business name over the past five (5) years. • B
e in good standing with the federal government (not debarred) •
Have the current organizational experience and staff capacity to operate a 24/7 emergency shelter.
• Key personnel shall be experienced in case management services offered prior to signing any Agreement for the operation of the shelter.

• Comply with grant funding laws and regulations and have the operational capacity to do so.

These requirements may include federal record-keeping, reporting and financial requirements under 24 CFR Part 570 and 2 CFR Part 200 and record keeping and data collection that may be required by the City and County.

• The Service Provider shall be able to perform all the requirements as outlined within the RFP and meet the requirements of the sample Professional Services Agreement (Attachment A), which is subject to change at the City’s sole discretion

City’s Rights
The City’s rights include, but are not limited to, to the following:

1. Issuing addenda to the RFP, including extending or revising the timeline for submittals.

2. Withdrawing, re-issuing, or modifying the RFP.

3. Requesting clarification and/or additional information from an Applicant at any point in the process.

4. Committing or offering funding to one or multiple Applicants.

5. Executing an Agreement with an Applicant(s) based on the original and/or other information submitted by the Applicant during the procurement process.

6. Rejecting any or all proposals, waiving irregularities, accepting or rejecting all or any part of any proposal, waiving any requirements of the RFP, as may be deemed in the best interest of the City.

Applicant’s Responsibilities
It is the responsibility of each applicant to:

1. Examine this RFP thoroughly, including all exhibits and attachments.

2. Become familiar with local conditions that may affect cost, performance, or services.

3. Each applicant must use mail, fax, email, or other delivery mechanisms at its own risk, and the City shall not be obligated to accept or respond to any submission that is delayed due to delivery failures.

Consequence of Submission of Proposal
The submission of a proposal shall not be deemed as an agreement between the Applicant and the City. The proposal is an offer by the Applicant to perform services in accordance with the proposal.

The proposals received shall become the exclusive property of the City.

All documents submitted in response to the RFP are considered public records and will be made available to the public upon request, unless exempt from disclosure under the Public Records Act or other applicable law. Please do not include confidential information or information that may violate the privacy or intellectual property rights of a third party.

Cost of Submitting Proposals
The cost of preparing and submitting a proposal is the sole responsibility of the Applicant and shall not be chargeable in any manner to the City. The City will not reimburse any Applicant for any costs associated with the preparation and submission of a proposal, including but not limited to, expenses incurred in making an oral presentation, or participating in an interview.

P
eriod of Performance The initial term of the Agreement shall be for five years from the date that the Agreement is fully executed with the option to extend for five years based upon acceptable performance by the Contractor, acceptable fees and subject to the same terms and conditions of the Agreement. Pricing is to remain firm for the initial contract term. Should the option to renew for additional years be exercised, City and Service Provider may negotiate any and all price modifications. The Agreement and all amendments will be subject to City Council approval.

I
II. PROPOSAL OBJECTIVES and REQUIREMENTS
Recognizing that it may take time to ramp up to capacity, Staff is requesting each proposer provide a tiered approach to operating expenses. The first tier would be for up to 100 overnight clients, second tier would be up to 150 overnight clients, third tier would be up to 208 overnight clients. The City of Lodi will look to retain ownership of the building as such will take on the utility expenses, long-term maintenance of the site, repairs of the building, and pest control.

IV.APPLICANT INFORMATION

1.Name of Entity or Organization:

The Salvation Army, A California Corporation (operating in Lodi)

2.Address: 622 North Sacramento Street Lodi CA 95240

3.Mailing Address (if different than above): P.O. Box 1388 Lodi CA 95241

4.Executive Director/CEO (Name, title, email, phone number):

Signer of contract will be Major John Brackenbury - Divisional Commander (Del Oro Division) [email protected]

916-563-3700 ext. 3701

5.Contact Person (if different than above) -
Local Corps Officer of Lodi:

Major Mark Thielenhaus (Corps Officer - Lodi Corps and Hope Harbor Shelter) Address:525 W. Lockeford St. Lodi, CA 95240
Email: [email protected]
Phone Number:209-369-5896 ext. 1101

6.Number of years organization has been in business:

The Salvation Army has been in Lodi 32 for years continuously (worldwide founded 1865).

7.Number of year’s organization has operated as a 501 (c) (3):

We have operated our 501c3 organization for 32+ years in Lodi

8.Federal Tax ID Number:

Tax Payer ID number is 94-1156347

DUNS # and UEI# (Unique Entity Identifier) are available on request.

9.Has this organization operated under another name? (X) Yes ( ) No

If yes, list all previous names:

• The Salvation Army operating as the Lodi Corps refers to our Social Service center on 525 W. Lockeford St.
• Hope Harbor Family Service Center (Hope Harbor Shelter) is the name of our shelter program on 622 N. Sacramento Street
• “The Archway” – a the name of a prior shelter located downtown Lodi prior to moving and being renamed as Hope Harbor Shelter.

10.Number of year’s organization has conducted the program for which services are being requested:

Aside from The Salvation Army’s reputation with more than 150 years of service, locally The Salvation Army Hope Harbor has been at its physical location providing homeless and transitional living services since 2005 (18 years at this address alone). The Salvation Army operated as The Archway Shelter for many years prior in downtown Lodi before moving to North Sacramento Street. For low barrier shelter and access center services, The Salvation Army operates many shelters including low barrier shelters (such as the Berberian and Aces shelters in Modesto). The city of Lodi has visited The Salvation Army of Modesto several times for fact finding purposes and as a model for services that could be offered here in Lodi. The Salvation Army has also been a voice in the community for the city to show that there is a method of offering the unsheltered not only a means of temporary resources, but as a way out of homelessness towards self-sufficiency, employment, and a stable living environment. The City of Lodi has also worked with The Salvation Army of Lodi for services such as coordinating churches to move feeding programs from off the streets and into Hope Harbor Shelter. The Salvation Army also has a long history of working with the City for grant supported services such as Community Development Block Grant programs or serving as the provider to distribute more $160,000 worth of covid relief funds to families keep their homes during the pandemic.

11. Describe your organization’s history and experience in providing services to the homeless community:

The Salvation Army is the longest standing non-profit organization in California serving the homeless population. The Salvation Army has been providing services to the homeless and low income for over 150 years. The impact of our homeless services are substantial as we currently house over 9,000 people experiencing homelessness every night in California alone. We have 3,002 transitional housing beds, 2,236 shelter beds, 2,234 permanent housing beds, and 1,563 recovery and wellness beds. We currently have 94 properties just in California designated to fight homelessness.

In Lodi, The Salvation Army has had a base of operations providing services in Lodi for over 30 years continuously, and has provided homeless shelter services since the early 1990’s. The Salvation Army of Lodi has been operating an Emergency Shelter for men for 30 years. Since 2005, Hope Harbor Family Service Center has continued to provide food, shelter and other needed assistance to men, women, and women with children in the community. In 2015 The Salvation Army of Lodi added single parent units that can accommodate up to three single parents and their children with shelter services.

12. Describe the organization’s outreach and service delivery methods:

Our organization has long been a part of meeting needs in Lodi. We are connected to our community through an advisory board consisting of local leaders, we are one of the originators of the Lodi Committee on Homelessness, and we are a world-wide leader in social services, emergency disaster aid, and shelter programs.

L
ocally our Salvation Army has a long history of working alongside law enforcement, Cal-trans, Mental Health, the local Hospital and other service providers to reach out to those experiencing homelessness and meeting them where they are. We have offered regular “stand down” events and a weekly Friday resource fair (showers, clothing exchange, and resources) to encourage the unsheltered to seek services. We offer addiction recovery programs to provide assistance entering our free six month adult rehabilitation centers (ARC). The Salvation Army has more no- fee rehabilitation facilities than any other program in America. Our services provide the option to return to a 16 week culinary art workforce development program (now in its 16 th year with more
than 150 graduates), and transitional living opportunities that can continue for up to 2 years for those in need at Hope Harbor as well as Hope Avenue Apartments. We offer additional workforce development options in our northern California region and are looking to see how we might add additional opportunities in Lodi. We offer financial assistance, food services, public hot meals year round, emergency shelter for men, women, women with children, and single parents with children in a clean and sober environment. We also provide warming centers, cooling centers, and emergency cold weather shelters regardless of sobriety. Clients are offered case management, assistance connecting with basic services, connections to employment, and a “hand up not merely and hand out” mentality to reward those who are willing to put effort into moving on toward stable living and self-sufficiency. Our model of providing wrap-around services at locations like our Modesto facilities (much of what the access center has been modeled after), is a key to clients becoming successful and securing housing options.

V. P

ROPOSAL NARRATIVE
P
roposer must respond to all questions listed below. Please limit responses to 500 words or less:
1 . Provide a summary of the proposed services to be provided (work to be performed; expected outcomes to be achieved).

W
e will successfully oversee the access center and low barrier shelter, accommodating up to 208 overnight clients. HUD housing principles with a housing first approach are employed by all The Salvation Army’s federally, state and locally funded homeless serving programs. No participation in case management, substance abuse recovery, job training, nor any spiritual component will be required for intake or stay at this facility. We will work with community partners and service providers to offer wrap around services on site, identify needs and barriers to housing, employment, and overall self-sufficiency. This center will provide a location for day stay clients, provide overnight shelter in a low barrier setting, and make accommodations for pets, partners, and limited possessions. Nutritious meals will be offered for breakfast, lunch, and dinner. Showers and clothing closets will be available. Our goal is to move the unsheltered into more stable levels of housing, assist addicts in recovery programs, and aid individuals in finding employment.

A
s we seek to move the unsheltered into a safe and productive environment, we will strive to ensure local businesses and neighbors are not negatively impacted by the access center or its clients. We will support our neighborhood and surrounding businesses by working to remove litter, reduce loitering, and limit disruptive behavior. The access center will provide wrap around services to clients and those who seek assistance on site.

Typical day hours for the access center would be 9 a.m. until 4:00 pm. Day stay clients would also be allowed to come and go between 9 a.m. and 4 p.m. Day stay clients would have access to showers, lunch, and clothing assistance.

Typical lights out in dorm areas would be Sunday – Thursday 10pm and Friday and Saturday at 11pm (depending on facility layout this may mean all TV’s, radios, iPods, desk lamps, phones, book lights, etc. must be off at night until “lights on” resumes the following morning.) Depending on the final layout of the facility and demographics of clients, we may reserve the right to allow small hand-held electronics to be used with headphones. Lights on would mean all dorm section lights on at 6 a.m. Monday – Sunday to allow to prepare and be on time for breakfast. Meals are currently planned for breakfast at 7 a.m., lunch at 12:00 noon, and dinner at 5:00 pm. Overnight clients would be encouraged to be checked in by 4pm allowing time to enjoy dinner. Doors for regular overnight clients will be closed between 6pm and 7am, with allowances for new first-time clients, the ability to take drop offs, and our providing pick-ups of new clients when referred by the police or hospital. There will be generous allowances for those with appointments and work schedules.

We reserve the right to modify program needs and timelines as we provide oversight of the project to best accommodate our client’s and community’s needs.

Note: Regardless of operator status, Hope Harbor plans to continue public dinners at our location to the community.

2. Describe your experience in performing activities to those proposed in the RFP, including a brief description of work performed and outcomes. If the scope of work performed is new to the organization, please describe relevant experience that will allow your organization to perform the scope of work successfully.

The City of Lodi has modeled much of this project modeled after The Salvation Army shelter programs of Modesto, offering services for pets, partners, and possessions, and a one-stop location for services by multiple service agencies. Although an ongoing low barrier service will be new in Lodi, our organization is very experienced with the infrastructure and systems, policies and procedures, necessary to run a safe, effective, and positive program. We are familiar and comfortable with grant systems and the requirements for the receiving and reporting on all levels of federal, state, city and local fundings and donations. We have over 30 years of shelter service in the City of Lodi and are familiar with providing low barrier services to the unsheltered at Friday Fairs (i.e. showers, food, clothes, medical assistance, vet visits, hair-cuts, etc.), public dinners, emergency warm and cold-weather shelters, Emergency Disasters sites, as well as our experience of making provisions throughout the pandemic for day stay of clients.

