Safety and Communities Committee
May 12, 2025

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www.modestogov.com
AGENDA
City of Modesto

SAFETY AND COMMUNITIES COMMITTEE

COUNCIL WORKSHOP
2001-40 Del Puerto Room.

Tenth Street Place, 1010 10th Street
Modesto, California
Monday, May 12, 2025 at 4:00 PM
Roll Call: Jeremiah Williams, Chair
Chris Ricci, Vice-Chair
Rosa Escutia-Braaton, Member
Alternates: Eric Alvarez, Nick Bavaro, David Wright, Sue Zwahlen Council has not delegated directive or final approval authority to the Committees.

Committee actions are recommendations to the full City Council, not final decisions on an issue. * Public Comment will only be in-person. Members of the public who wish to address the Committee, by providing public comment, during the meeting must do so in-person in the 2001-40 Del Puerto Room. As an alternative, members of the public may also provide written public comment submitted via email as indicated in the Submitting Comments by Email instructions on this agenda. Zoom will still be available for viewing and Wordly translation. *Members of the public will be allowed to provide public comment through Zoom if a Committee Member is participating remotely pursuant to the provisions of Assembly Bill 2449. *Effective March 1, 2023, if a technical issue arises with Zoom or the phone dial-in option, the Committee meeting will continue unless the meeting is being held pursuant to the provisions of Assembly Bill 2449. Alternative viewing options are listed below and the meeting is physically open to the public.
“Wordly” can translate into 25+ different languages! To access written translation during the meeting, please scan the QR Code or click this link https://attend.wordly.ai/join/RJDY-6364.
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"Wordly" puede traducir a más de 25 idiomas diferentes! Para acceder a la traducción durante la reunión, por favor escanee el código QR o haga clic en el enlace https://attend.wordly.ai/join/RJDY-6364.

You may observe a livestream of the meeting at http://media.modestogov.com. You may also view or listen to the meeting as indicated below.

THE MEETING CAN BE VIEWED BY ZOOM VIDEO

CONFERENCING OR TELEPHONE
Joining the Committee meeting via Zoom
The City of Modesto is now offering the ability to view Committee meetings via telephonic conferencing via “Zoom” video conferencing computer technology. The meeting may be accessed through the use of Zoom using the following options:
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To use Zoom, please visit: https://zoom.us/ and either sign-up for a free Zoom account or continue as a guest. Once you have downloaded the app onto your mobile device, joined from your web browser, or downloaded the Zoom software on your computer you will be ready for the upcoming Committee meeting.

Joining the Committee meeting via Telephone
If you don’t have a smart phone or computer to access the meeting via Zoom, you can listen by phone, by calling 1-877-853-5257 (Toll Free) or 1-888-475-4499 (Toll Free) and enter the Webinar ID: 958 9549 7651 Passcode: 84326

PUBLIC COMMENTS IN PERSON
Three-minute time limit per speaker.

Only interested persons in the audience may present these matters. Under State law, Committee Members may respond to matters being presented under this item only as follows:
a. Briefly respond to statements made or questions raised. b. Ask a question for clarification.
c. Provide a reference to staff or other resources for factual information. d. Request staff to report back at a subsequent meeting. e. Finally, a Committee Member or the Committee itself may take action to direct staff to place a matter of business on a future agenda.

SUBMITTING COMMENTS BY E-MAIL
Written comments may be submitted via email to: [email protected] (include Agenda Item Number in the subject line). All comments will be shared with the - 2 -
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Committee Members and placed in the record but will not be read aloud during the meeting.

Written comments must be received two hours before the meeting.

This Agenda is on file in the City Clerk’s Office, Sixth Floor, 10th Street Place, Posting Board at entry of 10th Street Place, and is available on the City’s Web site at www.modestogov.com.

Materials related to an item on this Agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the Clerk’s office during normal business hours. Such documents are also available online, subject to staff’s ability to post the documents before the meeting, at the following website www.modestogov.com/councilmeetings In accordance with the requirements of Title II of the Americans with Disabilities Act (“ADA”) of 1990, the Fair Employment & Housing Act (“FEHA”), the Rehabilitation Act of 1973 (as amended), Government Code section 11135 and other applicable codes, the City of Modesto (“City”) will not discriminate against individuals on the basis of disability in the City’s services, programs, or activities. For more information, please visit the City of Modesto website at https://www.modestogov.com/865/Americans-with-Disabilities-Act-ADA In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk (209) 577-5396. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting
Any and all of the following agenda items are subject to action by the Modesto City Council.

CONSENT ITEMS – ROLL CALL VOTE REQUIRED:

Information concerning the consent items listed below has been forwarded to each Committee Member prior to this meeting for study. Unless some member of the audience or Committee Member has a question concerning an item and asks that it be withdrawn from the consent list, the Committee approves the items at one time. The action taken by the Committee in approving consent items is set forth in the explanation of this individual item.

CONSENT
An item may be removed from consent and discussed at the request of an audience member or Committee member.

Consent

1. Consider a Memorandum of Agreement (MOA) with Oakland Fire Department for participation in California Task Force 4 of the National Urban Search and Rescue Response System and forwarding to Council for approval. (Funding Source: General Fund)
 Motion recommending a Memorandum of Agreement (MOA) with Oakland Fire Department for participation in California Task Force 4 of the National Urban Search and Rescue Response System and forwarding to Council for approval.
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FIRE DEPARTMENT; Kevin Wise, 209-572-9590, [email protected] Consent

2. Consider terms and conditions required by the California Office of Emergency Services for Reimbursement of City costs for Modesto Fire Department’s response to incidents outside of the jurisdiction and forwarding to Council for approval. (Funding Source: Not Applicable)
 Motion recommending acceptance of the terms and conditions required by Cal OES for Reimbursement of City costs for Modesto Fire Department’s response to incidents outside of the jurisdiction and forwarding to Council for approval.

FIRE DEPARTMENT; Kevin Wise, 209-572-9590, [email protected] Consent

3. Consider a Three-Year Agreement with Locality Media, Inc dba First Due for Fire and EMS Software for a total amount not to exceed $525,754 and forwarding to Council for approval. (Funding Source: Measure H Fund and Emergency Medical Services Project (EMS))
 Motion recommending the Sole Source Three-Year Agreement with Locality Media, Inc dba First Due, Garden City, NY for the cloud-based Fire and EMS Software for Three-Year Agreement for a total amount not to exceed $525,754 and forwarding to Council for approval.

FIRE DEPARTMENT; Kevin Wise, 209-572-9590, [email protected] Consent

4. Consider an Agreement with InTime Solutions, Ferndale, WA, for Scheduling and Time-Keeping Management Software for ongoing maintenance and support services for a total amount not to exceed $278,377 and forwarding to Council for approval. (Funding Source: General Fund)
 Motion recommending the Agreement with InTime Solutions, Ferndale, WA, for Scheduling and Time-Keeping Management Software for a Five-Year Agreement for an estimated amount of $267,670, with a 4% contingency in the amount of $10,707, for total amount not to exceed $278,377, and forwarding to Council for approval.

POLICE DEPARTMENT; Jessica Smart, 209-572-9500, [email protected] Consent

5. Consider the submission of a Grant Application for the California Violence Intervention and Prevention (CalVIP) Grant Program to the Board of State and Community Corrections for up to $2 million in grant funds and forwarding to Council for approval. (Funding Source: Police Grant Funds)
 Motion recommending the submission of a Grant Application for the California Violence Intervention and Prevention (CalVIP) Grant Program to the Board of State and Community Corrections for up to $2 million in grant funds and forwarding to Council for approval.

POLICE DEPARTMENT; Christopher Adams, 209-572-9500,
[email protected]
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NEW BUSINESS

6. Consider the update on the 2020-2025 Blight Abatement Strategy and adopting the 2025-2027 Blight Abatement Strategy and forwarding to Council for approval. (Funding Source: Not Applicable)
 Motion recommending the 2025-2027 Blight Abatement Strategy for adoption and forwarding to Council for approval.

CITY MANAGER; Allison Van Guilder, 209-577-5228, [email protected]

ADJOURNMENT
Posted pursuant to Government Code Section 54954.2 on the bulletin board at Tenth Street Place on at by
date time signature
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

May 12, 2025
Date: April 17, 2025
TO: Safety and Communities Committee
Jeremiah Williams, Chair
Chris Ricci Vice-Chair
Rosa Escutia-Braaton, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Kevin Wise, Fire Chief
SUBJECT: Memorandum of Agreement (MOA) with Oakland Fire Department CONTACT: Kevin Wise, Fire Chief, [email protected], 209-572-9590 DESCRIPTION:

Consider a Memorandum of Agreement (MOA) with Oakland Fire Department for participation in California Task Force 4 of the National Urban Search and Rescue Response System and forwarding to Council for approval. (Funding Source: General Fund) STRATEGIC PLAN ELEMENT:

This action supports the City of Modesto 2020-2025 Strategic Plan focus on quality of life under Goal A: Improve Community Safety.

BACKGROUND:

In response to major global disasters throughout the 1980s—most notably the 1989 Loma Prieta earthquake—the Federal Emergency Management Agency (FEMA) developed a framework to strengthen rescue operations nationwide. The success and coordination of rescue teams deployed during these incidents led to the formal establishment of the National Urban Search and Rescue Response System1 (USAR)
The National USAR System operates as a network of highly trained task forces located across the United States, many of which are sponsored through partnerships with local agencies. On October 5, 2009, the City of Oakland Fire Department (“Oakland”) became one such sponsoring agency, forming California Task Force 4 (CA-TF4). Today, there are 28 FEMA USAR task forces across the country, with eight based in California.

USAR task forces have played critical roles in numerous high-profile emergencies, including the September 11, 2001, terrorist attacks, Hurricane Katrina in 2005, the 2011 earthquake and tsunami in Japan, and most recently, the 2023 wildfires in Maui. 1 Urban Search & Rescue | FEMA.gov
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Memorandum of Agreement (MOA) with Oakland Fire Department

DISCUSSION:

The Modesto Fire Department (MFD) has built a strong reputation for excellence in technical rescue operations, including structural collapse, confined space, rope, and trench rescues.

Given our capabilities and experience, joining Oakland’s CA-TF4 presents an opportunity to both contribute to large-scale incident responses and also to enhance our department's operational readiness.

Participation in this Team would provide access to advanced level training, shared resources, and interagency cooperation, strengthening our ability to respond effectively to disasters both locally and nationally, and potentially globally. This alignment supports our ongoing commitment to public safety, preparedness, and professional growth.

In the event of a major disaster or federally declared emergency, FEMA initiates contact with the sponsoring agency of a designated USAR task force. Once notified, the sponsoring agency coordinates with its partnering agencies to assemble and deploy personnel and resources based on availability and operational readiness. Upon initial notification, a pre-alert is issued to allow teams to begin preliminary mobilization. If a full deployment is confirmed, task force members are required to respond within a specific time window, depending on the response model, ensuring a rapid and effective deployment to the affected areas.

FISCAL IMPACT:

Participation in the National Urban Search and Rescue (USAR) Response System is fully funded by FEMA, with an annual allocation of approximately $1 million. These funds are designated to cover tools, equipment, training resources, and personnel costs associated with maintaining a deployable task force. Oakland’s CA-TF4 coordinates with FEMA and partnering agencies to manage operational costs in accordance with the USAR Program Manual.

All costs incurred by the sponsoring and partnering agencies during preparation, activation, and deployment are eligible for full reimbursement by FEMA, ensuring no net fiscal impact to the participating local agencies or municipalities. Any upfront expenses are fully budgeted within the current 2024-25 Fiscal Year from Special Operations cost center (18240).

RECOMMENDED COMMITTEE ACTION:

Staff Recommendations:

Motion recommending a Memorandum of Agreement (MOA) with Oakland Fire Department for participation in California Task Force 4 of the National Urban Search and Rescue Response System and forwarding to Council for approval.

Approved by:

Kevin Wise, Fire Chief
Joseph P. Lopez, City Manager
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Memorandum of Agreement (MOA) with Oakland Fire Department

Attachments:

1. Memorandum of Agreement

2. Appendix A – FEMA/Oakland Agreement

3. Appendix B – DHS USAR Interim Rule 70

4. Appendix C – CA-TF4 Administrative Manual
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ADMINISTRATIVE MANUAL
REVISED: DECEMBER, 2019
In Cooperation with Department of Homeland Security
Federal Emergency Management Agency

CALIFORNIA TASK
FORCE 4
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TABLE OF CONTENTS
FOREWARD 6
CHAPTER 1 - OVERVIEW 7
AUTHORITY 7
APPLICATION 7
OBJECTIVES 7
RELATION TO PROCEDURES 7
GENERAL 7
TASK FORCE REVISION POLICIES 7
NATIONAL INCIDENT MANAGEMENT SYSTEM 7
TASK FORCE AUDIT POLICIES 7
CHAPTER 2 - GUIDELINES 8
GENERAL COMPLIANCE 8
PRACTICES 8
PERSONNEL NOTICE OF CHANGE 8
FIREARMS 8
ATTENDANCE 8
GENERAL 8
CHAPTER 3 – PERSONAL CONDUCT 9
OBEDIENCE OF LAW 9
SUBSTANDARD PERFORMANCE 9
PROFESSIONAL CONDUCT 9
INSUBORDINATION 9
POLITICAL LOBBYING 9
SLANDER 9
USE OF ALCOHOL – NON-PRESCRIBED DRUGS – NARCOTICS 9
CIVIL ACTIONS 9
BRIBES OR GRATUITIES 9
CHAPTER 4 - MANAGEMENT STRUCTURE RESPONSIBILITIES 10
SPONSORING AGENCY 10
SPONSORING AGENCY ADMINISTRATION 10
SPONSORING AGENCY CHIEF 10
PROGRAM MANAGER SELECTION 10
WORK GROUP ASSIGNMENT 10
WORK GROUPS 10
PROGRAM MANAGER 10
CACHE MANAGER 11
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GRANTS MANAGER 12
ADMINISTRATIVE SUPPORT SPECIALIST 12
TRAINING COORDINATOR 12
TASK FORCE MEDICAL COORDINATOR 12
CANINE TRAINING COORDINATOR 12
CHAIN OF COMMAND 12
REQUEST FOR SUPPORT FROM SPONSORING AGENCY 12
CHAPTER 5 - TASK FORCE MEMBERSHIP PRACTICES 14
GENERAL 14
MEMBERSHIP RECRUITMENT 14
APPLICATION PROCESS 14
RESERVE MEMBERS 14
NON-DEPLOYABLE – TRAINING REQUIREMENTS 14
DEPLOYABLE MEMBERS 14
NON-DEPLOYABLE - AGENCY REQUESTED 14
INACTIVE-TASK FORCE MEMBER REQUESTS 14
EXTENDED LEAVE INJURY OR VOLUNTARY NON-DEPLOYABLE 15
PERSONNEL FILES 15
TASK FORCE ISSUED EQUIPMENT 15
SEPARATION POLICY 15
MEMBERSHIP NOTIFICATION SYSTEM 16
CHAPTER 6 - POSITION SPECIFIC TRAINING REQUIREMENTS 17
GENERAL 17
CHAPTER 7 - TRAINING CONSIDERATIONS 18
ATTENDANCES AT AND RECORDING OF TRAINING EVENTS 18
ATTENDANCE AT FEMA SANCTIONED TRAINING 18
TRAVELS FOR FEMA MEETINGS AND WORK GROUPS 18
CHAPTER 8 - TASK FORCE TRAINING 19
GENERAL 19
TASK FORCE WEBSITE AND INTERNET BASED TRAINING 19
SAFETY OFFICER REQUIREMENTS 19
ANNUAL TRAINING REQUIREMENTS 19
TRAINING COORDINATOR RESPONSIBILITIES 19
INSTRUCTOR RESPONSIBILITIES 19
CHAPTER 9 - PAYROLL, INVOICING AND FINANCES 20
GENERAL 20
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TIME SHEETS 20
TRAVEL POLICIES 21
BACK-FILL 21
RESPONSIBILITIES FOR REIMBURSEMENT 21
PAYROLL DISPUTES 21
ALERTS OR ACTIVATION 21
TASK FORCE STAFF SALARY 21
EQUAL EMPLOYMENT OPPORTUNITY 21
SOP FOR PROCURING GOODS AND SERVICES 21
SOP FOR TRACKING & RECONCILING COOPERATIVE AGREEMENTS 22 SOP FOR RECONCILING CLEARED/CASHED CHECKS 22
CHAPTER 10 - PROCEDURE FOR FILLING ROSTER POSITION VACANCIES 24 GENERAL 24
APPOINTMENT FOR ROSTERED POSITIONS 24
ANNOUNCEMENT OF TEAM POSITION OPENING 24
APPLICATION PROCESS 24
REVIEW PROCESS 24
PROGRESSION THROUGH THE RANKS 24
TASK FORCE LEADERS 25
CHAPTER 11 - CODE OF CONDUCT 26
GENERAL 26
DEPLOYMENTS 26
CHAPTER 12 - TASK FORCE CANINE PROGRAM 27
TASK FORCE CANINE PROGRAM – ADMINISTRATION 27
TASK FORCE SEARCH TEAM COORDINATOR 27
TASK FORCE CANINE TRAINING COORDINATOR 27
TASK FORCE CANINE HANDLERS 27
TASK FORCE CANINE TRAINING 27
CANINE SEARCH SPECIALIST COURSE 28
CERTIFICATION OF TF CANINES 28
CANINE CARE, FOOD AND NUTRITION 28
CANINE TEAM STIPEND 29
DEPLOYMENTS 29
CHAPTER 13 - EQUAL OPPORTUNITY, AFFIRMATIVE ACTION
AND SEXUAL HARASSMENT 30
DIRECTIVE 30
RATIONALE 30
GENERAL GUIDELINES - DEFINITION 30
SEXUAL HARASSMENT 30
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ENVIRONMENT FREE FROM HARASSMENT 30
CHAPTER 14 TASK FORCE UNIFORMS 31
GENERAL 31
UNIFORMS & GEAR BAG 31

EXCHANGING, TRADING OR SELLING PROPERTY THAT BELONGS
TO THE TASK FORCE 31
MISSION ISSUED EQUIPMENT 31
CHAPTER 15 - TASK FORCE DRIVER PROGRAM 32
GENERAL 32
SELECTION PROCESS 32
COMMERCIAL DRIVERS LICENSES (CDL) 32
DRIVER QUALIFICATIONS 32
APPLICATION PROCESS 32
ADDITIONAL TASK FORCE REQUIREMENTS 33
CHAPTER 16 - CONVOY STANDARDS AND TASK FORCE VEHICLES 34 GENERAL 34
CONVOY 34
DEPLOYMENT TYPES 34
DRIVER ROTATION 34
CARGO INSPECTION 34
VEHICLE SAFETY INSPECTION 34
CHAPTER 17 - MEDICAL RECORDS & USE 35
GENERAL 35
MEDICAL RECORDS FOR DEPLOYMENT 35
DENIAL OF DEPLOYMENT FOR MEDICAL REASONS 35
DENIAL FOR DEPLOYMENT PROCEDURE 35
CHAPTER 18 - FAMILY SUPPORT UNIT 36
GENERAL 36
UNIT COMPOSITION 36
EMERGENCIES AT HOME 36
CHAPTER 19 - WORKERS COMPENSATION 37
GENERAL 37
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COVERAGE 37
REPORTING INJURIES 37
TASK FORCE MEMBER’S RESPONSIBILITY 37
LOCAL AND FEDERAL COVERAGE 37
NOTIFICATION OF COVERAGE TO TASK FORCE MEMBERS 37
REPORT TO EXECUTIVE BOARD 37
CHAPTER 20 - TEAM ACTIVATION AND ROTATION 38
GENERAL 38
ROTATION 38
PERIOD OF NON-AVAILABILITY FOR DEPLOYMENT 38
FAILURE TO ACKNOWLEDGE NOTIFICATION 38
ALERTS FOR LOCAL, STATE OR FEDERAL DEPLOYMENTS 38
ACTIVATION 38
MULTIPLE INCIDENTS FOR FAILURE TO ACKNOWLEDGE NOTIFICATIONS 39 MULTIPLE ACTIVATIONS 39
FINANCIAL PRACTICES 39
TIME RECORDS FOR EMPLOYEES 39
RECORDS, FORMS & POLICY 39
COOPERATIVE AGREEMENTS / STATEMENT OF WORK PROCESS 39
EXPENDITURES MONITORING 39
TASK FORCE MEMBER COMPENSATION 39
CHAPTER 21 - COOPERATIVE AGREEMENT ADMINISTRATION 40
ANNUAL AGREEMENT PREPARATION 40
LEGISLATIVE REQUIREMENTS 40
AGREEMENT REPORTING 40
BUDGET PREPARATION 40
BUDGET APPROVAL PROCESS 40
DOCUMENTATION RETENTION & STORAGE 40
CHAPTER 22 - PUBLIC RELATIONS 41
NON-EMERGENCY ACTIVITIES 41
SYSTEM IMPLEMENTATION 41
MEDIA-RELATED INFORMATION FLOW 42
POINT OF ARRIVAL/MOBILIZATION CENTER 42
MEDIA MANAGEMENT SUGGESTIONS 44
APPENDICIES __
APPENDIX 1 – CITY OF OAKLAND – OAKLAND CITY COUNCIL RESOLUTION APPENDIX 2 – CITY OF OAKLAND – ADMINISTRATIVE INSTRUCTIONS – AI 701 APPENDIX 3 – CATF-4 – STAFF AND DISCIPLINE MANAGERS ORGANIZATIONAL CHART APPENDIX 4 – NATIONAL US&R RESPONSE SYSTEM CODE OF CONDUCT AGREEMENT #1..
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FOREWARD
The purpose of this document is to provide guidance for pre deployment administration and routine management of the Task Force. This document is designed in a manner to provide a step by step reference for the many ongoing administrative and management processes to assure that the Task Force is in a constant state of readiness to perform Federal disaster response to major disasters incidents.

The National Urban Search and Rescue (US&R) Response System provides for the coordination, development, and maintenance of the Federal effort with resources to locate, extricate, and provide immediate medical treatment to victims trapped in collapsed structures; and to conduct other lifesaving operations.

This manual shall be readily available to CA-TF4 personnel as well as the Sponsoring and Participating Agencies.
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Chapter 1

OVERVIEW
Authority - This manual shall not limit the authority granted to the Task Force Program Manager, Executive Committee, or any Chief of the Sponsoring Agency or Participating Agencies.

Application - This manual applies to personnel who have administrative duties for California Task Force 4.

Objectives - It is the objective of this manual to provide guidance and direction to the members of California Task Force 4, who have day to day administrative duties for the Task Force. The guidelines contained herein are intended to be general in nature.

Relation to Procedures - Members are responsible for compliance with the procedures in this manual and by inference, all policies and procedures related to them.

General - This Administrative Manual contains general guidelines and the policies and procedures regarding the various types of memberships of the Task Force and application process. It also contains general and specific requirements of Task Force members. The manual also contains the management structure of the Task Force and methods for advancement within the Task Force.

Task Force Revision Policies –

1. Existing policies will be revised when changing conditions create a need to update them.

2. An effort should be made to thoroughly review existing, related policies to prevent duplication or overlap.

3. A policy that has been revised more than once will be issued with the new revised date, and the last revised date will be removed from the document, to prevent confusion.

4. Any member who becomes aware of a policy needing revision is encouraged to notify the program coordinator of the policy number and the need for revision.

It is the responsibility of the Program Coordinator to ensure that policies are reviewed no more than every three (3) years. As policies are living documents, any member of the task force may bring forth a recommendation for a change. Additionally, the FEMA system may require changes due to operational direction or legislation. Major changes include new policy, significant rewrites, and changes in legislation. Minor changes include minor corrections or changes that do not affect the meaning content or interpretation of the document. Any changes must be presented at the task force general membership meeting where attendance is required for deployment eligibility.

National Incident Management Systems- Resolution adopting the National Incident Management System (NIMS) for the Sponsoring Agency/City of Oakland and implementing mandated NIMS training for all City of Oakland employees to comply with Homeland Security Presidential directive as indicated in Appendix 1.

Task Force Audit Policies - Task Force audit and inspection policies and procedures which includes the audit finding resolution process is outlined in the Implementation of Audit Recommendations in Appendix 2. #1..
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Chapter 2

GUIDELINES
General Compliance - All members shall comply with guidelines, policies and procedures of California Task Force 4. Performance shall meet the expectations as described in position descriptions, and shall be in accordance with levels of training, certification, standards, and/or legislation.

Practices - Members shall exercise common sense safety practices while performing their duties. They shall adhere to safety regulations as set forth in the latest versions of the Operational Position Descriptions, as well as any direction given from those above them in the chain of Command of the Task Force. The degree to which safety practices are followed may act as a mitigating or aggravating factor in cases of discipline. When incidents occur as a result of failure to exercise appropriate caution a task force member may be disciplined, up to and including termination from the Task Force.

Personnel Notice of Change - Members, who change their personal address, telephone number, etc.are responsible for notifying the Task Force within thirty (30) days of the change. Members should use the Member update form located on the Task Force designated personnel information website.

Firearms - Members shall not carry or discharge any firearms or missile propellant device while on Task Force property, any mission or training exercise.

Attendance – Members are required to make quarterly training contacts and to meet the Task Force required 24 hours of training and administrative contact.

General - Members shall make every effort to be on time, in appropriate Task Force or agency uniform and ready for trainings, work details, alerts and or activations, etc. #1..
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Chapter 3

PERSONAL CONDUCT
Obedience of Law - All members are required to obey all laws and ordinances of the Sponsoring and/or Participating Agency, the State of California, and the United States.

Substandard Performance - Any member who fails to meet Task Force training requirements and/or neglects to acquire the necessary knowledge, skills, and abilities to properly perform their duties will be non-deployable.

Members who by continued neglect or carelessness, cause damage to any Task Force property, tools, appliances, and/or equipment shall be subject to disciplinary action by their sponsoring agency. Disciplinary action may be up to termination from the Task Force.

Professional Conduct - Each member is expected to conduct themselves in a professional and credible manner as prescribed in the National Urban Search and Rescue Response System Code of Conduct.

Insubordination - Members of the Task Force shall respect and obey all officers and all personnel within the Task Force organizational structure. Absent an immediately hazardous situation, a member who questions an order shall obey the order and submit objections as an after-action issue when the mission is completed.

Political Lobbying – Members of the Task Force shall advise the CA-TF 4 Program Office of any lobbying activities that affect, or may affect local, state or federal US&R programs or funding.

Slander - Any member making a false report about the character or conduct of a member of the Task Force or using his/her name without consent for any improper purpose, shall be subject to disciplinary action by their sponsoring agency.