We have the structure to utilize volunteers and support from the community to come alongside our well-established services, however, it is our policy to have sufficient paid staff to ensure programs continue with structure, continuity, and safety (as evidenced when the pandemic removed virtually 100% of our volunteer base without causing any significant impact on programs to clients). Our Hope Harbor has long been an advocate for good neighbor systems, this is in part why our North Sacramento Street area does not appear like a “tent city”, nor has it crippled local businesses, as happens in many other communities or with other service providers.

As to experience, our Hope Harbor shelter has been rated by The Salvation Army National Social Service Review team with a “Gold” rating certification as part of our internal self-auditing procedures to ensure we are meeting our National Salvation Army standards.

3. Please describe your current and past collaborations and coordinated efforts with other nonprofits, faith-based organizations, agencies, and other community stakeholders.

We have a large coordinated network of community leaders on our advisory board and strong connections with churches and pastors of various faith communities who regularly support us throughout the year with finances, donations and volunteers. We have connections and support from service clubs (Rotary, Lions, Kiwanis, El Concilio, etc.) to non-profits collaborations. We participate on the board of The United Way Emergnecy Food and Shelpter Program committee, work with Grace and Mercy, Dream Works, Lodi House, and Second Harvest which includes picking up food weekly from almost every grocery store in town. We work with local private businesses (many restaurants and bakery’s) to corporations supporting us with donations like Pacific Coast Producers, to local companies who help connect our clients with jobs or donations, private donors and volunteers who empower us to serve the volume of clients we assist. The shelter works closely with other agencies such as mental and behavioral health service, crisis services, law enforcement, Government Commodities, Cal trans, hospitals (specifically as we work with Senate Bill 1152 to ensure a connection with clients leaving the hospital that may be in need of homeless services) medical clinics, community medical center, pet services, the Lodi Committee on Homelessness (of which The Salvation Army was a founding member), Homeless Management Information System databases, and others. We also work closely with granting agencies at the city, state, and federal levels. We currently partner with the court system and probation system to assist our clients in taking care of past legal matters and providing options outside of incarceration.

4. Provide a high-level summary of your methodology for operating the City of Lodi’s Access Center and Emergency Shelter

The Salvation Army mission statement reads as follows:

The Salvation Army, an international movement, is an evangelical part of the universal Christian Church. Its message is based on the Bible. Its ministry is motivated by love for God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in his name without discrimination.

Upon award of operator status, The Salvation Army Access Center and Low Barrier Shelter will create a official written and policies and procedures which include the philosophy of ideas such as the following…

The Access Center and Low Barrier Shelter program will provide an encouraging, clean and safe environment for individuals seeking shelter. We will provide services in a manner that is both respectful and effective. The goal is to give our clients the best opportunity to achieve and maintain independent living and an overall higher quality of life – physically, mentally, emotionally, and spiritually. We want to provide “a hand up, not a hand out”.

Our ultimate goal is to see lives transformed. While addressing immediate physical needs for food, shelter, clothing, and resources, it is our goal to move individuals along the continuum from homelessness to stability. We will provide a positive environment for individuals to begin to rebuild their lives and reenter society to be self-sufficient and contributing members of our community. We will provide services, without discrimination, in a way that aims to address the whole person, physical, spiritual, mental, and emotional, in the hopes that they can overcome their barriers to success. We will empower people with the tools to be healthy, addiction free, financially stable, and connected to a positive support system with the goal of setting them on a path towards success. Clients will work alongside case managers to identify existing and potential barriers to housing, employment, and self-sufficiency and will be allowed to select their housing and supportive services. Our process provides the dignity that comes with options for individuals to take personal responsibility for moving forward while being supported with resources, structure, and accountability.

5. Specify the tasks and activities to be undertaken to accomplish the objectives and explain how the activities will be implemented.

We will provide low barrier shelter for individuals with pets, partners, and limited possessions.

Clients will find a place where they can have basic needs attended to, such as shelter, food (breakfast, lunch, and dinners), clothing, showers, and hygiene.

After having these essential needs met, clients can begin to focus on “next steps”. We will connect individuals with case managers who will help them connect with resources from multiple agencies who will offer services on sites, allowing for an individual to begin to work on their own individual plan to move forward. This Access Center will be a location for clients to access mental health services, support groups, wellness and medical clinic assistance.

The Salvation Army specifically will offer opportunities for substance abuse recovery, transitional living programs, or provide resources to other permanent housing options.

We will provide outreach to the unsheltered to provide services where they are staying in Lodi and encourage them to utilize the services of overnight shelter, access center, or day services during the day.

We will provide regular clean up activities to the neighboring areas to assist with the removal of refuse left by the unsheltered community.

Finally, we will have the ability to work with law enforcement and the hospital to make beds available for those in need of late-night admittance and respite care, including the ability to pick up an individual in need if contacted by the police after hours.

6. Discuss the organization’s capability to develop, implement, and administer an emergency shelter.

The Salvation Army capacity is witnessed as a leading organization, authorized to work alongside FEMA and other agencies, during times of emergency disaster around the Nation. We have systems for the training staff and volunteers, offering food service, providing emotional and spiritual care, and donations management. Our work is well known as one of the first organizations to respond on scene and provide shelter and basic necessities to those in disasters around the Nation. This capacity to serve and meet needs is due to our organization structure that reaches far beyond Lodi.

Regarding our capacity (as noted in section IV question #11), The Salvation Army is the longest standing non-profit organization in California serving the homeless population. The Salvation Army has been providing services to the homeless and low income for over 150 years. The impact is substantial as we currently house over 9,000 people experiencing homelessness every night in California. We have 3,002 transitional housing beds, 2,236 shelter beds, 2,234 permanent housing beds, and 1,563 recovery and wellness beds. We currently have 94 properties in California designated to fight homelessness.

As noted in section IV #2 above, The Salvation Army has resources and various models of services for the unsheltered throughout the United States. We have current policies and procedures from locations such as Modesto (which was used as a model for the City of the Lodi facility) that are proven to work for the clients, the community, and for the city that they partner with. We provide a tiered system to move people from homelessness to shelter, and then for those willing to take action, we equip them with resources for success. Upon award of this contract, we will officially formalize all policies and procedures for this project in order to be ready for a successful transition of our organization taking oversight of the Access Center. As we pattern after our Modesto location, staff will also be able to visit and consult with our Modesto location, and consult with Salvation Army locations across California, and modify time tested policies and procedures for our specific needs in Lodi.

7. Provide the proposed admission criteria and procedures including:

• Client rules and guidelines

A full copy of The Salvation Army Modesto intake packet is attached as an example of what we will modify specifically for our Lodi location.

• Identification requirements

Clients will be required to provide ID and social security card or any form of ID within 7 business days.

• Screening requirements

All clients will be required to fill out a basic intake packet to collect information, informing them of opportunities available, and expectations during their stay. At least once during the first 48 hours, a client will be required to meet at least once with a case manager for a comprehensive evaluation, including their needs, and opportunities to support them.

• Bed reservation system

Clients already in the system will be allowed to retain their bed and storage arrangements to allow for stability. New clients will be allowed entrance and a bed assignment based on availability. This may be prioritized based on mental or physical needs or referring agencies (such as police or hospitals).

• New client orientation

All clients will be given an orientation upon first time entrance into the shelter. Documentation of receiving information and orientation upon intake will be required. This orientation will include basic information gathering, expectations for stay including behavior expectations both inside the facility as well as the surrounding area, and safety guidelines.

• Day use clients

Clients not residing in the low barrier shelter will still be able to access services at the center during office hours (likely weekdays 9 a.m.-4p.m.). Day stay clients will also be allowed to utilize limited shelters services such as showers, lunch, and clothing assistance.

First-time clients will be required to leave more detailed HMIS information upon their first visit but will have a simplified system for subsequent visits to services.

• Returning clients

Returning clients, already in the HMIS database system, will be allowed to submit to a simplified check-in system and keep their established bunk and storage unit if there has not been a break in their say.

• Exit and re-admission

Clients will be allowed to voluntarily leave at their discretion, may be discharged for failure to comply with basic rules, or may utilize their maximum number of stays for the year. The length that a client may have before returning will depend upon reason for leaving or discharge. The basic length of stay will be 90 days but may be extendable to a total of 180 days for those clients willing to do things such as meet with a case manager, work on self-determined goals, be making positive advancements towards health, employment and housing, volunteering for various simple duties housekeeping duties, and depending on the availability to next options.

For individuals not eligible for readmissions, alternative community resources will be provided.

For those discharged there will be a minimum of a 30 day black-out period for overnight stays.

This can be extended to 90 days, 180 days, a year, or indefinitely depending on the reason for discharge such as possessing or distributing or selling illicit substances in the shelter, theft, violence or threats, program non-compliance, defacing or destroying Salvation Army, City, or other client’s property.

If a client has completed a 180 day term and has used their amount of days allotted, and if they do not have extension, or do not have plans in place for next steps, they will be required to wait 180 days (6 months) before returning to overnight stays.

For clients who voluntarily discharge without communication to shelter staff, causing a break in stay of more than 3 days, there will be a minimum waiting period of two weeks before readmittance to overnight stays. There will be an option, on a case by case basis, to increase or reduce this time frame based on the reason for leaving, the recommendations of the case managers, and approval of the shelter director. As always, we will take into consideration the client’s needs, options, available beds, and past interactions during their stay.

Although a client may not be residing overnight, they may still be allowed access to the resources of the access center.

8. Describe how clients will be connected to other organizations for social services and housing resources.

A key component of the access center will be the ability for outside agencies to utilize office space on site to connect the unsheltered with resources at a one-stop wrap around service location. The access center, modeling The Salvation Army of Modesto’s system, will have space for outside agencies (Veterans Affairs, Mental Health, etc.) to meet with clients during regular weekday office hours (and after hours as needed). The Salvation Army has proven a radical increase in the percentage of clients making appointments when we eliminate the issues around travel and storage of personal items while traveling to appointments. The ability for clients to meet with providers and then attend subsequent follow-up appointments, ensures paperwork is fully processed and services can be secured.

Clients will have access to all Salvation Army social services that are applicable, and case managers will work with clients to direct them to all known agencies and services for housing, jobs, social services, addiction rehabilitation, mental health, and other assistances.

Service agencies and support groups will also be able to schedule meetings in the resource center on site after hours, allowing for meetings on evenings and weekends. The resources center will allow for homeless court, recovery and accountability meetings (Alcoholics Anonymous, Narcotics Anonymous, Celebrate Recovery, etc), life skills classes (healthy living, exercise, anger management, parenting classes, etc), Bible studies, and other opportunities. These meetings allow the unsheltered to receive ongoing practical support as well as the ability to make meaningful connections with the community members who will help them transition back to self-sufficiency and stability with a long term support structure in place.

The City is also working on securing a facility solely for workforce development, of which The Salvation Army currently runs various courses in our Northern California Division (Del Oro), such as dental work, plumbing, electrical, and culinary courses. The Salvation Army understands that no individual can secure and maintain permanent housing without being equipped for full- time employment.

9. How will your organization attempt to meet the goal of minimizing length stay and connect clients to permanent housing?

Clients will be offered individualized case management and connected with outside agencies who will visit the access center who can offer housing resources and options. Clients will be connected with workforce development, job training, and employment leads (allowing for income to pay for housing options). The Salvation Army of Lodi has strong connections with many employers in Lodi who regularly work with our case managers to identify clients who would be a good fit for their vacant positions.