Use of Alcohol - Non-Prescribed Drugs – Narcotics No alcoholic beverages, non-prescribed drugs or narcotics shall be carried, consumed, or used on any property belonging to the Task Force or during any exercise, alert or activation. No member of the Task Force shall enter or patronize any place where alcoholic beverages are sold while on an Alert or Activation for the purpose of purchasing or consuming alcoholic beverages. No member shall purchase alcoholic beverages while wearing any article of uniform bearing the Task Force name or logo.

There shall be no detectable amount of alcohol or non-prescribed substances in a member’s system during any Task Force activity.

Civil Actions - No member shall institute civil actions arising from an occurrence while performing the duties of a Task Force member, without first notifying the Task Force Program Manager and the Executive Committee.

Bribes or Gratuities - No member shall accept a bribe or gratuity or solicit or accept any compensation or reward for services performed in the line of duty. If approached with a bribe, the member shall immediately notify their supervisor. Persons wishing to make a donate to the Task Force shall be referred to the Task Force Program Manager.
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Chapter 4

MANAGEMENT STRUCTURE RESPONSIBILITIES
Sponsoring Agency - Provide enough staff for management and administration of the US&R Task Force day- today activities to accomplish required supervisory, administrative, training and logistical duties. Primary areas of concern are program management; grants management; administrative support; training coordination, instruction and support; logistics management and accountability. This shall include, but is not limited to, funding personnel salaries and expenses relating to Task Force development and management; record-keeping, inventory and maintenance of the US&R equipment caches; correspondence with Task Force members and parties who support Task Force activities; along with similar management and administrative tasks.

Sponsoring Agency Administration - To manage and ensure that CA-TF 4 operational readiness is maintained, and program mandates are being met.

Sponsoring Agency Chief - The sponsoring agency Fire Chief shall be responsible for overall operation of the Task Force. The Fire Chief shall also select a Program Manager to be responsible for the day-to-day operations, ensure program objectives and national program mandates are being achieved. The Fire Chief shall be responsible for making the final approval or rejection for any disciplinary issue, expenditure of funds and removal of any Task Force member. The Chief may appoint a designee to represent him/her for any vote taken by the sponsoring agency Chief’s or to oversee all operations of the Task Force on a local level. The sponsoring agency Chief shall also be advised of any recommendations for the position of Task Force Leaders and shall be part of the selection team. The sponsoring agency Chief or his/her designee will be responsible for final approval for all operational matters of the Task Force.

Program Manager Selection - The sponsoring agency Fire Chief of the Department shall appoint a Fire Officer, or Civilian with appropriate background, who shall serve as the program manager and shall be responsible for overseeing the overall management of day-to-day operations of the Task Force and to ensure Task Force compliance with all federal requirements and mandates. The Program Manager will supervise the Program Coordinator. The Program Manager shall chair the Executive Committee and shall ensure they meet on a regular basis to address the needs of the Task Force. The program manager shall also forward all recommendations from the Executive Committee for review by the Fire Chief.

Work Group Assignment - The Program Manager may appoint members to Work Groups to assist managing various functions of the Task Force.

Work Groups - The Work Groups shall consist of selected Task Force members. The Work Groups are responsible for supporting the overall management of the Task Force, and helping to ensure operational readiness and deployment status of the Task Force members that they represent. Work Groups will also be tasked with providing and assisting in training, policy development, and cache management. All information that is received for implementation is reviewed and approved by the Program Manager’s Program Coordinator (PC) - Serves as the single point of contact (POC) for all matters related to the Task Force as required by the national US&R program. The PC assures that all the terms and conditions of the Memorandum of Agreement (MOA) with the Federal Emergency Management Agency (FEMA) are met. The PC routinely meets with other members of the national program, and the local program and serves as the liaison with other staff, Work Groups and personnel of the Oakland Fire Department, Participating Agencies, and other affiliate personnel as needed.
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The Program Coordinator shall be responsible for the day-to-day operations and shall work with the various groups and full-time employees to ensure that Task Force is meeting all requirements of FEMA. The Program Coordinator shall assure that reports are prepared for the Sponsoring Agency and Work Groups and provide documentation of the accomplishments of the Task Force, areas of deficiencies and corrective actions that will be initiated for any deficiency, and provide reports to the national US&R Program Office.

The Program Coordinator’s responsibilities shall include but are not limited to scheduling meetings, setting program goals, development of the Strategic Plans, annual work and training plans and provide that such is transmitted to the executive board for approval, work with all Team Managers to ensure training is meeting program objectives and maintaining operational readiness. The Program Coordinator shall work with the Logistics Team Manager to ensure all equipment that is needed by the Task Force is purchased and the proper maintenance is conducted for all equipment. The Program Coordinator shall also be responsible for ensuring all training and personnel files are being maintained assure the development of Operational Readiness Exercises as required by the statement of work annual, and to handle any additional tasks as needed. The Program Coordinator may delegate duties as he/she sees fit to accomplish the PM goals.

It shall also be the responsibility of the Program Coordinator, or designee, to handle all Workers Compensation Claims, local and/or federal, to ensure all documentation is filed for the claim.

Cache Manager (CM) - The CM is responsible for cache maintenance and repair, and to assure that the cache is kept in a constant state of readiness. The Cache Manager supervises part-time CA-TF 4 logistics personnel and Interns in routine equipment maintenance activities. The CM assures that training activities are supported with equipment, assists with purchasing and preparing documentation such as the Mobilization Manual and reports.

The Cache Manager shall be responsible for the management of the cache while stored at the US&R logistics center. The CM responsibilities shall include, but are not limited to:
● Conducting periodic inventories of the cache to ensure property accountability. ● Actively manage the surplus of excess property.
● Identify equipment that is damaged or destroyed and file the correct federal property disposition documentation.
● Accountability forms, and Submit all requests for replacement items for used, expended or damaged equipment and all purchases must meet all federal, state and local requirements. ● Ensure cache readiness and maintain an inventory tracking system. ● Ensure all equipment and vehicles are being maintained per manufacturer’s warranty requirements.
● Ensure all equipment issued to deploying Task Force members is accounted for. ● Ensure the Task Force can meet all deployment requirements as set forth by FEMA, and handle any additional tasks as assigned by the Program Manager. ● Assist in preparing reimbursement records, training records and equipment maintenance records.

This function may be performed by multiple individuals working under this description. #1..
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Grants Manager (GM) - The Grants Manager shall be responsible for ensuring all reports are submitted to FEMA on time. The GM also oversees all expenditures that are incurred by the Task Force to ensure all reporting requirements are met with the various grants that are available to the Task Force. Responsibilities shall include, but are not limited to:
● Filing all annual and semi-annual reports for grant expenditures and activity reports with the national US&R Program Office within required timelines. ● Submissions for mission reimbursements, tracking of all grant expenditures. ● Work with the City of Oakland purchasing and payroll personnel to ensure all expenditures are charged to the correct grant.
● Assist in the annual Task Force budget and submit to the Task Force Managers for review before submitting to FEMA. The GM is supervised by the Program Managers and assists with any other tasks as assigned.

Administrative Support Specialist – The Administrative Support Specialist is responsible for daily administrative support services of CATF-4. He or she performs all executive assistant, office management and administrative support for the Task Force. He or she relieves the Task Force Program Coordinator of certain administrative details by routinely and independently performing administrative support tasks such as research, contacting outside vendors, Sponsoring Agency, Participating
Agencies, Task Force Leaders, Agency Representatives, Task Force members, FEMA, OES, and NDMS (National Disaster Medical System). He or she is the daily contact for warehouse security and accessibility.

Training Coordinator – The Training Coordinator serves is responsible for administrative and supervisory work planning and coordinating the Task Force’s training program. Work involves researching, developing and managing training programs for all task force personnel; developing and administering evaluations to determine individual employee performance in a wide variety of US&R areas. Work also involves managing the development and maintaining lesson plans, drill manuals, training records and examination scores for each employee. Supervision is received from the Program Manager with work being reviewed in the form of the overall effectiveness of the delivery of Urban Search & Rescue services. Supervision is exercised over others as needed.

Task Force Medical Coordinator - The Task Force Medical Director shall be responsible for overseeing all Task Force medical operations. The Medical Director shall review all medical policies of the Task Force and establish operational guidelines for use to screen personnel medically at the time of deployment. The medical director will comply with national program standards.

Canine Coordinator - To ensure the readiness of the Task Force Canines, the Program Manager shall appoint a Task Force Canine Training Coordinator. The Task Force Canine Training Coordinator shall be responsible for canine readiness, conducting canine training and developing canine training plans to ensure achievement of Type I certification by the FEMA US&R Canine Program.

Chain of Command - The Task Force functions as a paramilitary organization and as such functions through a chain-of-command structure (Appendix 3). During non-deployment activities, personnel shall report to their Group Coordinators, and Team Managers. The Trainers shall be responsible for working with the Training Manager to ensure personnel assigned to them are maintaining their required training, responding to all requests for certificates of completion for mandatory classes and assisting with any special details. #1..
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Request for support from Sponsoring Agency - All requests for staff, equipment, logistical support, and fiscal support from the Oakland Fire Department as the Sponsoring Agency shall be approved and processed through the CA-TF4 Program Coordinator, OFD Assistant Chief responsible for Special Operations, and the Program Manager (currently the Deputy Chief of Operations).
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Chapter 5

TASK FORCE MEMBERSHIP PROCEDURES
General - Only those personnel who have met both federal and local requirements are deployed on any mission.

It is important that an impartial selection system is in place. Personnel are placed in a primary position based on their level of training and accomplishing program requirements or requests made by the individual Task Force member.

Membership Recruitment – Sponsoring Agency and Participating Agencies are responsible for recruiting their members to join the TF. Quarterly we will have a Reserve Workshop where interested personnel will be able to attend and go through the application process of joining the TF.

Application Process - Applications for TF membership will be accepted annually with advanced notice as provided. Applications will only be accepted for vacant positions. Any member of the Sponsoring Agency, Participating Agency, or a member of the general public who can provide a special skill that is required of the Task Force shall make written application for membership utilizing the federal forms required by the FEMA Program Office. Completed Applications shall be presented at the first available Executive Committee meeting for acceptance into the program. Once approved, the application will be entered into the personnel database utilized by the Task Force. Should the applicant be rejected, the Program Manager shall notify the individual in writing and provide information as the reason the applicant was rejected. All applicants will be at a level of “Administrative Not Deployable” until all requirements are met. Positions are occasionally identified as “open recruitment” with candidates fast tracked due to program needs (i.e. Haz Mat, Structural Engineers, Canines).

Reserve Members - Participating and Sponsoring Agency members who have completed the application process, and are awaiting opportunity to become rostered, shall be considered Reserve Members. Reserve Members are eligible to take part in all training and exercises.

Deployable Members - Any Task Force member who has completed minimum administrative and training requirements will be a deployable member. Members in this classification will be eligible for deployment and shall be placed on the roster. This status is determined by the current Program Directive in place and the overall Rostered, Trained or Deployable status determined by this guideline.

Non-Deployable, Agency Requested - If the Sponsoring or Participating Agency desires to have a member removed from the deployable status, they may do so in writing to the Program Manager. The individual affected must be informed in writing of their status change, the reason and the projected date that the agency will allow the member to return to deployable status. In the case of the non-deployable status exceeding six (6) months the member must surrender their roster position and when returned to deployable status will be placed on the roster only if there is an open position for which they qualify. If no vacancies exist, the member shall be placed on the Reserve Roster and remain there until a position becomes available.

Non-Deployable, Training Requirements - Newly rostered members with the Task Force shall be listed as ‘Non- Deployable, Training Requirements. They are not deployable until they have completed required training.

Inactive, Task Force Member Requests - Any deployable member may request non deployable administrative leave for a period not to exceed one (1) year. This written request shall be submitted to the PM. In the case of leaves exceeding six (6) months the member must surrender their roster position and when ready to return to deployable status will be placed on the roster only if there is an open position for which they qualify. If no #1..
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vacancies exist, the member shall be placed on the Reserve Roster and remain there until a position becomes available.

Extended Leave Injured or Voluntary, non-deployable - Any member on extended leave for any reason shall be placed in this classification with a strike through their name. For leaves exceeding six months the member must surrender their roster position and when released to full duty or returning shall be placed on the roster only if there is an open position for which they qualify. If no vacancies exist, the member shall be placed at the top of the Reserve Roster and remain there until a position becomes available.

Personnel Files - The Task Force will maintain a personnel file for each member. Each member may review their file upon request to the PM or the Administrative Specialist. No member will be allowed to remove any documentation. It is the responsibility of each Task Force member to supply current copies of the following documents:
● OF612 Government Application
● Appointment Affidavit
● FEMA / CA-TF 4 Code of Conduct
● Completed Immunizations Form or signed waiver per Directive 2005-008 ● Fit for Duty Form or Current Medical Physical exam – (Documentation may be provided the Sponsoring Agency)
● Current Medical Certificate (Basic First Aid, EMT-Basic, EMT-I, EMT-P etc.) CardioPulmonary Resuscitation CPR Note: Additional documentation may be required due to current Position Description Requirements.

Task Force Issued Equipment - Task Force members terminated, retired or resigned are removed from the roster and must return all TF issued equipment within thirty (30) days of being so removed. Any member who requests separation from the Task Force shall be responsible for returning all issued equipment.

Separation Policy – At any time a rostered member or reserve member may provide a written request to be removed from the team. Once a written request has been received the TF database will be updated and their rostered position will be made vacant. If a rostered member or reserve member become inactive for more than two years, they will be asked to leave the team. If they are a rostered member the TF database will be updated, and their rostered position will be made vacant. A member may be terminated from the Task Force for any of the following reasons:
● Fails to maintain all requirements of deployable status ● Fails to make up any training requirements as set forth by the Training Coordinator ● Fails to pass the required medical exam
● Fails to meet all mandatory immunization requirements ● Is found guilty of misconduct or in violation of the Code of Conduct and dismissal is recommended by the program manager and approved by the Executive Committee #1..
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Membership Notification System – Upon notification that CA-TF4 has received an Alert Order or Activation Order, the Program Coordinator or delegate shall contact Alameda County Regional Emergency Communications Center (ACRECC), at (925) 447-4257. They shall notify ACRECC of the Order type, and request a Code Red notification to CA-TF4 members. The Program Coordinator may choose to alert all CA-TF4 members, or select specific groups in the Code Red system, depending upon the needs of CA-TF4 at the time of order.

The Task Force implements multiple systems for notifying its active and reserve members of upcoming trainings, updates, and deployments. These notifications are implemented using email, CA-TF 4 website and application services. The CA-TF 4 website provides current drill information for the given year with dates and locations. An email distribution list has been created to be able to update personnel with drill information, TF updates and reminders. A CA-TF 4 “WhatsApp” group has been created to help keep the team updated with deployment/activation information. When notified of a deployment, TF members are notified through their Agency Representatives and through “WhatsApp” alerts.
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Chapter 6

POSITION SPECIFIC TRAINING REQUIREMENTS
General - To maintain program compliance for training requirements set forth by the National US&R Training Work Group and approved by the Operations Work Group and FEMA Program Office, additional training requirements have been established as mandatory for the various positions within the Task Force. All roster personnel must complete these requirements. Personnel who desire to hold a particular higher position within the Task Force should consider completing these courses prior to the announcement for any position opening.

Additional information can be obtained by referencing current revisions of position descriptions as maintained in the Training Program Administration Manual in the Task Force Program Office. The positions requiring these additional training requirements are:
● Task Force Leader
● Safety Officer
● Search Team Manager
● Technical Search Specialist
● Canine Search Specialist
● Rescue Team Manager
● Rescue Squad Officer
● Rescue Specialist
● Heavy Rigging Specialist
● Medical Team Manager
● Medical Specialist
● Planning Team Manager
● Technical Information Specialist
● Hazardous Materials Team Manager
● Hazardous Materials Specialist
● Logistics Team Manager
● Logistics Specialist
● Communications Specialist
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Chapter 7
TRAINING CONSIDERATIONS – TRAVEL and ATTENDANCE
Attendance at, and Recording of, Training Events - Members attending FEMA/CA-TF4 sanctioned training conducted at the Task Force designated location shall be responsible for signing in and out on a Task Force training roster/timesheet (ICS 211B) or another approved roster sheet. This will ensure proper documentation of the member’s attendance and participation.

Attendance at FEMA Sanctioned Training, Travel and Reimbursement - Several positions within the Task Force require successful completion of specialized training. Selection for these training opportunities will be done by the CA-TF 4 Program Office in Consultation with position specific managers. Final approval is granted by the Program Manager and the prospective students Agency Representative. Once the members have been selected to attend the class, the Program Office shall enroll via ESF#9TrainingPortal Task Force members who will be in attendance. The Task Force member selected for training shall file all requests for travel arrangements providing the best departure and return time, any special needs for travel, and dates and times for the class. No airline tickets shall be purchased until the CA-TF 4 Program Office has approved the travel dates and cost. All appropriate travel authorizations and/or paperwork required by the Task Force members’ home agency will be completed by said member. The Task Force will be responsible for all airline costs to attend the class. Standard GSA per diem will be paid for meals unless Participating Agency rules preclude it. Costs for cab fares, car rentals (when approved in advance) or parking fees at airports are reimbursable with proper documentation. It is the responsibility of any Task Force members who cannot attend a class that they have been registered for to notify the Program Office as soon as they are aware, they will be unable to attend. Should a member cancel their attendance after the cancellation deadline for the hotel, they shall not be reimbursed for this cost. Personnel are permitted to drive personal cars to attend FEMA training with pre-approval and will be reimbursed the lesser of mileage costs or air travel costs.

Travels for FEMA Meetings and Work Groups - Members that are to attend FEMA Task Force Leaders/Program Manager or Work Group Meetings shall be notified by the Program Office of the meeting dates. These Task Force members shall submit an email request to attend the meeting and will follow all guidelines as stated in this manual for travel and reimbursement.
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Chapter 8

TASK FORCE TRAINING
General - The Task Force will develop an annual training schedule for the various disciplines of the Task Force; this information will be reviewed and posted following approval and additions or deletion from the Training Work Groups. It will be the responsibility of the Training Coordinator to meet with the Work Groups to identify the subject matter for the training and dates class will be conducted.

Training for the various disciplines should be designed to address operational readiness concerns and to meet the objectives of the position. The Work Groups and Training Coordinator shall identify the instructors that will be used for each of the sessions.

Task Force Website and Internet Based Training - The Task Force website will be used for training that can be completed on-line when available. Web based training must meet all program requirements that have been approved by the Program Manager. All on-line training must be pre-approved by the Program Office and have an evaluation component which demonstrates understanding of the subject.

Safety Officer Requirements - A Safety Officer shall be required for all practical sessions for any technical or hazardous conditions including but not limited to: Rope Technician, Confined Space Technician, Trench Technician and Structural Collapse Technician Courses.

Annual Training Requirements - Each member of the Task Force shall attend all required training, position specific and general, offered by the Task Force to remain Active and/or deployable.

Training Coordinator Responsibilities - It is the responsibility of the Training Coordinator to work with the instructors to ensure training is afforded to all members. The Training Coordinator shall work with the instructors to identify all literature needed for the class. Training Coordinator shall be responsible for insuring these items are available for the class.

Instructor Responsibilities - The instructor will provide a list of class needs to the Training Coordinator and the Cache Manager at least two weeks prior to the class. Should books or other materials need to be purchased; the instructor will provide 30-day advance notice to enable the materials to be acquired. Should equipment in the cache be needed for the class it is the responsibility of the instructor to present an equipment list (60-1) not less than two weeks prior to class for the Cache Manager to have the equipment ready. The Instructor shall be responsible at the completion of the class to work with the Cache Manager to assign personnel to assist with the cleaning of the equipment and returning it to a ready state for deployment. All equipment expended shall be recorded and the Cache Manager shall reorder the items to maintain cache readiness. Should any equipment be damaged or fail to operate properly the appropriate “out-of-service” tag shall be completed and placed on the item. The out-of-service item shall be placed in the appropriate area within the warehouse until repaired or sent to the appropriate company for repairs. The Program Manager and Cache Manager must be immediately notified of damaged, missing or stolen equipment.
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Chapter 9
PAYROLL and INVOICING PROCEDURE
General - Personnel are responsible for signing in for all approved events and for signing out on the approved Task Force timesheet. Should a member fail to sign in or out, the reimbursement for the individual will not be initiated until all information is provided to the Program Office. Personnel will be compensated only for the authorized length the time participating or assisting. Instructors are afforded time to set-up before the class and for the time they need to return to the classroom and equipment back to a state of readiness. Any personnel requested to assist the instructor in setting up and returning equipment to a ready state must be noted on the signin sheet and approved by the instructor prior to reimbursement and/or compensation. Non-salary expenses must be pre-approved by the Program Office.

Time sheets - Personnel must use the approved Task Force Timesheet. A submission made by e-mail or other means are not acceptable. Task Force time sheets are required for audit purposes therefore; personnel must complete timesheets in full. It is the responsibility of the Task Force Member to assure that all paperwork at his or her agency is done correctly.

Travel Policies - Prior to any travel, any participating agency member shall complete a Backfill/Overtime Request Form(s). All CA-TF4 members shall follow the travel policies of their own department. In the case of civilian members, and members without a home travel policy, the City of Oakland Travel Administrative Instruction, AI-120 shall be followed.

In no case shall the cost for lodging or meal per-diem exceed the federal GSA guidelines. Upon return from travel, members will submit to their home agency for reimbursement. The home agency will then submit an invoice to CA-TF4 for payment. All travel reimbursement requests including backfill costs must include a printout (preferably Telestaff) showing the member’s work schedule during dates of travel Back-fill - All personnel backfilling for a Task Force member must be clearly noted as “backfill” for grant audit purposes. The “backfill” timecard is available from the Task Force program office or on- line within the Task Force website.

Responsibilities for Reimbursement - It shall be the responsibility of the Task Force Grants Manager and the Administrative Support Specialist to assure that Participating Agency Fire payroll personnel compile the time sheets for a deployment or other instances requiring reimbursement. The approved forms shall indicate who receives reimbursement, the time the deployment lasted and the subject matter. The Task Force Grants Manager shall then provide forms to the appropriate agency for review. It shall be the responsibility of the Grants Manager and the Administrative Support Specialist to submit this information to the Sponsoring Agency. All Federal reimbursement procedures are the direct responsibilities of the Grants Manager and the Administrative Specialist for timely reporting to FEMA.

Payroll Disputes - Task Force members who believe they have not received the proper reimbursement and/or compensation shall contact the Administrative Specialist and confirm the disputed time. The Administrative Specialist shall then work with the Grants Manager to ensure proper submission was made to the appropriate Agencies. Any unsettled disputes must be forwarded through the Participating Agency to the Program Manager.

Alerts or Activation - It shall be the responsibility of the Program Manager or the Administrative Specialist to assure communication with the sponsoring and participating agencies. Each agency will be provided information on what is a reimbursable cost under FEMA guidelines, total number of billable hours and any other pertinent #1..
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issues to their claim. It shall be the responsibility of each of the Agencies to submit to the Task Force Program Office a completed 18-1. The Task Force office shall review the submissions including deployment timecards that will be needed for the reimbursement.

Once the final submission is received, the Grants Manager shall submit to the Sponsoring Agency for payment all approved costs for the activation/alert. The Grants Manager shall be responsible for working with the Program Manager and the appropriate agencies in finalizing the total submission to FEMA for reimbursement.

Task Force Staff Salary - Full time program staff will be paid as defined by their home agency MOU’s and policies. Other members of the Task Force will be paid as defined by individual agreements. Members of the sponsoring and participating agencies who have limited Task Force responsibilities will record hours worked solely on US&R related projects and submit to the Program Manager to assure that costs are charged to the US&R program funding. A timecard form is available for this process.

Equal Employment Opportunity- The City of Oakland's Equal Employment Investigations and Compliance Division, provides comprehensive services to ensure compliance with federal and state civil rights employment laws and City policy that prohibits harassment, discrimination and retaliation based on a person’s legally protected status in the workplace. Their offices administer a discrimination/harassment complaint process for employees and applicants for employment. Their services include investigations, compliance audits, training, counseling, mediation and coaching. These services are provided to support the City’s commitment to cultivate a culture of excellence, respect, and professionalism, and a work environment free from unlawful discrimination, harassment, and retaliation.

Standard Operating Procedure (SOP) for Procuring Goods and Services- The Program Coordinator identifies what supplies, equipment or services California Task Force 4 (CA TF-4) needs for operation and selects the vendor. If it is a new vendor for the City of Oakland, the Administrative Assistant I requests a W-9 form from the vendor, completes the vendor set up form, and sends it to the Purchasing Department for a new vendor setup in the “iSupplier” system.

The City Council waives the advertising and bidding requirements for the purchase of equipment needed for CATF4 when such supplies, equipment, and services are required by the Federal Emergency Management Agency (FEMA) to be selected from the General Services Administration (GSA) and other government procurement lists. Based on AI 4323, if goods and services are over $500 for each item and if it is/they are not one of the twenty-four (24) items identified in AI 1021, a Purchase Order (PO) is required.

For the item(s) requiring a PO, the processes are as follows:

1. The Administrative Assistant I, verfies if the selected vendor is not on the “active exclusion” list on SAM.gov. After ensuring the vendor is not an excluded vendor, Administrative Assistant I will print and attach the sheet for verification.

2. The BC will stamp and approve the quote from the selected vendor. He/she instructs the Accountant III for the funding source and sends the quote and its backup to the Accountant III.

The Accountant III reviews and sends the quote with BC’s signature to Deputy Chief (DC) for approval of the purchase.

3. After the DC approves the quote, the Accountant III identifies correct coding/POETA. If there is no budget in the coding block, the Accountant III prepares a B3 Budget Change Request (BCR) to move the budget to the coding block to which the quote or invoice is charged. #1..
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4. The Accountant III sets up a Purchase Requisition (PR) in the financial system (Oracle R12), attaches the quote and a copy of the resolution to the PR, then submits it to the Agency Administrative Manager for approval.

5. After the Agency Administrative Manager approves the requisition, the financial system automatically forwards the PR to the Buyer in the Purchasing Department to create a PO. After the PO is created, the system automatically notifies the vendor. If there is no further problem, the vendor ships out the product or performs the service.

If goods and services are under $500 for each, or the item is one of the twenty-four (24) items identified in AI 1021, no PO is required for payment.

1. After the product is received or the service is performed satisfactorily, the BC reviews, stamps and approves the invoice and submits the invoice to the Accountant III.

2. The Accountant III reviews the invoice and its backup supporting documentation. He/she submits the BC-approved invoice and backup documentation to the DC for approval.

3. After the DC approves the invoice, the Accountant III prepares a payment request (Direct Payment Request for no PO required payment with correct coding/POETA, or an Encumbrance Liquidation with PO required payment) with a PO number. If no budget is in the coding block, the Accountant III prepares a B3 BCR to move the budget to the coding block to which the invoice is charged.