If chosen to be the operators of the Access Center, we as The Salvation Army, will commit to attempting to modify some of our current Hope Harbor shelter beds, to develop another level of entry options to allow clients from the Access center entry into a transitional living stage housed in Hope Harbor, or our Hope Avenue Apartments (these apartments are mere blocks away from Hope Harbor). This level will allow clients to move from the low barrier shelter, to a location offering another level of support in a clean and sober environment, and also allow additional time if they are awaiting the ability to enter very limited options for housing in our area.

We believe this single step will be the best way to initially reward and empower those clients who are willing and able to move to the next level of housing. If a client can reach a phase of “transitional living”, we are then able to become a positive reference on future housing options as proof that they may be a positive applicant as a renter in their own stable housing or apartment setting.

10. Share your organization’s participation and history with a California Homeless Management Information System (HMIS) and your plan to comply with HMIS requirements.

The Homeless Management Information System (HMIS) was developed in the 1990’s to meet a data collection requirement made by the United States Congress to the Department of Housing and Urban Development (HUD). Congress passed this requirement in order to get a more accurate count of individuals who are homeless and to identify the need for and use of different services by those individuals and families. The Salvation Army in the United States has a long history of utilizing this tool for information collecting, sharing with government agencies, being compliant for the sake of receiving most grants, and for the sake of best meeting the needs of our clients. HMIS has been in existence for our Lodi Salvation Army shelters prior to my 7 years here in Lodi. We will comply with HMIS requirements, as we have for many years now, as it is part of our granting requirements for other grants such as Emergency Food and Shelter Program funding from FEMA. HMIS compliance is part of our standard procedures here in Lodi and abroad.

11. Describe your organization’s participation in the coordinated entry system that identifies clients, their needs, and services required.

The Salvation Army, as modeled in other locations, is well known for its coordinated entry systems. This allows for community engagement as we work with hospitals, outreach teams, other shelters, as well as referrals and walk-ins. We will have coordinated access as all clients will be entered into HMIS, allowing for the sharing of information when receiving or sending a client to other resources. Having the access center will allow a centralized assessment site, supportive services, community support and volunteer coordination, and the low barrier facility all at one location. In addition to our long-standing support of attending outreach events with police, mental health, and Cal-Trans, we currently work with multiple agencies such as other non-profits, churches, shelters, police, rehabilitation centers, and probation to identify clients needing assistance.

12. Describe how the program will address various accessibility needs of the target population.

The Salvation army is committed to providing services that are developmentally, culturally, and linguistically appropriate for individuals of diverse backgrounds. Staff will receive instruction on skills, policies, procedures, practices, rules and regulations and will be given training and / or instruction on addressing the needs of special populations including those with disabilities, cultural, racial, linguistic, and sexual differences. In instances that non-disability related needs of an applicant cannot be reasonably accommodated, program staff will provide referrals to more appropriate programs and social service agencies.

13. Describe your plan to outreach to Lodi’s unsheltered population and encourage those experiencing homelessness to transition to the Access Center.

As we have in the past, we will continue to work with the outreach teams and other services such as when the City or Caltrans is working on cleaning out an encampment, to offer services and to invite the unsheltered into the shelter.

In addition to this, upon becoming the operators, we will employ a full-time outreach liaison (following the example of Kathryn Siddle’s work) to regularly seek out the unsheltered and offer services to those in need. This liaison position will act as a means to encourage the unsheltered to come to the access center and shelter services for assistance, but to also take homeless services to those who may not otherwise visit the access center.

14. Describe how your organization will collaborate and communicate with the City, residents, businesses, and other organizations in order to establish a “good neighbor plan” through property management, outreach, and operations? Please provide details of proposed “good neighbor plan” to include education and outreach, security, being responsive to community concerns, minimizing impacts to surrounding neighborhoods and businesses, etc.

Our current posted good neighbor policy for Hope Harbor reads…. “please know that all of the business on this block work together to ensure we have a safe, clean, and well maintained street…. it is everyone’s responsibility to ensure trash, litter, debris, cigarette butts, etc. are cleaned up quickly. It also means that camping on sidewalks or in cars, defecating or urinating in public, loitering and littering is strictly prohibited. We greatly appreciate the extra efforts you have made to support our neighborhood. For those who continue to abuse the policy however, any further violations can and will result in the loss of services at The Salvation Army. This means if you are found to be in violation of the policy, you may not be allowed access for showering, clothing exchanges, meals, restroom, overnight stays and other supportive services. If you have any questions, please contact The Salvation Army Director, John Narvaez at (209-367- 9560).”

Over the years The Salvation Army has worked with our neighboring businesses to limit the negative impact of the unsheltered near Hope Harbor. We currently have staff members monitor and clean the area immediately around Hope Harbor Shelter.

As operators of the Access Center we will have a staff position to coordinate all clean up reaching areas noted in this RFP (see attached map). This position will have access to our Salvation Army bus to transport individuals on clean up days as needed. We will provide a flyer and phone number to local businesses and neighbors that can be used to reach out to shelter leadership and clean up teams to report areas of concern.

Weather permitting, we will clean the primary area around the Access Center no less than 5 days a week (marked orange on the map). We will clean other areas as needs arise, and weather permitting, and within resources of available clients, volunteers, and staff, cleaning in an extended “blue zone” (as noted on the attached map) 4 days a week.

We will connect with local businesses and neighbors to provide our contact information to report concerns, post instructions for the Access Center clients, and work in partnership with the ambassadors, city departments, and law enforcement to address the unsheltered who are unwilling to follow our good neighbor policy regarding loitering or other behavior not on shelter grounds.

15. Describe the security policy or plan for the facility including:

The security of the clients, neighbors, and businesses surrounding the Access Center will be of high importance.

• Secured entrances

Entrances will be secured with a primary entrance for all staff, clients, and visitors. We will have a security check in point for sign in logs, bag checks, metal detectors, and a “bug oven” for sanitizing items before entrance.

• On-site security personnel

We will have at least one paid staff member acting as a security monitor inside the building at all times. This security monitor will search personal property, monitor throughout the building, and utilize the security system (provided by the City) as needed. If the city’s security system is accessible by multiple staff members, we would allow multiple staff members access to the camera system for ongoing support. We will contact the ambassadors and / or the police department for any instances requiring official safety or legal action.

• Loitering

Loitering will be discouraged through means similar to our current Hope Harbor good neighbor policy that will allow us to deny services to those who refuse to comply with the policy. We will also work with the ambassadors and law enforcement as needed.

• De-escalating conflicts

Efforts will be made to train staff to de-escalate potential conflicts. Techniques and policies will be applied whether inside or outside of the facility, for overnight clients, access clients, or day stay clients. All efforts will be made to address individuals in positive and respectful ways. There will be a formal policy and procedure manual explaining the expectations of staff and volunteers who interact with clients. Staff and volunteers will be held to standards of conduct, as will clients, and there will be a system to report complaints and grievances, and to appeal decisions given to clients.

• Entry and exit procedures

All clients and staff will be required to check in and out of the building for safety reasons. All clients will be subject to searches of their person and individual property at the time of check in.

• Storage of clients’ possessions

We will have a formalized official policy for the storage of client’s possessions and include the details in each client’s orientation packet.

Our current plan, as we understand the city will provide some form of locker near each bed, is that we would provide clients with a combination padlock that has a backup master key (held by the shelter). These locks allow the client to set their own combination and also allow the operator to re-set the combination once the lock is turned in for the next client. This reduces the need to break privately owned locks, and allows for a client who forgets a combination, provides us ease of access to do searches, or access a client’s storage if they leave or is discharged unexpectedly.

In addition to each client having their own lockable locker, we will have a set time (2 to 3 times daily), when clients may check out their storage tote of additional personal items. These totes will be secured in a private room monitored by staff.

“Once clients have left the facility, voluntarily or by discharge, items left behind in lockers or totes will be held for 30 days to allow the client to return for them. If the items are not claimed, they will be treated as a donation to be recycled or discarded as appropriate.”

Clients will be expected to keep their personal sleeping area clean and tidy and we will not allow additional storage of boxes, bags, crates, or carts, that cannot be properly secured.

• Possession of drugs and weapons including confiscation, disposal, or storage procedures

Official policy for this center will note that all clients will be subject to searches of their person and individual property at the time of check in and during their stay at the shelter. No illegal drugs, weapons or alcohol will be allowed in the property. Any illegal drugs or weapons will be turned over to staff upon security screening. These will be logged and safely stored until they can be properly disposed of via medication drop boxes or through appropriate means to the police department. Other items that could be used as weapons but are not illegal to own or carry in public such as knives, box cutters, screw drivers, scissors, etc. will be returned to the client when they leave the property. Refusing to surrender drugs or weapons will result in being asked to leave the property. Refusal to leave will result in calling the police to escort the individual from the property.

• Procedure for contacting police

Official policy will be created upon the award of being named operator, but procedures will be in place noting the categories of concerns or threats (from accidents, injuries, concern someone of self-harm, levels of violence from fighting to bomb threats) and will include the proper local emergency and non-emergency numbers to call.

• Procedure for reports of criminal activity on-site

Official policy will be created upon the award of being named operator, but procedures will be on-site for how staff should handle criminal activity off site (violence, mental health concerns, theft, vandalism, etc.), and the appropriate local emergency and non-emergency numbers to call.

• Overflow management

It is our understanding that the City’s low barrier shelter will allow for more than 200 beds. If a situation arises that creates the need for more than 200 beds, we may use the proposed “resource center” area to add 20 more beds (within fire code). If there was ever an unexpected or emergency need it may be possible to open the Hope Harbor Shelter for overnight stays as is currently offers when operating as a cold weather shelter.

16. Describe the health policies or plans related to:

• Security, use, and access of prescription medications

We will not be licensed to provide any medical services; therefore, medication management is limited only to observation of client self-administration of prescribed and over the counter (OTC) medications, according to the prescription instructions or OTC package instructions. No medical services may be provided by any Salvation Army staff. Clients must be referred to third party medical providers for medical services, but transportation may be provided by staff.

Medications will be required to be held at the medical office and distributed at multiple scheduled times per day, or at specific times coordinated with the medical desk. Medication logs will be used for the tracking of the clients’ medications and amounts given.

• Client’s use of over-the-counter medication

Clients may self-administer over-the-counter medication, as per the medication instructions, and as observed by the medical desk. Over the counter medications must be stored along with other prescriptions at the medical desk. Medication logs will be used to track medications given.

• Preventing the spread of disease and viruses

As was done at Hope Harbor Shelter, we will follow all official governmental regulations for preventing the spread of disease per Salvation Army Territorial instruction. Those with illness, symptoms, or concerns of disease may be quarantined in the respite beds. We will require a tuberculosis test within seven days of admittance.

• HIPAA standards to protect client confidentiality

The Salvation Army follows HIPPA standards on client confidentiality for all of our locations.

Personal information on clients is only released as allowed by those who have given signed consent to share with appropriate organizations.

17. Describe the plan to keep the facility in a neat, clean, orderly, safe, and sanitary condition.

Regarding the interior of this location, clients will be encouraged to assist in the general care of their surroundings in common areas. Clients to expected to keep their personal areas clean, orderly, and safe. In addition, we will have janitorial staff on site for 16 hours a day for cleaning and laundry, and additional staff to assist with overnight laundry through the graveyard hours.

We will add additional staff and volunteers to assist with cleaning and laundry if needed, depending on scale, capacity, and need.

18. Describe transportation policies or plans related to:

• Transportation services for clients to and from property

Transportation of clients to and from the low barrier shelter may be provided by a paid staff or authorized and insured Salvation Army volunteer and will be done in a Salvation Army owned vehicle.