4. The Accountant III submits the Payment Request to Agency Administrative Manager for approval. After the Agency Administrative Manager approves the Payment Request, he/she sends it back to the Accountant III to copy and submit the original approved payment request to the Controller’s Bureau accounts payable unit for check issuance.

SOP for Tracking and Reconciling Cooperative Agreement Funds- The following steps show the procedures in tracking and recording cooperative agreement funds from award to closeout.

1. After the grant is awarded, the Accountant III sets up a new project and award for the grant.

2. The Accountant III fills in the financial and budget related information in the Resolution and Agenda Report draft.

3. The Assistant to the Director prepares a Resolution and Agenda Report for City Council approval.

4. After the City Council approves the Resolution, the Accountant III appropriates revenue and expenditure for the grant project based on the grant award by preparing B2 BCRs. These B2 BCRs are approved by the Oakland Fire Department (OFD) Agency Administrative Manager.

The Budget and Grants Administrator signs a cover sheet and submits this package to the budget office for approval and posting before the grant funds may be used.

SOP for Reconciling Cleared/Cashed Checks – The following steps show the procedure for reconciling cleared/cashed checks for payments made by the US&R Readiness Cooperative Agreement.

1. Every month, the Accountant III reconciles the grant project and does cash drawdown.

2. Every quarter, the Accountant III prepares quarterly report in the FEMA Payment and Reconciliation System (PARS).
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3. Semi-annually, the Accountant III provides a financial report and the BC writes a narrative for the semi-annual report.

4. The Accountant III submits semi-annual report in Non-Disaster (ND) grant.

5. When the grant fund is depleted, the Accountant III completely reconciles the grant and submits request to Controller’s Bureau to ensure no outstanding checks remain under the grant project.

6. If there is/are outstanding check(s), the Accountant III will ask the vendor(s) if the check(s) was/were received.

7. If the check(s) was/were not received and the check(s) was/were issued within six (6) months, the Accountant III completes a form to the Treasury to stop payment on the check(s), and sends a voided check form to the accounts payable unit for reissuance of a new check(s).

8. If the check(s) is/was issued more than six (6) months prior, no stop payment form is necessary.

The Accountant III only sends a voided check form to the accounts payable unit for re-issuance of a new check(s).
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Chapter 10
PROCEDURE for FILLING ROSTER POSITION VACANCIES
General - All Task Force roster positions that become vacant must be filled using the system outlined in this manual. The Task Force and personnel must utilize this system for the filing of vacant positions. Positions will be filled during the annual draft utilizing the Executive Committee or, if the needs of the Task Force dictate expedience, the forming of a Selection Committee.

Appointment for Rostered Positions - When a vacancy occurs in any Task Force position, the Program Manager shall decide if the program is best served by filling the position during the first available Steering Committee or at the annual draft. If the vacancy is to be filled by a currently rostered member who is changing positions, the Steering Committee shall discuss and select a member who has submitted a Change of Position form for the open position. If the vacancy is to be filled by a new member from the Reserve Member list, then the Reserve Member with the highest number of Participation Points who is qualified for the position shall be rostered. Only members that are qualified for the position shall be eligible for filling the vacancy. The procedures for selecting the candidate shall follow this manual.

Announcement of Team Position Opening - It shall be the responsibility of the Program Manager to announce any vacancies that open within any one of the three roster teams. The Program Manager shall make this announcement by posting it on the Task Force Website, at the Program Office, and by notifying the Agency Representatives.

Application Process - Any member applying for an announced position vacancy shall submit a resume and application form. Applications must also contain any certificates that are not current part of the individuals file at the Program Office and can support any training the candidate believes will demonstrate additional abilities for the candidate. Resumes shall not exceed three (3) pages and shall include US&R experience, missions, and any other applicable classes.

Progression through the Ranks - To provide highly trained candidates for vacancies occurring in the Task Force.

CA-TF 4 has adopted a process to ensure that all qualified candidates have an opportunity for advancement within the Task Force. Candidates must have served in their current position not less than one year before they are eligible to be considered to fill a demanding role within the Task Force.

Candidates who wish to apply for any opening that they are qualified for must follow all steps in this manual.

Candidates wishing to become a Team Manager must have served at one or more of the subordinate positions they are applying for to be eligible. (Example: for a candidate to qualify for a Search Team Manager he/she must have served as a Technical Search Specialist for a minimum of one year in addition to meeting other related requirements.)
Task Force Leaders - Task Force members that desire to apply for the position of task Force leader shall meet the following guidelines:

1. Fully qualified Task Force member with completion of appropriate courses required for position, including FEMA Task Force Leader and ICS courses.

2. The individual must possess a strong FEMA/US&R background with an understanding of all operational and administrative requirements.
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When a Task Force Leader position vacancy occurs, the program manager shall form a Selection Committee comprised of senior members of the Executive Committee to review the qualifications of eligible personnel.

Recommendation will be forwarded to the Sponsoring Agency Chief for input before a candidate is appointed to fill the position.
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Chapter 11
CODE of CONDUCT
General - All members of the Task Force must adhere to the Task Force Code of Conduct (refer to Appendix 4).

This document has been developed and approved by the Task Force.

Deployments - Deploying members will receive a packet for deployment that will include the Task Force Code of Conduct. All members must review and sign the Code of Conduct during in-processing. The completed form is submitted to the individual staffing the check-in station. Any member who refuses to sign the Code of Conduct at the time of deployment will not be eligible for deployment. (See Code of Conduct in back of manual.) #1..
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Chapter 12

TASK FORCE CANINE PROGRAM
Task Force Canine Program, Administration - The Task Force shall be responsible for overseeing all aspects of the Canine Program. It shall be the responsibility of the Program Manager (PM) to appoint a Task Force Canine Training Coordinator (CTC) for the purpose of overseeing all aspects of training and operational readiness of the Task Force Canines. All canines will report to the TF CTC and the CTC shall report to the Search Team Coordinator (STC).

Task Force Search Team Coordinator - The TF Canines are an integral part of the TF Search Component. For this reason, it is critical to the overall success of any mission that the Search Team managers (STM) and the TF Canine Handlers have a clear understanding of the operations of the canines at a disaster site. To ensure this link exists, it shall be the responsibility of the TF CTC to coordinate with the STC all training and exercises in which the TF Canines will participate. It shall be the responsibility of the STC to ensure a STM is on site to evaluate the training being performed and to work with the TF CTC to ensure the operational readiness of this segment of the TF operations. The Search Team Coordinator Should work with the TF CTC to develop joint training exercises between the canines and the Technical Search Specialists (TSS). These exercises should challenge both the abilities of the Canine Search Teams (CST) and the TSS to locate buried victims within debris piles.

Task Force Canine Training Coordinator - The TF CTC shall ensure compliance with the training program developed by the TF to ensure operational readiness of the TF Canines. The TF CTC shall ensure all training of the canines, both classroom and practical, is to meet and maintain program readiness. All training should have specific goals outlined and identified prior to commencement of training. Canine Handlers should have a clear understanding of the training objectives for all training sessions. All training will be setup to permit the TF Canines to pass the Federal Emergency Management Agency Urban Search &Rescue Canine Certification Evaluation (CE or Type I). The CTC shall coordinate, schedule and present all TF Canine training except training sessions delegated to specific canine handlers. The CTC shall be responsible for filing monthly progress reports that will provide the TF PM and the STM with the progress of each canine and handler and the operational readiness of each CST. The CTC shall also be responsible for monitoring the health and well-being of all TF Canines.

Task Force Canine Handlers - It shall be the handler’s responsibility to care for, feed and maintain the TF Canine to ensure operational readiness for any deployment. The TF Canine Handler will be responsible to keep an accurate training log recording dates trained, location, training events and any deficiencies noted in training. The Canine Handler shall coordinate all issues and aspects of the training for the canine. The Canine Handler shall address all operational deficiencies with the TF CTC. The Canine Handler must understand that due to fund deficiencies, any training done with the canine off-duty and not at an authorized training session will not be reimbursed. Canine Handlers are encouraged to work and train the canine during non-authorized training sessions. This will enhance the canine’s training progress and operational readiness. Should any issues arise that cannot be settled between the Canine Handler and the CTC, the STC shall work to settle the issue. If the STM cannot settle the issue, all parties shall meet with the TF PM to bring about a resolution. Should this also fail, it shall be the responsibility of the TF PM to work with the Executive board to bring about a resolution to the issue.

Task Force Canine Training - It shall be the responsibility of each Canine Handler to work with the TF CTC in the development of and maintaining of Task Force Canine Readiness. To achieve this goal, the TF CTC shall schedule all sanctioned Task Force canine training with the Work Group. The CTC will make every attempt to schedule training during non-duty hours to ensure uninterrupted training of the canines and handlers. This #1..
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training can be done at home or at the TF approved training locations. Canine Handlers may schedule or perform canine training on their own time, but the Canine Handler will not be reimbursed for these hours. Once the Task Force Canines are certified Type I (or Certification Evaluation), the canines will begin training with new handlers, chosen by the Task Force CTC and STC in cooperation with the Work Group, to be used as backup handlers in case of illness or other administrative reasons. This cross training will be coordinated by the STC, CTC and Canine Handler of the certified canines. It shall be the responsibility of the Canine Handler to keep a detailed training log of all training conducted both at sanctioned Task Force training events and training conducted on their own time. The training logs will include type of training conducted, location training conducted, type of searches conducted, conditions (weather, winds, time and anything else significant) as well as successes and deficiencies of the canine noted during training. The Canine Handler will be responsible to provide monthly copies of the daily training log to the CTC. It shall be the responsibility of the CTC to provide monthly training logs to the Program Manager for entry into the canine’s training file. The CTC will track all training and any deficiencies of each Task Force canine. The CTC will provide STMs and the PM with a report on the operational readiness of each TF Canine. Should any Canine Handler, in the opinion of the CTC, not work with the Canine as suggested, the CTC shall request a meeting with the STC and the Canine Handler. Corrective action shall be provided to the Canine Handler. The canine and handler shall be monitored for progress.

Should no progress be noted, or the canine is not achieving goals set by the TF CTC, the matter shall be forwarded to the TF PM.

Canine Search Specialist Course - It shall be the responsibility of the TF CTC and Canine Work Group to recommend candidates for attendance at the FEMA sanctioned Canine Search Specialist Courses that are conducted around the United States periodically. All candidates must follow the TF Travel Policy outlined in this manual.

Certification of TF Canines - To meet National Program Mandates, each TF CST must pass the Canine Certification Evaluation for deployment. Attendance at any Certification Evaluation will only occur after the CST has successfully completed a FEMA US&R Fundamental Skills Assessment (FSA). It shall be the responsibility of the TF CTC to coordinate with the STC in the scheduling of an FSA. Should it be necessary to bring in evaluators from outside the TF, the STC shall request in writing to the TF Program Manager for approval of funds for the FSA. The STC and the CTC shall select individuals for the purpose of conducting the FSA. They shall also provide all information to the PM to receive approval and to initiate travel authorization from. Any TF Canine that has successfully completed an FSA shall be cleared to participate in a selected National TF Certification Evaluation.

Once the location has been identified, the TF CTC shall submit the required travel requests to the Program Manager(s) for approval. The CTC or another canine handler (if the CTC is not available) will travel with the CST to be evaluated to help with any administrative issues that arise.

Should any canine be on the TF for a period of one year and not successfully complete the FSA, the canine shall be evaluated by the TF CTC and STM to identify training deficiencies and make recommendations to enhance the canine’s performance. If the canine is still unsuccessful in passing the FSA after an additional three months of training, the TF CTC and two STMs shall evaluate if the canine has the ability to ever successfully complete the FSA and certification process. If, in the opinion of the TF CTC and STMs, the canine does not possess the ability to pass the certification process, they shall forward a written recommendation to the Program Manager for review. The Program Manager shall then tender a recommendation to the Work Group as to the disposition of the canine.

Canine Care, Food and Nutrition - The canine handler is primarily responsible for the care and well-being of the TF Canine. All canines shall be seen by the same Task Force approved veterinarian for continuity purposes. #1..
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Should the need arise for the canine to be seen by a veterinarian for routine or non-emergency care, it shall be the responsibility of the canine handler to inform the CTC of the purpose of the visit prior to the Canine being seen by the veterinarian. Should the CTC be unavailable, the canine handler shall contact the Program Manager. If the PM is unavailable, the canine handler may proceed to the veterinarian and notify the TF CTC as soon as possible of the visit. IMMEDIATE MEDICAL EMERGENCIES should be taken to the nearest veterinarian and the CTC or STC should be notified as soon as possible of the condition of the Task Force canine. It shall be the responsibility of the TF to provide all canine food for each TF canine. The canine handler is responsible for obtaining the food at the Program Office and shall sign for all taken for the TF canine. If in the opinion of the TF CTC additional nutrition is needed by any of the TF canines, he shall make a request for said additional purchases. The PM shall work to obtain the required supplement to ensure operational readiness of all TF canines.

Canine Team Stipends - In order to reimburse Canine Handlers for travel and canine expenses without causing excessive reimbursement requests, CA-TF4 will provide a Canine Handler Stipend of $150 per month to those Canine Teams who have completed a minimum of 75% of Canine Drills as a team in the month.

Deployments - During deployments CST‟s will travel with the Task Force via the provided transportation.

Personal vehicles and work vehicles are not permitted on deployments. The remaining CST’s will help facilitate the deployment of the primary CST and remain ready to deploy or rotate as needed. #1..
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Chapter 13
EQUAL OPPORTUNITY, AFFIRMATIVE ACTION and SEXUAL HARASSMENT POLICY Directive - All members of the Task Force are required to refrain from harassing behavior; members of the Task Force are not to tolerate harassing behavior by anyone.

Rationale - The Task Force is committed to maintaining a work environment that is free of unlawful discrimination. In keeping with this commitment, the Task Force will not tolerate harassment of Task Force personnel by anyone, including any supervisor, co-worker, visitor, or any other person having contact with Task Force personnel.

General Guidelines Definition - Harassment consists of unwelcome conduct, whether verbal, physical, or visual, that is based upon a person’s protected status, such as sex, color, race, ancestry, religion, national origin, age, physical handicap, medical condition, disability, marital status, veteran status, citizenship status, or other protected group status. The TF will not tolerate harassing conduct that affects tangible job benefits, that interferes unreasonably with an individual’s work performance, or that creates an intimidating, hostile, or offensive working environment.

Sexual Harassment - Unwelcome sexual advances, requests for sexual favors, and other physical, verbal, or visual conduct based on sex constitute sexual harassment when (1) submission to the conduct is an explicit or implicit term or condition of work, (2) submission to or rejection of the conduct is used as the basis for a work related decision, or (3) the conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile, or offensive working environment. Sexual harassment may include explicit sexual propositions, innuendo, and/or suggestive comments. Sexually oriented “kidding” or “teasing”, “practical jokes”, jokes about gender specific traits, foul or obscene language or gestures, displays of explicit, foul, or obscene printed or visual material, and physical contact, such as patting, pinching, or brushing against another’s body may constitute harassment. This list is not all-inclusive; other behaviors may be viewed as harassment.

Environment Free From Harassment - All members are responsible for helping to assure a work environment that is free from harassment. Anyone feeling they have experienced or witnessed harassment is to immediately contact their Agency Representative, the Program Manager, or another Task Force officer with whom they feel they can comfortably pursue such a complaint. The Task Force forbids retaliation against anyone who has reported harassment in good faith. Complaints will be handled according to the appropriate sponsoring/participating policy on the matter. In the absence of such a policy, harassment policies of the City of Oakland (and Applicable laws) shall apply.
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Chapter 14

TASK FORCE UNIFORMS
General - No personnel shall modify, change, or add any stickers/decals, or writing to any article of clothing/uniform, helmet, or backpack without the expressed written consent of the TF Program Office. All backpacks and gear bags shall bear an approved method of identification. Name Tags will be issued for BDU clothing. Helmets issued will have a name tag placed on the back of the helmet. Any modification shall be performed only after receiving permission from the Program Manager or their delegate.

Uniforms & Gear Bag - Task force issued equipment shall be stored at the CA-TF 4Program Office/warehouse. Upon deployment, each member shall integrate any personal items into their issued equipment gear bags. Some members, such as canine search specialists, who use their gear frequently, may be permitted to store issued gear at home, provided that the equipment is secure. All personnel are to follow the guidelines to pack and prepare their equipment for deployment.

Exchanging, Trading or Selling Property that belongs to the Task Force - Task Force members are reminded that all Task Force equipment is the property of the Task Force and/or FEMA and is accountable to the federal government for audit purposes. Task Force members are prohibited from exchanging, trading or selling any article of the Task Force uniform. Any member found to have sold or intentionally destroying property belonging to the Task Force shall be removed from membership.

Mission Issued Equipment - All equipment issued to personnel at the time of deployment shall be returned when the Task Force returns to the MOB Center. Personnel are prohibited from taking equipment home that was issued mission specific.
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Chapter 15

TASK FORCE DRIVER PROGRAM
General - Any personnel desiring to serve as a driver shall file a written request to the TF logistics/transportation work group.

Selection Process - Overview CA-TF 4maintains a fleet of over-the-road type vehicles for the transport of the equipment cache for training activity and/or upon deployment. These vehicles include combination semi-tractor trailer vehicles and van trucks. The combination semi-tractor trailer vehicles and box trucks require commercial driver’s licenses (CDL‟s) in order to be driven by task force personnel. The combination semi-tractor trailer vehicles require a Class A operator’s license and the box trucks require a Class B operator’s license. CA-TF 4follows the regulations set forth by the Department of Transportation and requires that drivers be knowledgeable of rules of the road, driver’s hours of service regulations, equipment inspection and air brake operating procedures, hazardous materials regulations, emergency procedures, and defensive driving techniques for over-the-road vehicles.

CDL Licenses - Information on commercial driver’s licenses is available by contacting the California Motor Vehicle Department or visiting their website. Personnel authorized by CA-TF 4 to operate task force commercial vehicles shall obtain or have obtained a CDL on their own. The task force will not subsidize the costs of obtaining a CDL, but will assist with the use of vehicles, fuel costs, and instructional personnel associated with driver’s testing to obtain a CDL. Personnel desiring to obtain a CDL shall follow all applicable rules and regulations as outlined by the California Motor Vehicle Department and/or the Federal Department of Transportation for commercial vehicles. This shall include all necessary written and practical exams as administered by the motor vehicle department which include, but may not be limited to, rules of the road examination, air brake examination, vehicle inspection examination, hazardous materials examination, medical screening certification, and practical road test.

1. The TF may provide a vehicle for use for the practical road test portion, if needed.

2. The TF reserves the right to limit the number of CDL qualified drivers in the task force driver pool.

Driver’s Qualifications - The task force desires personnel with current or recent prior experience in the operation of commercial vehicles and the rules that govern over-the-road operations. This includes knowledge of determining proper routes of travel for commercial vehicles, vehicle and highway weight limitation, weigh station procedures, daily vehicle inspection procedures, driver’s daily logs, and operation of engines and transmissions of over-the road type vehicles. TF CDL drivers should be at least 23 years of age, be in good physical condition and hold a valid commercial vehicle medical examination card.

Application Process - Personnel possessing the appropriate qualifications for commercial vehicle operation may complete an application to become a driver for the task force. Each driver shall submit a copy of their current CDL driver’s license with appropriate endorsements, medical examination certification, driving record (can be obtained at the California Motor Vehicle Department), and report any previous driving violations as directed in the application whether or not the violation occurred while operating a commercial vehicle. Applicants with excessive or felony driving violations will not be eligible to drive for the task force. Any prior violation involving the use of alcohol or drugs shall exclude the applicant from obtaining driving privileges with the task force.
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Additional Task Force Qualifications - Qualified applicants shall be required to perform a practical examination for vehicle inspection and operational road test of task force vehicles by designated task force examiners. A copy of the practical road test and vehicle inspection is required to be maintained in the drivers file for each driver.

This information shall be designated externally on the members personnel file within the Task Force Program Office.
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Chapter 16
CONVOY STANDARDS for TASK FORCE VEHICLES
General - During the planning phases for any deployment the drivers should be briefed concerning all aspects of the deployment. The briefing should include a clear understanding of the route to be driven, alternative routes should the need occur, contact phones for all Task Force Leaders, Logistics Team Managers, and Safety Officers. The briefing should also advise personnel of procedures for handling weigh stations and state truck enforcement issues and any concerns on weights with the primary route.

Convoy - The convoy shall be arranged with a lead vehicle followed by the slowest vehicle in front. The convoy should make every effort to stay within 1-mile separation between the vehicles for communications purposes. It is preferable to have vehicles convoy in the following manner:

Type I Deployment • Pick-up Logs (1) • Command Vehicle Box Trucks (2) • Tractor Trailer (2) • Buses (2) Rentals • Pick-up Rescue (1) • 22’ Enclosed Trailer Tilt Bed Forklift Trailer Type III Deployment • Pick-up Logs (1) • Command Vehicle Box Truck (2) • Tractor Trailers (1) • Bus (1) or 12 Passenger Vans (2) Rental • Pick-up Rescue (1) • 22’ Enclosed Trailer Driver Rotation - It shall be the responsibility of the Driver Team Manager to coordinate the rotation of the drivers, conduct periodical checks of drivers for fatigue, medical concerns or any other issues that may be affecting the performance of the drivers. If in the opinion of the Driver Team Manager a driver is showing signs or symptoms of fatigue, the driver shall be relieved to rest and another will be assigned to operate the vehicle.

Cargo Inspection - It shall be the responsibility of the driver to inspect the cargo at all fuel stops and any other times a load shift may have occurred.

Vehicle Safety Inspection - It is the responsibility of the driver to perform an inspection of the brakes (including air lines for possible leaks), lights, windshield wipers, all fluids, and all warning devices for the vehicle at each stop. The driver shall also perform a safety inspection at the beginning of each day. Any problems should be reported on the appropriate form and provided to the Logistics Team Manager. #1..
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Chapter 17
MEDICAL RECORDS and USE of at TIME of DEPLOYMENT
General - To comply with program mandates each Task Force member must undergo a physical every two years.

If the Task Force member is a member of the Sponsoring Agency, their records will be maintained at the medical facility and documentation from the sponsoring agency will be provided that the individual is fit for duty. All affiliated members will be provided a physical at a medical clinic selected by the TF.

Medical Records for Deployment - Medical records will only be used by the Medical Team for deployment purposes. The medical records shall be reviewed by the Medical Team Manager or his/her designee in determining whether a member is deployable and/or to ensure the proper care during deployment.

Denial of Deployment for Medical Reasons - The pre-deployment evaluation will be performed with each TF member by a medical team member prior to the deployment. The initial evaluation will be reviewing the Medical Check-in Sheet filled that was completed by the Task Force member upon sign in. The medical evaluation will include vital signs, exam of the ears, nose and throat of the Task Force member. If cleared medically the Task Force member will receive a blue wristband. The Task Force member will leave one copy of the Task Force tracking form at the Medical Exam Rooms. An authorized member of the Task Force may remove the member’s medical record for review by the Medical Team Manager once they arrive on site. The Task Force Medical Team Manager will call the member back for an additional exam. The Medical Team Manager will call the member into the exam room where they will discuss any concerns or questions the Medical Team Manager may have regarding the member. Some of the parameters that may result in the Task Force may be placed in a “No Go‟ status:

1. Uncontrolled hypertension (Defined as a systolic pressure of above 150 or a diastolic pressure above 100, or a pulse above 110)

2. Uncontrolled Diabetes

3. Un-manageable diabetes secondary to medication issues Acute Viral Syndrome (Active URI, etc.)

4. Acute Gastroenteritis (Bacterial or Viral)

5. Any medical condition (acute or chronic) in which excessive medical time and resources are required from the Medical Team Manager

6. Any medical condition that would place the Task Force member of other members of the Task Force at risk or danger
Denial for Deployment Procedure - If the deploying Medical Team Manager believes a member should not be deployed, they will be advised as to why, and isolated from other team members if necessary. A meeting with the Program Manager, a deploying Task Force Leader, Safety Officer and Medical Team Manager will be conducted to discuss the deployment status of the individual(s) being denied deployment. The Medical Team Manager shall present the issues, with justification to the Task Force Leader and the Program Manager. Should these members support the recommendation of the Medical Team Manager, the member will not deploy, and the decision will be relayed to the Task Force member in a secure setting. This decision shall be final. #1..
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Chapter 18

FAMILY SUPPORT UNIT
General - The Family Support Unit (FSU), composed of significant others of members, will work to support the Task Force and the families of the deployed members during any deployment. The FSU will have a representative to attend a briefing with the TFL or designee prior to or ASAP after the team deploying to develop a briefing schedule for the duration of the mission. It will be the responsibility of the FSU to contact the team members who will be responsible for passing on briefing information to deployed member’s family to ensure that all members are prepared to perform their responsibilities. The Task Force Leaders or designee shall provide information to the FSU Team Leader daily for dissemination to family members.

Unit Composition - The Unit shall consist of two (2) Family Support Unit representatives who are responsible for coordinating all information with the unit. There shall be at least five (5) Family Support Unit Members on each unit to contact deployed Task Force members.

Emergencies at Home - Should an emergency arise at home, the family member should contact their Family Support Unit liaison to notify them of the type of emergency and the FSU representative will contact the TF Program Office advising of the emergency and what support actions at home have been initiated. The FSU representative shall work with the PM until the matter is resolved at home. #1..
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Chapter 19

WORKERS COMPENSATION
General - All members when deployed are sworn in as Temporary Excepted Volunteers for the purposes of coverage for Federal Workers Compensation and Tort Claims protection. When a member arrives for deployment, they must sign the I-9 Appointment Affidavit and undergo the Oath of Office to ensure they are covered under the Federal Workers‟ Compensation Act and the Federal Tort Claims Act.

Coverage - When members are participating in FEMA sanctioned training, a FEMA Operational Exercise (ORE) or as a member who has been alerted and directed to report to the Program Office, or when the Task Force has been “Activated”, they are placed under the Federal Employees Compensation Act and the Public Safety Officers Death Benefit Public Law No. 90-351, Title I, Part L, 42 U.S.C. Chapter 46, Chapter XII. All Task Force members are afforded coverage for the Federal Employees Compensation Act and Public Safety Officers Death Benefit through 44CFR208.

Reporting Injuries - It is the responsibility of every Task Force member who is involved in any of the events to report all injuries to the Medical Team Manager, Medical Specialist or the Lead Instructor at the time of the injury or illness. It shall be the responsibility of the Medical Team Manager, Medical Specialist or the Lead Instructor to complete the federal injury form CA-1 and CA-7 (if requested) for the purpose of filing for coverage under the Federal Workers Compensation. It is the responsibility of the Task Force member to supply all documentation to the Medical Team Manager, or designee, to ensure the claim can be submitted for coverage.