• Transportation of a new client with the possessions to the Access Center

Transportation of clients intending to stay at the low barrier shelter (including limited possessions) will be provided by authorized staff and as vehicles are available. A contact number will be available to the public to call for pick up during the day hours.

• Transportation of unsheltered individuals to the Access Center in overnight emergency situations initiated by the Police Department

We will provide an option for the emergency pick up of individuals during the night shift if initiated by the Police Department or Hospital. This will again be done by staff in an official vehicle. A contact number for the police department will be provided.

• Delivery of shelter goods and community donations

It will be the preferred practice that donations specifically designated for the low barrier shelter will be dropped off by the donor, but the pick up or delivery of shelter goods may be coordinated with a Salvation Army driver and vehicle on a case by case basis as needed.

As to the collection of donations in general, it should be noted that many organizations are not equipped with the ability to track inventory, anticipate needs, or have the donor base that can secure public and private donations on a continual basis for a large scale operation. This often causes non-profits to reach out with regular urgent pleas for immediate donations. Although our organization will also ask for donations from our the public and our regular donor base, our organization strives to invite donors to support ongoing needs as opposed to appearing that there is an urgent need about to go unmet. We believe our well known brand of being a place to receive donations nation-wide, and our model of inviting support, will lend itself to ensuring that the City of Lodi’s shelter appears to be running strong and fully equipped, as opposed to needing the community to continually come to the rescue to keep the shelter running smoothly. With all the investment of tax-payer and grant dollars going towards this project, we will not want to give the appearance that the new access center and shelter is regularly depending on community support to stay open.

19. Describe nondiscrimination policies or plans related to:

• Compliance with applicable Federal civil rights laws and does not discriminate on the basis of race, color, national origin, age, disability, religion, or sex (including pregnancy, sexual orientation, and gender identity).

The Salvation Army’s worldwide mission statement includes the concept that we will meet human needs without discrimination.

Our international statement on this subject reads… In providing its programs and services, The Salvation Army is committed to accommodating all those in need without unlawful discrimination or harassment based on age, race, color, religion, sex, national origin, marital status, disability, citizenship, sexual orientation, gender identity, gender expression, or any other characteristic in accordance with our capacity to help.

This statement is our official statement for Non-discrimination in Programs and Delivery of Services …
“The Salvation Army is committed to non-discrimination in programs and delivery of services.

This means that no one will be excluded from services on any basis not related to legitimate program concerns. Programs and services are provided on a non-discriminatory basis according to the needs of those to be served and the capacity, both financial and programmatic, of the specific services provided to address those needs. This commitment to appropriate service provision demands clearly developed criteria for program participation, as well as essential program rules and behavioral expectations.”

As non-discrimination interacts with any spiritual activity offered our position states…

Religious practices and spiritual components are not obligatory nor required for intake or access services.

Worship services conducted by The Salvation Army are open to all persons. Spiritual support and encouragement is made available through Salvation Army personnel to all who seek such services.

The Salvation Army seeks to promote intergroup understanding and to give full support to the imperatives of human and civil rights, sharing that spiritual affinity which makes all persons part of one human family.

From its inception, The Salvation Army has been concerned with the spiritual and social needs of all people. Its service in all parts of the world have been developed in recognition of the Biblical principle that all persons are equal in intrinsic value and that all persons bear the divine image. (Gen. 1:27)

As to Equal opportunity employment, The Salvation Army is an equal opportunity employer and committed to providing a respectful environment for all applicants and employees that is free from unlawful discrimination or harassment based on age, race, color, religion, sex, national origin, marital status, disability, citizenship, sexual orientation, gender identity, gender expression, or any other characteristic protected by law. Such equal opportunity for employment will apply to recruiting and hiring, training, promotion, salaries and other compensation, transfers and layoffs or termination.

• Compliance with the Americans with Disabilities Act

Title I and Title V of the Americans with Disabilities Act of 1990, as amended, protect qualified individuals from discrimination on the basis of disability in hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment. Disability discrimination includes not making reasonable accommodation to the known physical or mental limitations of an otherwise qualified individual with a disability who is an applicant or employee, barring undue hardship.

All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, or protected veteran status and will not be discriminated against on the basis of disability. The Salvation Army is committed to providing reasonable accommodation for qualified job applicants, job candidates, and employees with disabilities to ensure they enjoy equal access to all employment opportunities and benefits of employment as required by the Americans with Disabilities Act. EEO is the Law.

• Sexual harassment

Harassing or discriminating between staff, volunteers, visitors, clients, or any other person, with whom we have dealings on behalf of The Salvation Army, is unacceptable. This includes those receiving services, hiring, training, scheduling, advancement, compensation, benefits, discipline and termination practices. Harassment, including sexual harassment, is a form of discrimination.

It can involve, but is not limited to, unwelcome and offensive comments, persistent pursuit of unwanted relationships, conduct, gestures or any other contact likely to cause offence or humiliation or that might reasonably be perceived to place a condition of a discriminatory nature on employment, training, promotion or the provision of services.

Instances or accusations of sexual harassment at our facility will result in an investigation and addressing the situation ranging from loss of stay, to loss of employment, loss of ability to volunteer, or legal and law enforcement consequences.

• Policy regarding sex offenders

The low barrier shelter will not be allowed to house minors, instead minors and children will have options to stay next door at Hope Harbor Shelter in special accommodations with their parent or guardian. As Hope Harbor does house children, we adhere to the highest levels of our “Protecting the Mission” child-safety standards. As such, we do not allow sex offenders in Hope Harbor. As the Access Center’s low barrier shelter will not have minors on site, we will allow registered sex offenders to stay in our facility. All clients will be checked upon entry, to see if they are in the sex offenders registry (as happens at Hope Harbor), these clients will also be checked against our Salvation Army’s national registry, where we track individuals who have had noted concerns at any Salvation Army location, but may not yet be a registered offender.

Anyone who appears on the offenders list, or our registry, will be required to have a personal risk reduction plan, noting any specific requirements or restrictions while at our facility. Anyone found out of compliance with their personal risk reduction plan will be asked to leave the facility.

20. Describe how the facility will accommodate for pets and service animals? What is your proposed policy for the shelter of pets on-site?

When at capacity we will plan for no more than 20% of the shelter beds to be allowed to have an animal crated by their bed. We will follow the model of allowing animals that is currently successfully being used at our Modesto shelter. Service and support animals will have to adhere to behavioral guidelines. Disruptive behavior and aggression will require removal of the animal from the shelter. Animals must be caged or leashed at all times and in the immediate control of the animal’s owner or proxy at all times. They must be vaccinated, spayed, or neutered before admittance (animal services can be contacted for this service and they can make periodic exams for shelter residents).

Animal care and supervision is the owners responsibility (or their proxy by written agreement) to supervise the animal and they must have full control of the animal at all times.

If an animal is unruly or disruptive the manager may ask the resident (or proxy) to remove the animal from a common area. Repeated issues may result in the animal not allowed in common areas until an effort is made to mitigate behavior, or it may be asked that the animal be removed from the shelter.

Shelter Management will make all decisions concerning the removal of animals from the shelter property.

A fear of animals or minor allergies is not a disability, so the shelter will not be required to accommodate those individuals. A client with a rare severe allergy can request an accommodation, such as keeping the animal and allergic person separate as much as possible.

Management will ensure that staff is properly trained about service animal policies, including a set of rules for appropriate interaction with a client’s animal.

If other clients complain about pet rules, we will share that our community complies with the fair housing laws and refer them to our accommodation policy.

Complaints against an animal or their owner will be shared with the owner.

All animal owners will have to sign a copy of the rules for animals at the shelter prior to admittance.

A full copy of our Modesto Shelter guidelines, which will be slightly altered for Lodi, may be made available upon request.

21. Explain your grievance policies and procedures related to the process of making a complaint, resolving a grievance, meeting with staff, and your whistleblower policy.

A complete grievance policy and procedure (and forms) will be created upon The Salvation Army being named operators.

This basic policy will be similar to other Salvation Army locations, including concepts such as any client with a complaint or grievance is encouraged to bring the matter immediately to the attention of their case manager or a supervisor.

Complaints can also be submitted verbally, and efforts will be made to assist individuals who require support in documenting their complaint. Complaints should include specific details such as the nature of the grievance, individuals involved, dates, times, and any supporting evidence or witnesses, if applicable. Complaints can be made anonymously, but providing contact information is encouraged to facilitate the investigation process and provide updates on the progress of the grievance.

The case manager, in consultation with shelter directors, will hear testimonies of witnesses or those involved, and review facts and as soon as possible, but no later than 72 hours from the initial complaint. All interviews will take place behind closed doors for confidentiality.

If an individual does not feel the issue is resolved, they can fill out a grievance form and deliver it to the shelter director. The written grievance will be investigated, and resolution discussed with the client submitting the form.

All resolutions will be shared in writing with the client within 10 days. If there is no resolution with the client, they will have 5 business days to appeal any decision. All appeals will be shared with the Corps Officer.

A whistleblower policy will provide that The Salvation Army encourages individuals to report concerns related to unethical conduct, policy violations, illegal activities, or any other matter that may be detrimental to the well-being of clients, staff, or volunteers.

Concerns can be reported directly to the shelter supervisor or manager, or through an anonymous reporting mechanism. Contact information for reporting concerns shall be clearly communicated to all individuals within the shelter allowing for the ability to contact the Salvation Army, Lodi Corps Officer, a contact with the City of Lodi, and or a contact at The Salvation Army Divisional Headquarters.

The Salvation Army Shelter is committed to protecting individuals who report concerns in good faith from retaliation, harassment, or adverse actions.

Whistleblower identities shall be kept confidential to the maximum extent allowed by law, and efforts will be made to protect individuals from any form of retaliation. Any individual found to have engaged in retaliatory behavior against a whistleblower may be subject to disciplinary action, up to and including termination or legal consequences.

Reported concerns shall be promptly and thoroughly investigated by the shelter supervisor or manager or an appointed designee.

22. Describe how you will work with the City’s staff to ensure the successful operations of the Access Center?

The Salvation Army, operating in Lodi, will welcome regular interaction with City Staff to ensure the successful operation of the Access Center. The Shelter Director will provide a monthly update of statistical information bed nights, access center meetings, meals served, and other services provided. We will develop a system to allow for regular meetings and correspondence, on site visitation, and a means to have Salvation Army and City leadership the opportunity to share information, challenges, and positive stories as a means to keep both he city leadership and the community aware of progress. We are happy to share our policy and procedures for accounting of funds spent and billed to the city.

23. Describe the method used to gather and track demographic and other statistical data for reporting purposes. (Include the name of software, if applicable).

As operators of the Access Center and Low Barrier Shelter, we will collect information through the Homeless Management Information System (HMIS). We may also elect to also you the Salvation Army approved data base system for the Western United States (WellSky program).

Both of these systems will gather and track demographic and statistical data. We also utilize paper documents as a means of additional back ups, as supporting documentation, and for a system to allow for continued operation in the rare case of a power outage or other situations that might hinder computer usage.

24. Describe the organization’s client record keeping system and management of data and data sharing.

The Salvation Army uses HMIS, WellSky, and physical paperwork (count sheets, sign in logs, control logs, etc) to collect and store data. Information collected is saved for the appropriate amount of time (depending on paper files) for the sake of record keeping, grant reporting, billings, audits, reviews, legal matters, and backup.

VI. BUDGET
Proposal should include a line item budget with all anticipated operating expenses. The list below may not be all inclusive, it is the proposer’s responsibility to account for all projected expenses.