Failure to supply all requested documents, information or forms may result in denial of the claim by the Federal Department of Labor. Review of Department of Labor policies, procedures and form changes is the responsibility of the program office and changes shall be noted immediately.

Task Force Member’s Responsibility - If a member has received an injury during any event, and requires medical care, he/she shall contact the Medical Team Manager, Medical Specialist or the Program Manager as soon as possible to make notification of the need for medical care. It is the responsibility of the member to provide all supporting documentation to the Program Manager as soon as possible. Should the Member require hospitalization, the Task Force Medical Team Manager or his/her designee shall ensure all local and federal forms and documentation are completed with the appropriate agencies.

Local and Federal Coverage - It should be noted that 44CFR208 does not restrict any member from filing a local claim in the event of an injury. The members may collect either the incremental difference between federal benefits and local benefits, or may collect local benefits in full, depending on whether the local benefits may be offset by the Federal payment to the member (44CFR, page 9186). At all times a members own agency must be included in the reporting of any injuries.

Notification of Coverage to Task Force Members - It is the responsibility of the Program Manager to ensure that all new members are aware of the coverage afforded to them and the system in which they are to make a claim should the need arise.

Report to Executive Board - It is also the responsibility of the Program Manager to provide a report on all Workers‟ Compensation Claims made by a member and to provide progress reports on all claims that have been submitted to the federal government to the Executive Board. #1..
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Chapter 20
TEAM ACTIVATION and ROTATION SYSTEM
General - Upon a member achieving deployable status they will be assigned to one of the teams that make up the Task Force. Members will be assigned by the position they qualify for and where there exists a vacancy.

Rotation - The Task Force will establish a rotation of the teams (Red, White, & Blue). Each team will be responsible for deploying should activation occur during a defined period. This period of time shall be referred to as “on-call” for clarification. Members who will be on call for a month will be notified by the 29th of the previous month. A Communicator message shall be performed to notify members of their responsibility for the defined period.

Example: On April 25 the Task Force Communicator will contact all Task Force members advising that the “Red Team” is on-call for the month of May. If you are available for the month, you will need to confirm.

Period of Non-Availability for Deployment - Should a Task Force member acknowledge the notification that they are available for the month, yet they know there will be a period of time they will be unavailable for a deployment due to vacation, other leaves approved by their employer, or for any reason that makes them unavailable, they shall contact the PM to provide those dates they will be unavailable for the month they are “on- call”.

Failure to Acknowledge Notification - Members that fail to acknowledge the process the Team Manager will have 24 hours to make contact after which they may be replaced.

Alerts for Local, State or Federal Deployments - Should the Task Force receive a request to alert personnel for a possible deployment, the communicator will notify all Task Force members of the alert. Those members who are on the roster for the month shall be responsible for following the directions of the communication system to acknowledge availability for the deployment. Those members who are “on call” and acknowledge the Alert notification shall be rostered for a possible deployment. Should any member fail to acknowledge the alert within 30-minutes he/she shall be replaced on the roster. All team members should acknowledge their availability even if they are not “on call” for the month as to provide alternates for a deployment should the need arise.

Activation - Once activated the team that is “on-call‟ for the month shall be deployed. Code Red will be utilized for notification and should any member fail to acknowledge the activation within 10 minutes, the member shall be removed from the roster for deployment. The following system shall be utilized for deployment purposes. • Should any member of the Sponsoring Agency fail to acknowledge the activation page, the Task Force Leader for the Sponsoring Agency shall make the replacement. The replacement can only be deployed if they have met all deployment requirements of the Task Force and for the position. • Should any member of the Participating Agency fail to acknowledge the activation page, the Agency Representative shall have 10 additional minutes to fill the position that is vacant. The replacement can only be deployed if they have met all deployment requirements of the Task Force and for the position. • Should any participating agency be unable to fill the vacancy, the position shall be open to the first agency that can fill the vacancy with a member that has met all of the requirements of the Task Force for deployment and can meet the position requirements for that position. #1..
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Multiple Incidents for Failure to Acknowledge Notifications - Should any member have multiple failures to respond to a notification, the appropriate team manager shall bring the matter to the attention of the PM. All members who have failed to respond to notifications will be contacted by the team manager to ensure that the program expectations are clear and to verify that all contact information is correct for the Communicator (and any notification) system.

Multiple Activations during the same month - Should any team be activated and deployed for a mission, regardless of the length of the mission, upon return of that team it will move to the bottom of the rotation.

Financial Practices - The financial practices of the Task Force shall follow all federal and state laws.

Cooperative agreement budget for statement of work development process - Annually the cooperative agreement and statement of work will be developed as required by program office staff and their guidance.

Expenditures monitoring - Cooperative agreement funding expenditures will be made using City of Oakland purchasing and spending processes. All bidding and procurement for Task Force items will meet the Oakland purchasing requirements as defined in the policy. Purchases shall be made as approved by FEMA in the annual statement of work and cooperative agreement budget. Invoices will be submitted to the department’s Grant Manager for review prior to approval by the Program Manager for payment. The annual US&R budget shall be approved by the Program Manager and reviewed by the Executive Board. The program expenditures will be subject to regular OFD internal and external audits.

Task Force member compensation agreements & process - At the direction of the sponsoring agencies, all individual compensation agreements will be renewed annually. Task Force members who participate under such an agreement will be contacted by CA-TF 4 with the FEMA/Federal compensation rate used for their individual agreement. Once the signed agreement is received by the CA-TF 4 Program Office it will be submitted for review by the Sponsoring Agency. Each agreement will be reviewed by the Oakland Fire Department CFO and the City of Oakland Attorney’s office before being executed by the CA-TF 4 Executive Committee. #1..
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Chapter 21

COOPERATIVE AGREEMENT ADMINISTRATION
Annual agreement preparation - The Cooperative Agreement is for Annual Task Force Preparedness measures required to respond to a national US&R disaster activation within a 4-hour mobilization time frame for an overthe-road response and 6-hour mobilization time frame for an air response.

Reimbursements of disaster response activities are accomplished through a separate Cooperative Agreement specifically for that purpose. Under the continuing agreement, the sponsoring agency may use funding to accomplish tasks required under the Annual Preparedness Cooperative Agreement funding.

Legislative requirements – When notified of an available US&R Cooperative Agreement the CA-TF 4 Program Office will prepare a Council Report, and Council Resolution, for the Oakland City Council. The report and resolution will request permission to apply, accept and appropriate cooperative agreement funds from the Federal government. In the Council Report will be a brief description of the CA-TF 4 program, the need for continued funding, an outline of how the funds will be spent, and the amount available.

Agreement reporting - For each performance period, the program office will establish the reporting expectations.

CA-TF 4 provides periodic reports, and close out reports as required.

Budget preparation - Requisitions, purchase orders and payment vouchers are created. Originals are stored in the City of Oakland finance offices and can be retrieved upon request if needed. Personnel payment records are created to allow for routine monitoring of expenses related to the Task Force.

Budget approval process – Frequently used working documents of the Task Force are kept in the administrative offices of the Sponsoring Agency. These documents are available for reference and use as needed by staff.

Agreements are developed CA-TF 4 and the City of Oakland Attorney’s Office, using the processes defined by the Oakland Fire Department, with appropriate copies on file in the CA-TF 4 and OFD offices. The annual budget is developed by staff, reviewed by the US&R Executive Committee, incorporated into and approved by the PM.

Documentation retention & storage - Original Task Force documents are retained for the time periods as required by state & federal law and are stored in the CA-TF 4 offices. Boxed records can be retrieved as needed by CATF 4 staff. All other documents may be retained electronically in archive. #1..
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Chapter 22

PUBLIC RELATIONS
Non-Emergency Activities - In the non-emergency periods between activations, CA-TF 4 will initiate fundamental media-related public awareness activities. These activities consist of conducting interviews, briefings, and onsite tours; developing press releases, media advisories, stock photos, and "file footage" of US&R Operations and feature stories; and cultivating contacts with media representatives.

At the local level, the organizations sponsoring a FEMA US&R task force should maintain regular communications with the media using the national policy as a guideline, while publicizing and highlighting their local jurisdiction's specific capabilities. In addition to handling media relations for their own emergency services, the sponsoring agency must serve a dual role as a contact with the local media for their task force and an initial contact for the National FEMA National US&R Response System.

CA-TF 4 will work on performing the following tasks: • Develop internal media procedures to support a task force mobilization including a central point of public information coordination for the sponsoring agency (especially for state/regional task forces) and procedures for family liaison (periodic updates/notifications) during missions, etc. • Provide familiarization training for all task force personnel on general media procedures, the Joint Information System/Joint Information Center (JIC) concepts of operations, and issues and guidelines including interview “Do's and Don’ts.” • Provide more in-depth training for task force supervisory personnel on media interaction including practice in conducting effective interviews. • Coordinate public information efforts regarding the FEMA National US&R Response System (i.e., background articles, news releases, media events, World Wide Web pages, etc.), through the Statestates, FEMA Regional External Affairs officers (EAO), and FEMA Headquarters Office of External Affairs at (202) 646-4600. • Use FEMA-prepared/formatted program releases or fact sheets that convey the national message (localized to reflect the needs of the sponsoring agency). • Work with the States and FEMA Headquarters Office of External Affairs to facilitate ongoing public awareness of the FEMA National US&R Response System. • Invite the media to appropriate training exercises and develop news stories relating to local US&R incidents. • Forward requests for media transportation on federally supplied aircraft to the FEMA Office of External Affairs
System Implementation - When a notice event (such as a hurricane) is imminent or a no-notice event (such as an earthquake) occurs, CA-TF 4 will provide facts to and answer questions for the local media based upon the information provided them by FEMA Headquarters Office of External Affairs. #1..
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During an activation CA-TF 4 will:

1. Establish a process for regular contact with FEMA Headquarters Office of External Affairs (e.g., by facsimile, contact phone number, electronic mail, etc.);

2. Contact local media representatives regarding the activation of the task force; • Be prepared to respond to requests from other media representatives limiting any response to task force related activities only, all other inquiries should be directed to FEMA Headquarters Office of External Affairs • Establish contact with public affairs officials at the designated Point of Departure (POD) identifying expected media interest (e.g., interviews, media access restrictions, etc.).

Coordinate national media contacts with FEMA Headquarters Office of External Affairs • Participate in the task force's initial briefing at the Point of Assembly (POA) or POD, reviewing appropriate media guidelines (e.g., Do's and Don'ts, information flow, interviews, etc.) • Be present at the POA and/or POD. Coordinate all media activities and interviews • Activate family liaison procedures to update task force members' families on a scheduled basis • Provide assistance and guidance to family members should they be contacted and/or interviewed during the course of a mission
• Maintain contact with officials at FEMA Headquarters Office of External Affairs to ensure the timely transfer of information from FEMA related to the task force's ongoing operations while on assignment.

Media-Related Information Flow - FEMA Headquarters Office of External Affairs, through the National JIC, will provide task force/sponsoring agency public information officials with advance notification on the transition from FEMA Headquarters to the JFO, and vice versa. The notification will include the JFO facsimile and telephone numbers along with any other relevant information. For more information on the JIC operations and relationships, refer to the latest version of the FEMA Emergency Information Field Guide.

Point of Arrival/Mobilization Center - When task forces are activated and deployed, the POA may not be assigned until the team is en route to the disaster area. Therefore, the POA may be the receiving airport, the mobilization center, or the staging area. This receiving facility should establish a public information official who is responsible for managing all media activities at this location. This could include managing media filming, videotaping and still photography of the activities of incoming task forces, providing background information on the specific task forces and the FEMA National US&R Response System, as well as coordinating interviews with task force personnel.

During times when US&R resources are operating on the site of a disaster, an Incident Support Team (IST) or ISTs will be deployed to provide task force management and coordination as well as provide US&R insight and #1..
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assistance to local jurisdictions. The relationship between the IST Public Affairs representative and task forces operating in the field can vary widely depending on the magnitude and scope of the disaster. Specifically, the size of the area where task forces are operating will impact on the amount of direct interaction between the IST and the task forces. On small areas, the IST may take a more direct role in the incident, whereas on large-scale incidents, where the impacted area is widespread, the IST may take a less direct management role with the task forces. Depending on the situation, media contacts while on assignment will vary. The FEMA Headquarters Office of External Affairs will attempt to have an on-site presence at the IST; however, situations will be different on each disaster. In most cases, the IST will be the primary contact between the task forces and the FEMA Headquarters Office of External Affairs. A coordinated information management system will be used to channel official information on the US&R participation in the incident from the IST to the FEMA Headquarters Office of External Affairs, Regional EAO, or the ESF-9 representative in the JFO or the JIC.

At the same time, task forces operating at various sites may be requested to provide information to the local media through the local incident commander. This information should focus on the task force’s current status and work assignment and not necessarily on the total US&R mission, as the incident may be so large that no one task force can keep an accurate status of the large incident picture. Irrespective of the size and scale of the incident and the interaction between the IST and task forces operating in the field, the IST will be the official contact point for the status of the task forces through situation reports and will disseminate official information on the operations and progress of the mission through official FEMA channels All FEMA US&R task force personnel should use the following media interaction guidelines while on mission assignment:

1. Any media inquiry made to a task force member should be directed up the task force chain-ofcommand to a team manager or task force leader (TFL)

2. TFLs and team managers should strive to coordinate media interaction within the constraints of the local jurisdiction's Incident Command Post (ICP) requirements for public information dissemination. The local ICP should have a Public Information Officer (PIO) assigned who will coordinate these issues at the incident
The TFL should coordinate information exchange and release between their task force and the FEMA Headquarters Office of External Affairs representative and the local PlO assigned to the ICP. This would include coordination of media activities and access during search and rescue operations; • Task forces should include media contacts at their level in their situation status reports to the IST;
NOTE: Task force personnel shall not release visual or audio materials of their operations to the media without permission from a FEMA EAO representative; and Task force personnel should have all material placed on the Internet screened and approved by a representative from the FEMA Headquarters Office of External Affairs or EAO prior to publication.