Sample Expenses:

1. Salaries and Benefits (include the number of full and part-time staff and position titles) • Examples of positions needed (some positions may handle dual roles):
o Lobby Operators/Check-in Screening of clients
o Internal Security
o Cook(s) and kitchen aids to do prep and dishwashing
o Shelter Director
o Assistant Shelter Director(s) and/or manager(s)/supervisor(s)/Lead(s) o Case Managers (Men and Women)
o Transitional Coordinator – Work with clients on continuing opportunities such as training/education, housing, and/or other programs to continue client progression and reduce recidivism (this function is primarily handled by case workers) o Outreach Coordinator (s) (Conducts outreach, assists with eligibility applications (ex. Housing, medical, SS benefits, etc.), and coordinates all social services with the County, non-profits, and any other public/social service providers needed)
o Outreach Assistant (Assists Outreach Coordinator)
o Homeless Management Information System Coordinator(s) (May be included in another position such as Case Manager or Outreach) (combined with Assistant Director) o Someone to handle Human Resource Items (May be included in another position such as Shelter Manager/Director) Handled by Shelter Director
o Janitorial/Laundry
o Neighborhood Clean-up staff (Attachment B: Map of Covered Area) Handled by Assistant Director
o Administrative staff as needed (access center receptionists) o Additional Shelter staff as needed (example: shelter monitors, food service, floaters, etc.)  Include estimated number of potential volunteer positions even though there is not a cost associated

See Attached Staffing Tables and flow chart for complete staff cost calculations (per tier)

Note: We anticipate having regular volunteers to help in areas such as the kitchen, servers, dishwasher, help with the check in of clients for the access center services, leaders for meetings (ie. Bible Studies, clinics, AA, CR, life skills, workforce development, etc.), assist with day service oversight (such as shower check in) and volunteers to assist with clean up events.

2. Meal Expenses (Breakfast, Lunch, Dinner, Snacks)

• Include any estimated donations that reduce the overall cost

Any estimate for potential food donations that might reduce the overall costs are not guaranteed.

As such we will not account for potential food donations to ensure that we can provide adequate food for clients under this contract.

• Operator will have to track actual meals served and provide log per meal per day to substantiate meal expenses invoiced.

The Salvation Army does have regular donations and amazing purchasing options that are not available to the public nor many other non-profits. With the options of our Salvation Army, we can provide 3 meals a day for up to 200+ clients every day of the year at a rate of $4.00 per meal based on signed meal logs. We will assume responsibility for providing 3 meals a day for all low barrier shelter clients and will use purchase food as needed, coordinate donated food or meals, and offset costs as we are able with donated items given through our Salvation Army Lodi Corps.

3. Janitorial/Laundry Supplies

4. Landscape Maintenance

5. Transportation (Gas, Vehicle maintenance)

6. Office Supplies/Misc. (example: pens/pencils, paper, ink, postage, duplicating, etc.)

7. Technology (laptops, software (i.e. HIMS), printers, copiers, phones, etc.)

8. Outreach expenses (trash bags, gloves, outside counseling services, bus tickets, etc.)

9. Neighborhood Clean-up supplies (Attachment B: Map of Covered Area)

10. Insurance

11. Employee Training

See Attached budget form for breakdown of costs including one time initial purchases

ATTACHMENT B: NEIGHBORHOOD CLEAN-UP MAP

Attached….
• Flow chart of staff
• Staffing Tables (1 staffing table per tier of client capacity) • Budget form noting 3 tiers of service based on bed capacity as well as a note of initial one time purchases

Links if desired for further information…
• City of Lodi’s full video (12 minutes) noting need of low barrier shelter and Salvation Army testimonials. https://www.youtube.com/watch?v=qOZKCn15LeQ

• Link to the City of Lodi’s condensed 6 minute video version of need and Salvation Army testimonials https://vimeo.com/572268498
• Thes Salvation Army Lodi’s official website (at this site you can find links to information on local services and information on Hope Harbor and our Culinary Arts program). https://lodi.salvationarmy.org/

VII. SELECTION PROCESS
Proposals will be reviewed by the Neighborhood Services Manager and Community Development Director. Complete proposals will be evaluated on the basis of the information submitted. This evaluation will allow then for a recommendation to the City Council for a contract to be awarded to one of the firms.

VIII. REJECTION OF PROPOSALS
The City of Lodi reserves the right to reject any and all proposals and to solicit new proposals with modified terms and conditions. It also reserves the right to waive any informalities in connection with proposals.

IX. INFORMATION REQUESTS
Information regarding this project and the proposal work can be obtained by contacting Jennifer Rhyne, Neighborhood Services Manager at (209) 269-4519.

Per City Council Resolution No. 2023-83 dated May 3, 2023, Request for Proposal will only be issued to the below mailing list:

MAILING LIST:

Inner City Action, Inc.

Frank Saldana
Director/Founder/CEO
1169 S. Main St.

Manteca, CA 95337
[email protected]

The Salvation Army
Major Mark Thielenhaus Corps Officer – Lodi Corps 622 N. Sacramento St. Lodi, CA 95240 [email protected]
Shelter Director (FT exempt)
(Oversight, HR, PR, HMIS, Reporting)
Outreach Liason (FT) Shelter Check in
3 FT / 3 PT
Case Managers
2FT - 100 clients Access Center Desk
2 PT
Clean up Coordinator /
Driver
Health Care Aid
(Meds and storage hep,
laundry help, PM pick ups)
3 FT / 3 PT
Security monitors inside
3 FT / 3 PT
Janitor / Laundry
6 PT
Cooks/Dish Washers
3 FT / 6 PT
Position Full Name
Weeks
per
Year
Hours
per
Week
Planned
Sal/Wage per
Hour
Gross Wages Medical
7103
Retirement
7104 FICA 7201
Worker's
Comp
7203
General
Liability
8403-102
Sexual
Misconduct
9470
UltiPro Fee
Month
8009

2.0% $825 10.000% 7.650% 5.120% 1.448% 0.764% $ 15.00 access desk PT or weekend hrs. 52 24 18.00$ 22,464.00$ -$ 2,246.40$ 1,718.50$ 1,150.16$ 325.28$ 171.62$ 180.00$ 28,255.96$ access desk PT or weekend hrs. 52 24 18.00$ 22,464.00$ -$ 2,246.40$ 1,718.50$ 1,150.16$ 325.28$ 171.62$ 180.00$ 28,255.96$ check in 1 PT or weekend hrs. 52 16 18.00$ 14,976.00$ -$ 1,497.60$ 1,145.66$ 766.77$ 216.85$ 114.42$ 180.00$ 18,897.30$ check in 2 PT or weekend hrs. 52 16 18.00$ 14,976.00$ -$ 1,497.60$ 1,145.66$ 766.77$ 216.85$ 114.42$ 180.00$ 18,897.30$ check in 3 PT or weekend hrs. 52 16 18.00$ 14,976.00$ -$ 1,497.60$ 1,145.66$ 766.77$ 216.85$ 114.42$ 180.00$ 18,897.30$ Med / storage help PT or weekend hrs. 52 16 20.00$ 16,640.00$ -$ 1,664.00$ 1,272.96$ 851.97$ 240.95$ 127.13$ 180.00$ 20,977.00$ Med / storage help PT or weekend hrs. 52 16 20.00$ 16,640.00$ -$ 1,664.00$ 1,272.96$ 851.97$ 240.95$ 127.13$ 180.00$ 20,977.00$ PM med / laundry help PT or weekend hrs. 52 16 20.00$ 16,640.00$ -$ 1,664.00$ 1,272.96$ 851.97$ 240.95$ 127.13$ 180.00$ 20,977.00$ janitor laundry 1 PT or weekend hrs. 52 16 17.00$ 14,144.00$ -$ 1,414.40$ 1,082.02$ 724.17$ 204.81$ 108.06$ 180.00$ 17,857.45$ janitor laundry 2 PT or weekend hrs. 52 16 17.00$ 14,144.00$ -$ 1,414.40$ 1,082.02$ 724.17$ 204.81$ 108.06$ 180.00$ 17,857.45$ janitor laundry 3 PT or weekend hrs. 52 16 17.00$ 14,144.00$ -$ 1,414.40$ 1,082.02$ 724.17$ 204.81$ 108.06$ 180.00$ 17,857.45$ janitor laundry 4 PT or weekend hrs. 52 16 17.00$ 14,144.00$ -$ 1,414.40$ 1,082.02$ 724.17$ 204.81$ 108.06$ 180.00$ 17,857.45$ janitor laundry 5 PT or weekend hrs. 52 24 17.00$ 21,216.00$ -$ 2,121.60$ 1,623.02$ 1,086.26$ 307.21$ 162.09$ 180.00$ 26,696.18$ janitor laundry 6 PT or weekend hrs. 52 24 17.00$ 21,216.00$ -$ 2,121.60$ 1,623.02$ 1,086.26$ 307.21$ 162.09$ 180.00$ 26,696.18$ kitchen aid 1 PT or weekend hrs. 52 16 18.00$ 14,976.00$ -$ 1,497.60$ 1,145.66$ 766.77$ 216.85$ 114.42$ 180.00$ 18,897.30$ kitchen aid 2 PT or weekend hrs. 52 16 18.00$ 14,976.00$ -$ 1,497.60$ 1,145.66$ 766.77$ 216.85$ 114.42$ 180.00$ 18,897.30$ kitchen aid 3 PT or weekend hrs. 52 16 18.00$ 14,976.00$ -$ 1,497.60$ 1,145.66$ 766.77$ 216.85$ 114.42$ 180.00$ 18,897.30$ kitchen aid 4 PT or weekend hrs. 52 16 18.00$ 14,976.00$ -$ 1,497.60$ 1,145.66$ 766.77$ 216.85$ 114.42$ 180.00$ 18,897.30$ kitchen aid 5 PT or weekend hrs. 52 24 18.00$ 22,464.00$ -$ 2,246.40$ 1,718.50$ 1,150.16$ 325.28$ 171.62$ 180.00$ 28,255.96$ kitchen aid 6 PT or weekend hrs. 52 24 18.00$ 22,464.00$ -$ 2,246.40$ 1,718.50$ 1,150.16$ 325.28$ 171.62$ 180.00$ 28,255.96$ security indoor 1 PT or weekend hrs. 52 16 20.00$ 16,640.00$ -$ 1,664.00$ 1,272.96$ 851.97$ 240.95$ 127.13$ 180.00$ 20,977.00$ security indoor 2 PT or weekend hrs. 52 16 20.00$ 16,640.00$ -$ 1,664.00$ 1,272.96$ 851.97$ 240.95$ 127.13$ 180.00$ 20,977.00$ security indoor 3 PT for weekend hrs 52 16 20.00$ 16,640.00$ -$ 1,664.00$ 1,272.96$ 851.97$ 240.95$ 127.13$ 180.00$ 20,977.00$ 393,536.00$ -$ 39,353.60$ 30,105.50$ 20,149.04$ 5,698.40$ 3,006.62$ 4,140.00$ 495,989.16$ Shelter Director / HR director 52 40 32.00$ 66,560.00$ 9,900.00$ 6,656.00$ 5,091.84$ 3,407.87$ 963.79$ 508.52$ 180.00$ 93,268.02$ Asst. Director HMIS add after 100 clients -$ -$ -$ -$ -$ -$ -$ men's case manager 52 40 23.00$ 47,840.00$ 9,900.00$ 4,784.00$ 3,659.76$ 2,449.41$ 692.72$ 365.50$ 180.00$ 69,871.39$ women's case manager 52 40 23.00$ 47,840.00$ 9,900.00$ 4,784.00$ 3,659.76$ 2,449.41$ 692.72$ 365.50$ 180.00$ 69,871.39$ health care aid / storage room 52 40 20.00$ 41,600.00$ 9,900.00$ 4,160.00$ 3,182.40$ 2,129.92$ 602.37$ 317.82$ 180.00$ 62,072.51$ health care aid / storage room 52 40 20.00$ 41,600.00$ 9,900.00$ 4,160.00$ 3,182.40$ 2,129.92$ 602.37$ 317.82$ 180.00$ 62,072.51$ PM Health care aid / laundry / pick up 52 40 20.00$ 41,600.00$ 9,900.00$ 4,160.00$ 3,182.40$ 2,129.92$ 602.37$ 317.82$ 180.00$ 62,072.51$ Driver / cleaner coord. 52 40 20.00$ 41,600.00$ 9,900.00$ 4,160.00$ 3,182.40$ 2,129.92$ 602.37$ 317.82$ 180.00$ 62,072.51$ check in desk 1 52 40 18.00$ 37,440.00$ 9,900.00$ 3,744.00$ 2,864.16$ 1,916.93$ 542.13$ 286.04$ 180.00$ 56,873.26$ check in desk 2 52 40 18.00$ 37,440.00$ 9,900.00$ 3,744.00$ 2,864.16$ 1,916.93$ 542.13$ 286.04$ 180.00$ 56,873.26$ check in desk 3 52 40 18.00$ 37,440.00$ 9,900.00$ 3,744.00$ 2,864.16$ 1,916.93$ 542.13$ 286.04$ 180.00$ 56,873.26$ outreach coordinator 52 40 26.00$ 54,080.00$ 9,900.00$ 5,408.00$ 4,137.12$ 2,768.90$ 783.08$ 413.17$ 180.00$ 77,670.27$ security indoor 1 52 40 20.00$ 41,600.00$ 9,900.00$ 4,160.00$ 3,182.40$ 2,129.92$ 602.37$ 317.82$ 180.00$ 62,072.51$ security indoor 2 52 40 20.00$ 41,600.00$ 9,900.00$ 4,160.00$ 3,182.40$ 2,129.92$ 602.37$ 317.82$ 180.00$ 62,072.51$ security indoor 3 52 40 20.00$ 41,600.00$ 9,900.00$ 4,160.00$ 3,182.40$ 2,129.92$ 602.37$ 317.82$ 180.00$ 62,072.51$ Cook 1 (Lead & order) 52 40 20.00$ 41,600.00$ 9,900.00$ 4,160.00$ 3,182.40$ 2,129.92$ 602.37$ 317.82$ 180.00$ 62,072.51$ cook 2 52 40 18.00$ 37,440.00$ 9,900.00$ 3,744.00$ 2,864.16$ 1,916.93$ 542.13$ 286.04$ 180.00$ 56,873.26$ cook 3 52 40 18.00$ 37,440.00$ 9,900.00$ 3,744.00$ 2,864.16$ 1,916.93$ 542.13$ 286.04$ 180.00$ 56,873.26$ 736,320.00$ 168,300.00$ 73,632.00$ 56,328.48$ 37,699.58$ 10,661.91$ 5,625.48$ 3,240.00$ 1,091,807.46$ 1,129,856.00$ Fund Gross Medical Retirement Fica Work Comp Gen Liab. Misconduct $825 168,300.00$

10.000% 112,985.60$

7.650% 86,433.98$

5.120% 57,848.63$

1.448% 16,360.31$

0.764% 8,632.10$
$15 7,380.00$
1,587,796.63$ Table Totals 1,129,856.00$ 168,300.00$ 112,985.60$ 86,433.98$ 57,848.63$ 16,360.31$ 7,380.00$ add industry standard of 2% overtime 31,755.93$
1,619,552.56$ total payroll plus OT
UltiPro Fee (8009)- Monthly
otal Payro
Workmen's Compensation (7203)- Total Salaries
General Liability (8403-102)- Total Salaries
Sexual Misconduct Insurance (9470)- Total Salaries
Total Salaries
Medical Insurance Cost (7103)
Employee Retirement (7104)- Total Salaries
FICA (7201)- Total Salaries
Total Cost
Part time
2022 Staffing Table
The Salvation Army Benefit Costs Rates and Assessments Costs Totals:

Full time
Full time Totals:
staff chart, cost table, access center (8,21,23) REVISED 100 bed phase staff cost @ 100 bed capacity Statement of Activities 100 clients initial 1 time costs projection Option A

EXPENSE
7000 Salaries & Allowances $1,112,856.00
7000a overtime industry standard 2% $31,755.00
7100 Employee Benefits $168,300.00
7200 Employment Taxes $302,811.00
8000 Professional Fees (trainings) $5,000.00
8100 Supplies(Laundry supplies/hygene/paper products/first aid/ janitorial) @$4 person daily $144,500.00 8100a Supplies (outreach supplies, gloves, bags, dump fees. etc) $10,000.00 8200 Telecommunications (& all software licences) $7,500.00 8300 Postage & Shipping $5,000.00
8400 Occupancy (utilities by city /Food $4.00 per meal) $328,500.00 8400a Occupancy landscaping maintenance $2,400.00
8500 Equipment/Furnishings $2,400.00 $1,300.00 *
8500a Equipment - computers $0.00 $24,300.00
8600 Printing and Publications (and all office supplies) $10,000.00 8700 Transportation, gas, vehicle insurance, upkeep 2 vehicles $15,000.00 9400 Miscellaneous Expense (est. property & liability insurance) $44,000.00 9500 Depreciation $0.00
9600 Indirect/Agency Allocations 25.5% NICRA required by SA THQ $558,455.61 TOTAL EXPENSE $2,748,477.61 $25,600.00
* $1,300 - recommend 100 Combination Padlocks with Key Override and Code Discovery locks for clients storage Option A* City purchases S.A. configured Desktops and Laptops through S.A. * $8,000 for 5 Army laptops, docking stations, desk monitors - for outreach worker, 2 case managers, med room wroker, @ direcotor @ $ 1,600 each * $7,200 for 6 Army desktop computer sets for remaining staff positions * Remaining costs includes 48 port switch, router, 5 access points for wifi for all including clients if city desires, copier and 12 phones * S.A. Would be responsible to provide their own I.T. support for their equipment. City to purchose 3 computers for client use at city's expense not included here Note 1: One cost is not reflected on this page would be the option of a 3% increase per year for eligible employees, or the ability to adjust minimum wage employees to a new state minimum wage if state levels were increased Note 2: Indirect agency allocations ( This represents our federally negotiated cost rate agreement alllowed for federal grants), this is required for all large contracts allowing to cover costs of all The Salvation Army, A California Corporation supportive services provided by The Salvation Army and covers the cost of all the full resources of every deparment of our organization in the Western Territory (such as legal, finance, HR, payroll, donations, marketing, volunteer, & I.T. departments), Note 3: These numbers are based on what we believe would be the "highest potetial costs".

We try to anticipate all budget issues, and the spend lower whenever possible, doing the most good with all dontaions. For example we budget for overtime costs as a calculated contingency, but try to avoid this expense.

Food costs is based on 100% occupancy, so as we would only bill for actual meals served, every day there is not max capacity, these line items will reflect a decrease.

Our S.A. motto is "doing the most good" - and we will always strive to keep costs low and to spend city and grant funds efficiently.

RESOLUTION NO. 2023-

A RESOLUTION OF THE LODI CITY COUNCIL AWARDING THE REQUEST

FOR PROPOSAL (RFP) TO INNER CITY ACTION, INC AS THE OPERATOR

OF THE PERMANENT ACCESS CENTER AND EMERGENCY SHELTER

AND AUTHORIZE STAFF TO NEGOTIATE AN AGREEMENT AND BRING

BACK TO CITY COUNCIL AT A FUTURE DATE
========================================================================

WHEREAS, the City of Lodi City Council approved 710 N. Sacramento Street Lodi, CA 95240 as the location for the Access Center on October 6, 2021 per Resolution No. 2021-273; and

WHEREAS, the City is developing a permanent Access Center Emergency Shelter; and

WHEREAS, the Access Center will take approximately 18 months to develop; and

WHEREAS, the City sought out an operator for the Temporary Em ergency Shelter that can meet the needs of individuals experiencing homelessness that are seeking shelter and wraparound services; and

WHEREAS, City Council approved Inner City Action, Inc. to operate the Temporary Emergency Shelter and provide shelter and additional wraparound services for the residents and The Salvation Army to provide food and laundry services on April 20, 2022; and

WHEREAS, on May 3, 2023, the City Council authorized the Community Development Director to release an RFP for operating the permanent Lodi Access Center and Emergency Shelter and waive the formal bid process to limit bid responses to The Salvation Army and Inner City Action Inc. based on their respected service to the Lodi community; and

WHEREAS, Staff released the RFP on May 22, 2023 and responses were due back within 30 days of release; and

WHEREAS, Staff understands, based on current trends at the temporary Access Center , that it will take time to ramp up on the census of clients staying overnight and will recommend contract be set at an initial service level of 100 overnight clients; and

WHEREAS, Staff has evaluated proposals received from The Salvation Army and Inner City Action, Inc. and the variance in cost is the primary influencing factor in Staff recommendation to ensure fiscal accountability and feasibility of ongoing operations of the Access Center; and

NOW, THEREFORE, BE IT RESOLVED, that the Lodi City Council does hereby award the RFP to Inner City Action, Inc as the operator of the permanent Access Center and Emergency Shelter and authorize staff to negotiate an agreement and bring back to City Council at a future date;

BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Protocol Manual (adopted 11/6/19, Resolution No. 2019 -223), the City Attorney is hereby authorized to make minor revisions to the above- referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary.

Dated: September 6, 2023
======================================================================== I hereby certi fy that Resolution No. 202 3-_____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held September 6, 2023, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

Olivia Nashed
City Clerk

2023-______
AGENDA ITEM H-03 CITY OF
�U:odi �

CALIFORNIA

COUNCIL COMMUNICATION
AGENDA TITLE:

MEETING DATE:

PREPARED BY:

Adopt Resolution Ratifying Expenditures to Date and Authorizing the City Manager to Execute an Amendment to the Two-Year Purchase Agreement with Flock Group Inc., of Atlanta, GA, for Eight (8) Additional Flock Automated License Plate Reader Cameras and One (1) Square Mile of Raven Shot-Detection Software Not-to-Exceed $170,000.

September 6, 2023
Chief of Police
RECOMMENDED ACTION: Adopt Resolution Ratifying Expenditures to Date and Authorizing the City Manager to Execute an Amendment to the Two-Year Purchase Agreement with Flock Group Inc., of Atlanta, GA, for Eight (8) Additional Flock Automated License Plate Reader Cameras and One (1) Square Mile of Raven Shot-Detection Software Not-to-Exceed $170,000.

BACKGROUND INFORMATION: The City of Lodi Police Department are always looking for new opportunities and state of the art technology to support our public safety measures. One of the most effective preventative and investigative tools available to police departments are license plate reader cameras and shot-detection software.

In March 2023, the Police Department entered into a two-year agreement with Flock Group, Inc., for ten (10) Automated License Plate Reader (ALPR) cameras with a total contracted amount of $53,500. The Flock ALPR system is a deployment of cameras throughout the city to serve as an additional investigative resource for the police department. The cameras are strategically placed in critical high-traffic locations to capture vehicles traveling into and/or out of city limits. All cameras would capture date, time, location, license plate (state, partial, paper, and no plate), vehicle details (type and color), as well as objects (bicycle, animals, and people).

The Flock Safety Gunshot Detection system, also known as "Raven," is a deployment of gunshot detection units placed strategically in the city to capture event information when someone discharges a firearm within the 1 square mile detection radius. The Raven software system captures the date, time, location, and number of rounds fired and alerts the police department in real-time.

To continue our efforts in enhancing the safety of our community, we strongly believe this technology will deter crime and assist our officers in responding to and solving crime. Staff requests the City Council adopt the resolution ratifying expenditures to date and authorize the City Manger to execute an amendment to the two­ year purchase agreement with Flock Group, Inc., for a total of eighteen (18) ALPR cameras and one (1) square mile of the Raven gunshot detection system.

APPROVED:

Stephen Schwabauer, City Manager

+ Lodi, CA

Eliminate crime and shape
a safer future, together .

City Council Goal 7H –
Enhance programs to
address strategic safety
problems in t he community.

Why Flock Safety?

What we observe:
the current reality
● Limited Police Resources
● Crime is not ending
● Trust is needed more
than ever
What we believe:
the opportunity
● Technology multiplies the
force
● Capture and distribute
objective evidence to the
right user
● Engage community to
support and grow
75 total incidents in 2023 so far…
37 Reports in 2023 so far…..

How does the technology
work?

When you get Fa lc o n you get:

Flock Safety provides your police department with
in d is c rim in a t e e vid e n c e fro m fixe d lo c a t io n s . We p ro vid e a ll o f t h e m a in t e n a n c e s o t h a t yo u r p o lic e department and ci ty staff can focus on keepi ng your
ci ty safe and prosperous.

INFRASTRUCTURE - FREE
R educe ti me to val ue and
u t ilit y c o s t s w it h fu ll-servi ce
depl oyment.
2 4 /7 COVERAGE
Capture obj ecti ve vehi cl e
data around the cl ock to
m u lt ip ly yo u r fo rc e .

REAL- TIME ALERTS
• NC IC
• NCMEC (Am b e r Ale rt )
• Custom Hot L i sts
Et h ic a lly Ma d e
• No peopl e
• No fa c ia l re c o g n it io n
• No traffic enforcement
• I ndi scri mi nate evi dence

What thi s I S Wh a t t h is is NOT
● License plate recognition
● Gathers objective evidence
and facts about vehicles, not
people
● Alerts police of wanted
vehicles
● Used to solve crime
● Adheres to all state laws
● No t fa c ia l re c o g n it io n
● Not tied to Personal
Identifiable Information
● Not used for traffic
enforcement
When you get Ra ve n
you get:

Proactive: Real time Alerts when stolen or
wanted vehicles enter your city
Investigative: As clearance Rates
increase, crime rates decrease
Flock cameras serve as a deterrent
How does thi s
technol ogy prevent
a n d e lim in a t e
c rim e ?
[ Replace image]

Mitigating Risk

Pro t e c t in g Priva c y
● Footage owned by Agency/City and
will never by sold or shared by
Flock
● 30 day data retenti on, then del eted
● Short retenti on peri od ensures that
al l data not associ ated wi th a cri me
is a u t o m a t ic a lly d e le t e d &
unrecoverable
● Takes human bias out of crime -
solving by detecting objective data,
and detecting events that are
objectively illegal (ex. Stolen
vehicles)
● All data is stored securely in the AWS
Cloud, and end to end encryption of all
data
● Search reason is required for audit trail
● NOT fa c ia l re c o g n it io n s o ft w a re
● NOT p re d ic t ive p o lic in g
● NO P II is c o n t a in e d in Flo c k
● NOT used for traffic enforcement
● Not connected to regi strati on data or 3rd
party databases (Carfax, D M V )
● Transparency Portal (opti onal )
Transparency + Insights
Measure ROI and promote the ethical use
of public safety technology
Transparency Portal
● Customi zabl e for each agency
● Dis p la y t e c h n o lo g y p o lic ie s
● P u b lis h u s a g e m e t ric s
● Share downl oadabl e Search audi ts
Insights Dashboard
● M easure cri me patterns and R OI
● Au d it S e a rc h h is t o ry
Example
● Va lle jo P D
Already solving and
preventing crime

Morgan Hill Los Gatos
M onte Sereno
Milp it a s
Santa Cl ara
Foster Ci ty
Hills b o ro u g h
Co lm a
Millb ra e
A therton
San Mateo
San Mateo County
San Bruno
Alameda
Flock Safety In Northern
California
+ Many more
c o mme rc ia l a nd
Priva te
Customers
Novato
Fa irfie ld
Dixo n
Va lle jo
Va c a ville
Rio Vis ta
Richmond
Be nic ia
Pie d m o nt
Livermore
San Ramon
Hercul es
Orind a
Oakley
Mountain House
Woodl and
Ro s e ville
Elk Gro ve
Gra s s Va lle y
Sa lina s
Lafayette
Danville
Raven In Northern
California
San Jose PD
Seaside PD
Oroville PD
San Mateo County SO
Hemet PD
El Monte PD
➔ June 8: Whitehall Police Officers received an alert from their Fl ock Safety R aven® audi o cri me detecti on sensors that a gunshot had been detected at a l ocal resi dence.
➔ A s offi cers responded, di spatch recei ved a 91 1 cal l c o n firm in g s h o t s fire d a t t h a t s a m e lo c a t io n . ➔ Offi cers on the scene encountered an i ntoxi cated suspect who reported that she was upset wi th her fami l y. Nobody w a s in ju re d .

Pol i ce R espond to
Gunshots Wi thout 91 1 Cal l
Wh it e h a ll P D - Wh it e h a ll, OH
The suspect was arrested for using weapons
while intoxicated, domestic violence threats,
aggravated menacing, and endangering children.

Less Vehicle Thefts are happening
in Va c a ville , a n d m o re o f t h e m a re
g e t t in g s o lve d
Fi re apprenti ceshi p, expanded l i cense pl ate
reader program among budget requestsD ecrease i n R eported V ehi cl e Thefts
Increase in Arrests
rel ated to V ehi cl e
Thefts
R equested i ncrease i n #
of cameras
33% 2X35%
Case Study - Lo n g
Term R esul ts
“ Word has gotten out about these
A L PR programs, and fol ks that are
in th e b us ine s s o f s te a ling c a rs will
typ ic a lly d o a little b it o f re s e a rc h
and fi nd out that a ci ty that has an
AL PR program they then want to
avoi d”
- Chief Ian Schmutzler
Hillsborough PD - Hillsborough, CA
Case Study: Smash and Grab R obbery
● January 2022 - Fi ve suspects attempt a
Smash & Grab at a Jewel ry store but are
chased off by the owner
● But here’s what didn’t make the news…
● S u s p e c t ve h ic le id e n t ifie d u s in g Flo c k ● SBPD thought the suspects woul d try
a g a in , p o t e n t ia lly m o re vio le n t ly
● Vehicle placed on a custom hotlist
● SB PD recei ves a real ti me al ert that the
suspects are returning
● Officers locate the vehicle within seconds
preventing another attempt
San Bruno, CA
San Bruno, PD
San Bruno jewelry store owner stops
attempted smash - and - grab robbery
- ABC 7 Ne w s - Ba y Are a
Timeline
On February 16th, 4:15 PM, the Los
Angeles Police Department put out the
vehicle plate information of the suspect
involved in two shootings at synagogues
in their area.

Cathedral City PD received this
information and ran the vehicle’s plate in
Flock and discovered that the suspect
vehicle had entered Cathedral City.

A flyer with the suspect’s information and
vehicle description was sent out to patrol.

Officers responded to a shot fired call at
5:24 PM and the synagogue shooter was
on scene.

Officers recognized the suspect vehicle
as the one from the flyer. Suspect was
taken into custody.

Hate Cri me Targeti ng L A Synagogue
Cathedral City PD
Cathedral City, CA
➔ Officers from the Ukiah Police Department
responded to reports of a fi re i n a dry fi el d east
of A i rport R oad near Costco. Now offi ci al s have
caught two teens connected to the al l eged
arson.
◆ On A ug. 25, the FL OCK system al erted
o ffic e rs o f t h e c a r's lo c a t io n a n d o ffic ia ls arrested the 1 7 - year - o ld d rive r w h o w a s
re p o rt e d ly in vo lve d in s t a rt in g t h e fire . ◆ On Sept. 1 9, a second suspect, 1 8 - year -
ol d Gabri el R ui z, was arrested by the
Mendocino County Sheriff's Office on
unrel ated charges after bei ng connected
to two armed car break - in s .

Case Study - Teen A rson
Ukia h P D - Ukia h , CA
Using City of Ukiah FLOCK license plate
recognition cameras, investigators were able to
identify the suspects inside the car and get
photos of the vehicle which contained the
license plate number. At the time, officials were
unable to find the car, but the license plate
number was entered into the FLOCK camera
database which automatically alerts officials
when the vehicle is seen next.

Case Study: Auto Theft
Chamblee, GA
Chamblee PD
Stranger on Stranger Abducti on August,
28 2020
When every second matters,
Flock Safety’s Machine Vision
is Critical
12:33 PM
1:01 PM
2:30 PM
5:03 PM
6:00 PM
Amber Alert Issued
Search Conducted with Flock Safety
Suspect Vehicle Located
Felony Stop + Arrest
Baby Reunited with Mother

Questions?

RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL RATIFYING EXPENDITURES TO DATE AND

AUTHORIZING THE CITY MANAGER TO EXECUTE AN AMENDMENT TO THE TWO-YEAR PURCHASE AGREEMENT WITH FLOCK GROUP, INC., OF ATLANTA, GA., FOR EIGHT (8) ADDITIONAL FLOCK AUTOMATED LICENSE PLATE READER CAMERAS AND ONE (1) SQUARE MILE OF RAVE SHOT-DETECTION SOFTWARE NOT-TO-EXCEED $170,000 ======================================================================== WHEREAS, in 2023, Lodi Police Department (LPD) entered int o a two-year agreement with Flock Group, Inc., for ten (10) of their Automated License Plate Reader (ALPR) cameras in the amount of $53,500; and

WHEREAS, the Flock ALPR camera system captures date, time, location, license plate (state, partial, paper, and no plate), vehicle details (type and color), as well as objects (bicycle, animals, and people); and

WHEREAS, the Flock Safety Gunshot Detection system, also known as “Raven,” is a deployment of gunshot detection units placed strategically in the city to capture event information when someone discharges a firearm within the 1 square mile detection radius; and

WHEREAS, the authorization of this contract amendment will allow our department to expand on our technology to better serve our community; and

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby ratify expenditures to date and authorize the City Manager to execute an amendment to the two-year purchase agreement for eight (8) additional Flock ALPR cameras, and one (1) square mile detection radius of Raven Shot -Detection software, from Flock Group, Inc., for a total contract not-to-exceed $170,000.

BE IT FURTHER RESOLVED, the first year contract fees and total hardware costs were included in the FY 2023/24 budget under Police Support Services – Misc. Professional Services – 10031004.72450.

BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Protocol Manual (adopted 11/6/19, Resolution No. 2019-223), the City Attorney is hereby authorized to make minor revisions to the above-referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary.

Dated: September 6, 2023
======================================================================== I hereby certify that Resolution No. 2023-____ was passed and adopted by the City Council of the City of Lodi in a regular meeting held on September 6, 2023, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk

2023-____
AGENDA ITEM H-04

COUNCIL COMMUNICATION
APPRO
VED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt Resolution Approving the City Council Strategic Vision Update Presentation for City of Lodi Committees and Commissions
MEET
ING DATE: September 6, 2023
PRE
PARED BY: Deputy City Manager
RECO
MMENDED ACTION: Adopt resolution approving the City Council Strategic Vision update presentation for City of Lodi Committees and Commissions.

BA
CKGROUND INFORMATION: The City Council of the City of Lodi held a Council Retreat on April 11- 12, 2023, to develop the City’s Strategic Vision for the future. T he entire Council attended the retreat, as well as the City Manager, City Attorney, City Clerk, Deputy City Manager and all Department Directors.

The r
etreat was carefully structured to guide the City Council towards a common set of long -term goals. The process included robust discussion amongst the Council to clarify their priorities. These efforts allowed the Council to develop a cohesive, coherent and unified vision for the future of the City , which is now called the Council’s Strategic Vision. Additional detail on the retreat and the results of the retreat discussions can be found in Exhibit A.

The
Strategic Vision consists of eight Strategic Priorities. These priorities serve as a common base for City staff to develop work plans in alignment with the Council’s future vision for the City. Commissioners and Committee members should align their goals with the Council’s Strategic Vision. Going forward, Commissioners and Committee members can use the Strategic Priorities as a roadmap when they discharge their own duties in their respective bodies. Staff liaisons will be presenting the attached presentation at the next available meeting to each Committee or Commission to ensure all officials have an overview of the Council’s adopted Strategic Vision.

Additionally, a copy of the fully adopted resolution approving the Strategic Vision will be provided to each Commissioner and Committee member at such time.

ST
RATEGIC VISION: N/A
FIS
CAL IMPACT: There is no fiscal impact.

FU
NDING AVAILABLE: N/A
___
______________________________________________
Andrew Keys, Deputy City Manager/Internal Services Director City Council Strategic Vision
Adopted May 17, 2023

• The development of the Strategic Vision was led by a professional facilitation firm and begin with interviews with City Council, staff and executives.
• A retreat was held on April 11-12 that was open to the public and was designed to guide the City Council towards formation of a Strategic Plan. • The retreat was attended by executive staff of the City and all Council members contributed to the dialogue that led Council to agree upon eight strategic imperatives with underlying stretch goals and milestones. • The Strategic Vision was adopted by City Council on May 17, 2023 and can be found on the City’s website in its entirety.

Overview
2 • The Strategic Vision is available for viewing and will be updated with progress quarterly at this link: https://www.lodi.gov/1260/City- Council-Strategic-Vision
Strategic Vision
3 • The City Council has adopted this Strategic Vision to guide City resource allocation and policy decisions.
• Members of Committees and Commissions should consider the application of the Strategic Vision in discharging their duties.
• To the extent a decision conflicts with the Strategic Vision or the Strategic Vision conflicts with the required duties of a Committee or Commission, the City Council requests the Committee or Commission include specific and detailed reasoning explaining the Committee’s decision.
• Committees and Commissions serve at the pleasure of the Council and should align Committee and Commission efforts with the adopted Strategic Vision.

Strategic Vision and Commissions/Committees
4 RESOLUTION NO. 2023-98

A RESOLUTION OF THE LODI CITY COUNCIL ADOPTING CITY COUNCIL

STRATEGIC PRIORITIES AND MILESTONES TO BE COLLECTIVELY KNOWN

AS THE CITY'S STRATEGIC VISION
WHEREAS, the Lodi City Council held a Council Retreat at Hutchins Street Square on April 11-12, 2023; and
WHEREAS, these professionally-facilitated public meetings included robust discussion amongst Council with input from Department Directors, the City Manager, Deputy City Manager, and appointed staff; and
WHEREAS, by adopting these goals, the City Council acknowledges its primary responsibility to create a Strategic Vision about the future direction and priorities for the City and it is the responsibility of City Staff (led by the City Manager) to develop a strategic workplan in alignment with and supportive of the Strategic Vision; and WHEREAS, the City Council recognizes the importance of a unified Strategic Vision coming from the entire Council; and
WHEREAS, the eight strategic priorities contained within the Strategic Vision collectively represent the priorities of the City Council and should be utilized by staff as the foundation upon which future workplans are based and resource allocation decisions are made; and WHEREAS, the City Council recognizes that all eight priorities are equally important and the strategic priorities have been assigned a number by their alphabetical order for reference only without regard to weight or importance; and
WHEREAS, the City Manager is directed to report not less than quarterly on the progress towards achievement of the milestones within the Strategic Vision.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby adopt the City Council Strategic Vision and the Strategic Priorities and Milestones therein. The Strategic Priorities and Milestones are:

1. Downtown
Stretch Goal: Realize a lively mixed use, walkable commercial downtown district.

A. Expand opportunities for downtown living.

B. Preserve downtown historic character.

C. Ensure accessibility for multi-modal transportation and public safety.

D. Protect and promote the use of public facilities including the library, public safety building, and the city administration building.

E. Expand the perimeter of downtown mixed-use zoning.

F. Adopt policies that incentivize the revitalization of buildings and infrastructure.

EXHIBIT A

2. Economic Development
Stretch Goal: Raise the median income of Lodi residents to the top 25% of the State of California.

A. Develop a long-term economic development strategy.

B. Expand and diversify economic opportunities.

C. Continue to support Hydrogen Hub Project.

D. Complete development of White Slough Public Safety Training Facility.

E. Grow the City through East Side annexation.

F. Repurpose and revitalize existing assets.

G. Attract tech and non-agriculture jobs.

3. Fiscal Health
Stretch Goal: Create a fiscal structure to accomplish City Council Strategic Priorities.

A. Promote City's fiscal transparency and citizen's fiscal fluency.

B. Position Lodi to maintain a diversified revenue mix that reflects the economic prosperity of the community.

C. Ensure elected leaders and staff retain focus on fiscal priorities.

D. Anticipate and advocate against unfunded mandates, while ensuring the City has funding amounts equal to annual depreciation levels to maintain assets.

E. Improve pension funding as against average cities by 25%.

4. Housing
Stretch Goal: Ensure every socio-economic demographic and family structure can secure quality housing within the community.

A. Develop new housing opportunities with market values aligned with current Area Median Income (AMI) and standard housing/income ratios.

B. Create more residential opportunities downtown.

C. Ensure continued progress towards Regional Housing Needs Assessment (RHNA) Goals.

D. Require a percentage of housing in new developments to be workforce housing.

E. Adopt standards and policies to promote housing for all economic levels.

F. Develop policies that will promote affordable housing by design; generational housing by design; and diverse housing by design.

G. Consider ways to support the existence of an adequate number of rental properties.

5. Infrastructure
Stretch Goal: Develop and maintain a robust infrastructure to support a world-class city.

A. Invest in innovative infrastructure with a high Return on Investment (ROI).

B. Promote adaptive reuse of existing properties.

C. Address deferred maintenance.

D. Ensure capacity for future growth.

E. Proactive infrastructure development for Sphere of Influence (SOI) and growth areas.

F. Ensure that funding for maintenance of future development projects is sustainable and self-supporting.

6. Parks
Stretch Goal: Develop a world-class revenue generating Parks System.

A. Fully staffed to annual benchmarks.

B. Expand, develop and maintain Lodi Lake to meet or exceed industry standards.

C. Develop and maintain sports/recreation facilities for City and public use, including an indoor sports facility.

D. Expand, develop and maintain Hutchins Street Square Facilities to meet or exceed industry standards.

E. Create a dedicated fund to improve event-based facilities to meet or exceed industry standards.

7. Public Safety
Stretch Goal: Create the best trained police and fire departments in the State of California.

A. Reach and maintain full staffing.

B. Create an outdoor training facility.

C. Institute the Advanced Life Support (ALS) program.

D. Build strategic regional partnerships with surrounding agencies to enhance fire and emergency response services.

E. Research, develop and/or promote advanced training programs for police and fire personnel based on or exceeding best practices for service delivery and effecting public safety outcomes.

F. Meet International Organization for Standardization (IOS) Measurements in response time.

G. Ensure high levels of community involvement by public safety employees.

H. Enhance programs to address strategic safety problem areas in the community, such as the unsheltered population, Fentanyl crisis, and animal services.

8. Public Well-being
Stretch Goal: Be a recognized leader in generating a happy, healthy, high quality of life for all.

A. Increase opportunities for physical, recreational, and cultural activities.

B. Partner with other public/private entities to provide outreach, education, and activities to engage diverse cultures and communities.

C. Provide opportunities for access to mental health and substance abuse treatment.

D. Focus on youth education and mentorship to foster positive life-choices.

Dated: May 17, 2023
----------------------------- ---------------------------------------· --- I hereby certify that Resolution No. 2023-98 as passed and adopted by the City Council of the City of Lodi in a regular meeting held May 17, 2023, by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:

COUNCIL MEMBERS - Bregman, Craig, Nakanishi, Yepez, and Mayor Hothi COUNCIL MEMBERS - None
COUNCIL MEMBERS - None
COUNCIL MEMBERS - None n --/ .
--I--"'� crY/-J'�
PAMELA M. FARRIS
Assistant City Clerk
2023-98
RESOLUTION NO. 2023-____

A RESOLUTION OF THE LODI CITY COUNCIL APPROVING THE CITY

COUNCIL STRATEGIC VISION UPDATE PRESENTATION FOR CITY OF

LODI COMMITTEES AND COMMISSIONS
============================================================================

WHEREAS, the Lodi City Council held a Council Retreat on April 11-12, 2023 to develop the City’s Strategic Vision for the future; and

WHEREAS, the Strategic Vision consists of eight Strategic Priorities. These priorities serve as a common base for City staff to develop work plans in alignment with the Council’s future vision for the City; and

WHEREAS, the Lodi City Council adopted Resolution No. 2023-98 on May 17, 2023, adopting the City Council’s Strategic Vision; and

WHEREAS, Commissioners and Commi ttee members should align their goals with the Council’s Strategic Vision. Going forward, Commissioners and Committee members can use the Strategic Priorities as a roadmap when they discharge their own duties in their respective bodies; and

WHEREAS, staff liaisons will be presenting the attached presentation and will provide a copy of Resolution No. 2023- 98 at the next available meeting to each Commissioner and Committee members to ensure all officials have an overview of the Council’s adopted Strategic Vision.

NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council hereby approves the City Council Strategic Vision Update Presentation for the City of Lodi Committees and Commissions.

BE IT FURTHER RESOLVED, pursuant to Section 6.3q for the City Council Protocol Manual (adopted 11/6/19), Resolution No. 2019- 223), the City Attorney is hereby authorized to make minor revisions to the above- referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary.

Date: September 6, 2023
============================================================================

I hereby certi fy that Resolution No. 202 3 -___ was passed and adopted by the Lodi City Council in a regular meeting held September 6, 2023, by the following vote:

AYES: COUNCIL MEMBERS –

NOES: COUNCIL MEMBERS –

ABSENT: COUNCIL MEMBERS –

ABSTAIN: COUNCIL MEMBERS –

OLIVIA NASHED
City Clerk
2023-____

AGENDA ITEM H-05

COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Appoint Andrew C. Keys Interim City Manager MEETING DATE: September 6, 2023
PREPARED BY: City Manager
RECOMMENDED ACTION: Appoint Andrew C. Keys Interim City Manager BACKGROUND INFORMATION: Current City Manager Steve Schwabauer has announced his retirement from the City of Lodi effective October 6, 2023. This item requests that Council appoint Andrew C. Keys as the Interim City Manager while Council considers recruitment for the permanent position.

Andrew C. Keys currently serves as the Assistant City Manager for the City of Lodi in a contract employee capacity. Consistent with past practice, the City Council now desires to appoint Mr. Keys to serve as the Interim City Manager for a term of six (6) months following Mr. Schwabauer’s last day with the City of Lodi (“Interim Period”). During the Interim Period, Mr. Keys’ will retain his existing employment contract rights and obligations, but his scope of work will be modified to allow him to perform the Interim City Manager role. As such, during the Interim Period, Mr. Keys will be compensated at the current City Manager annual salary of $256,793.59 with the Council approved wage increase of five percent (5%) effective January 8, 2024.

The appointment of Mr. Keys to the Interim City Manager position will take effect at 5:00 p.m., October 6, 2023 through the Council’s approval of this appointment and the corresponding amendment to Mr. Keys existing employment contract to reflect the Interim City Manager position terms as described above. The Interim Period may be modified or extended upon future mutual agreement of the City Council and Mr. Keys.

STRATEGIC VISION: All priorities
FISCAL IMPACT: Not applicable
FUNDING AVAILABLE: This increase in salary will be funded through salary savings in the City Manager’s office.
_______________________________________

Adele Post
Human Resources Manager
_______________________________________
Stephen Schwabauer
City Manager