In the absence of FEMA representation, task forces should request permission from the ESF-9 representative in the IST.

At times it may not be feasible or practical to defer media inquiries up the chain-of-command to the local jurisdiction. It is in everyone's best interest to provide accurate information (within the confines of one's job knowledge and responsibility) to the media in a timely manner. Also, the local jurisdiction's ICP and/or PlO may request various task force personnel to assist in media inquiries and interviews during the course of operations. #1..
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In these instances, all task force personnel should use the listed guidelines and every attempt should be made to notify the on-site FEMA EAO in advance. Questions beyond the local team's area of responsibility will be referred to the on-site FEMA EAO representative or IST, as appropriate.

When a task force is demobilized, the public information official from the sponsoring agency should perform the following duties: • Contact FEMA Headquarters Office of External Affairs to coordinate the task force's return schedule and arrival at the original POD. FEMA Headquarters Office of External Affairs will in turn inform the respective Regional EAOs to provide public affairs support for the return. • Contact the public information official at the POD (e.g., air base, airport, etc.) to coordinate task force arrival schedule, media attendance, and coordination. • Coordinate all media activities during task force return, including interviews, photo opportunities, etc. • Schedule and conduct news conferences with selected task force personnel for the media one or two days after their return (if appropriate). • Coordinate with FEMA Headquarters Office of External Affairs on what photographs, video, and other documentation from the mission can be released to the local media. • Collect appropriate news clippings and video footage of task force accomplishments (if appropriate). Significant or extraordinary items should be forwarded to FEMA Headquarters Office of External Affairs in a timely manner. • Review and critique the overall media management and coordination. • Document strong and weak points. • Develop lessons learned and incorporate into the sponsoring agency's procedures for future improvement. • Submit recommendations and concerns to FEMA Headquarters Office of External Affairs.

Each task force as well as IST members should exercise prudent judgment in the use of photographs and videotape obtained on a mission. Use of these assets can be very beneficial in training situations and making public presentations to validate the task force, however, task force personnel should remember that the outside use of some graphic photographs and video tapes could be disturbing to some civilians and have a negative impact should they be viewed by relatives or friends of the survivors or victims of the disaster. This type of documentation should be reserved for official task force internal use. Also, in some instances, copies of all written documentation, photographs, and videotape may be requested by FEMA and other investigating authorities for use in litigation and other after-effects of the incident.

Media Management Suggestions - The following items are recommended guidelines during an interview:

1. Ask the reporter’s name. Then use it in your response. #1..
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2. Use your full name. Nicknames are not appropriate.

3. Choose the site (if possible). Make sure you are comfortable with the location of the interview.

Consider what is in the background.

4. Choose the time (if possible). If you would be more comfortable waiting another five minutes, ask the reporter if that's okay.

5. Be calm. Your demeanor and apparent control of the situation are very important in establishing the tempo of evolving events.

6. Tell the truth.

7. Be cooperative. There is an answer to most questions, and if you don’t know it now, let them know you will work diligently to determine the facts needed.

8. Be professional. Don’t let your personal feelings about the media, or this reporter in general, affect your response.

9. Be patient. Expect dumb questions. If the same question is asked again, repeat your answer without irritation.

10. Take your time. If you make a mistake during a taped or non-broadcast interview, indicate that you would like to start over with your response, if appearing live, just start over.

11. Use wrap-around sentences. This means repeating the question with your answer for a complete sound bite.

The following items are examples of what not to do during an interview:

1. Say "no comment".

2. Give your personal opinion. Stick to the facts.

3. Go off the record. Anything you say can and will be used against you.

4. Lie. To tell a lie unintentionally is a mistake. To intentionally tell a lie is stupid.

5. Bluff. The truth will come out.

6. Be defensive. The media and their audience recognize a defensive attitude and tend to believe you're hiding something.

7. Be afraid. Fear is debilitating and is not a characteristic you want to portray.

8. Be evasive. Be up front on what you know about the situation and what you plan to do to mitigate the incident.
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9. Use jargon. The public is not familiar with much of the language used in the US&R field.

10. Confront. This is not the time to tell a reporter how much you dislike the media.

11. Try to talk and command an incident at the same time. You won't do either well.

12. Wear sunglasses.

13. Smoke.

14. Promise results or speculate.

15. Respond to rumors.

16. Repeat leading questions.

END
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APPENDIX 1
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APPENDIX 2
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APPENDIX 3
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APPENDIX 4
National Urban Search and Rescue Response System Code of Conduct National Urban Search and Rescue (US&R) Response System (the System) personnel are representatives of a well-organized, highly trained group of specialists who are assembled to help communities in need of assistance.

The actions of these personnel are a direct reflection on FEMA, their Sponsoring Agency, their fellow System members, and themselves.

It is the responsibility of each System member to abide by this Code of Conduct during any System activity (to include response operations, meetings and other events), and accordingly they will: • Keep constantly in mind the value of life and the welfare of survivors. • Remain cognizant of considerations regarding race, religion, gender, and nationality. • Demonstrate proper respect for other assigned personnel. • Not possess or use alcohol, and/or drugs illegal under Federal law. • Not possess or use firearms. • Understand, respect and adhere to the established chain-of-command and follow its direction at all times. • Procure equipment using established policies and guidelines, and will not utilize or remove property without official authorization. • Demonstrate respect for public and private property. • Maintain a state of readiness, even when unassigned. • Adhere to the established dress code and requirements for personal protective equipment. • Abide by Federal policies and regulations regarding the handling of sensitive information. • Abide by FEMA directives on appropriate social media use. • Not take, or threaten to take, actions in retaliation for whistleblowing actions as established by applicable laws and regulations. • Adhere to ethics guidelines and not abuse authority and/or position. • Project and embody professionalism at all times.

Each System member is required to review, become familiar with, and acknowledge receipt of this Code of Conduct by signing it below. ___________________________________________________ Signature Date #1..
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

May 12, 2025
Date: April 18, 2025
TO: Safety and Communities Committee
Jeremiah Williams, Chair
Chris Ricci Vice-Chair
Rosa Escutia-Braaton, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Kevin Wise, Fire Chief
SUBJECT: California Office of Emergency Services Portal – to – Portal Reimbursement CONTACT: Kevin Wise, Fire Chief, [email protected], 209-572-9590 DESCRIPTION:

Consider terms and conditions required by the California Office of Emergency Services for Reimbursement of City costs for Modesto Fire Department’s response to incidents outside of the jurisdiction and forwarding to Council for approval. (Funding: Not Applicable) STRATEGIC PLAN ELEMENT:

This action supports the City of Modesto 2020-2025 Strategic Plan focus on quality of life under Goal A: Improve Community Safety.

BACKGROUND:

The Modesto Fire Department (MFD) receives and fills requests from the California Office of Emergency Services (Cal OES) for mutual aid/strike team fire resources numerous times throughout the year. These requests require the use of MFD personnel and apparatus, taking away these resources from their official duty station and assigning them to emergency incidents outside of Modesto and Stanislaus County. These requests are filled based on the department’s current situation which includes staffing levels, apparatus availability, current and predicted fire weather, and the potential threat to human life and property.

DISCUSSION:

The attached draft of a City of Modesto Resolution is required by Cal OES for Modesto to receive reimbursement from the State for the apparatus and personnel sent to assist in mitigating the various disasters the state faces on an annual basis. Below are the terms and conditions the State requires the City to accept in the resolution for reimbursement to the City:
- Reimbursement will be used for personnel compensation, equipment use, repair, and replacement, and allowable administrative costs.
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Safety & Communities Committee, May 12, 2025
California Office of Emergency Services Portal – to – Portal Reimbursement

- Personnel shall be compensated according to Memorandum of Understanding, Personnel rules and regulations, and/or other directives that identify personnel compensation in the workplace.
- The Modesto Fire Department will maintain a current salary survey or acknowledgement of acceptance of the “Base Rate” on file with the California Governor’s Office of Emergency Services, Fire Rescue Division.
- Personnel will be compensated (portal to portal) beginning at the time of dispatch to the return to jurisdiction when equipment and personnel are in service and available for agency response.
- Fire Department response personnel include Fire Chief, Deputy Chief, Assistant Chief, Division Chief, Battalion Chief, Fire Captain, Lieutenant, Engineer, Apparatus Operator, Equipment Operator, Paramedic, EMT, Firefighter/Paramedic, Firefighter/EMT, Firefighter, Helicopter Pilot, Public Safety Business Services Analyst, Administrative Technician, Administrative Analyst, Administrative Office Assistant, and Dozer Operator.

FISCAL IMPACT:

There is no fiscal impact expected in the acceptance of these terms and conditions for reimbursements through the Cal OES Mutual Aid Reimbursement System. Reimbursements for Strike Team deployments are processed after each incident, with the highest volume occurring during the peak wildfire season (June through October). Reimbursement amounts will vary based on personnel numbers, rank, and deployment duration. The Salary Schedule, updated annually, determines the reimbursement rates.

RECOMMENDED COMMITTEE ACTION:

Staff Recommendations:

Motion recommending acceptance of the terms and conditions required by Cal OES for Reimbursement of City costs for Modesto Fire Department’s response to incidents outside of the jurisdiction and forwarding to Council for approval.

Approved by:

Kevin Wise, Fire Chief
Joseph P. Lopez, City Manager
Attachments:

1. Draft Resolution with terms and conditions for Reimbursement #2..
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MODESTO CITY COUNCIL
RESOLUTION NO. 2025-XXX

RESOLUTION IDENTIFYING THE TERMS AND CONDITIONS FOR FIRE

DEPARTMENT RESPONSE AWAY FROM THEIR OFFICIAL DUTY STATION AND

ASSIGNED TO AN EMERGENCY INCIDENT
WHEREAS, the City of Modesto is a public agency located in the County of Stanislaus, State of California, and routinely responds to request for assistance to incidents outside the jurisdiction; and
WHEREAS, it is the City of Modesto’s desire to provide fair and legal payment to all its employees for time worked; and
WHEREAS, the City of Modesto has in its employ, Fire Department response personnel including: Fire Chief, Deputy Chief, Assistant Chief, Division Chief, Battalion Chief, Fire Captain, Engineer, Apparatus Operator, Equipment Operator, Paramedic, EMT, Firefighter/Paramedic, Firefighter/EMT, Firefighter, Helicopter Pilot, Public Safety Business Services Analyst, Administrative Technician, Administrative Analyst, Administrative Office Assistant, and Dozer Operator; and
WHEREAS, the City of Modesto will compensate its employees portal to portal while in the course of their employment and away from their official duty station and assigned to an emergency incident, in support of an emergency incident, or prepositioned for emergency response; and
WHEREAS, the City of Modesto will compensate its employees overtime while in the course of their employment and away from their official duty station and assigned to an emergency incident, in support of an emergency incident, or pre-positioned for emergency response; and
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WHEREAS, personnel shall be compensated according to Memorandum of Understanding (MOU), Personnel Rules and Regulations, and/or other directive that identifies personnel compensation in the workplace; and
WHEREAS, in the event a personnel classification does not have an assigned compensation rate, a “Base Rate” as set forth in an organizational policy, administrative directive or similar document will compensate such personnel; and WHEREAS, the Modesto Fire Department will maintain a current salary survey or acknowledgement of acceptance of the “base rate” on file with the California Governor’s Office of Emergency Services, Fire Rescue Division; and
WHEREAS, personnel will be compensated (portal to portal) beginning at the time of dispatch to the return to jurisdiction when equipment and personnel are in service and available for agency response; and
WHEREAS, fire department response personnel includes: Fire Chief, Deputy Chief, Assistant Chief, Division Chief, Battalion Chief, Fire Captain, Lieutenant, Engineer, Apparatus Operator, Equipment Operator, Paramedic, EMT, Firefighter/Paramedic, Firefighter/EMT, Firefighter, Helicopter Pilot, Public Safety Business Services Analyst, Administrative Technician, Administrative Analyst, Administrative Office Assistant, and Dozer Operator.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby approves the terms and conditions for Fire Department response away from their official duty station and assigned to an emergency incident.

The foregoing resolution was introduced at a regular meeting of the Council of the City of Modesto held on the 3rd day of June, 2025, by Councilmember ?, who moved its adoption, which motion #2..
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being duly seconded by Councilmember ?, was upon roll call carried and the resolution adopted by the following vote:

AYES: Councilmembers: ?
NOES: Councilmembers: ?
ABSENT: Councilmembers: ?
ATTEST:

DIANE NAYARES-PEREZ, City Clerk
(SEAL)
APPROVED AS TO FORM:

BY:

JOSE M. SANCHEZ, City Attorney
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

May 12, 2025
Date: April 23, 2025
TO: Safety and Communities Committee
Jeremiah Williams, Chair
Chris Ricci, Vice-Chair
Rosa Escutia-Braaton, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Kevin Wise, Fire Chief
SUBJECT: Agreement with First Due - Fire and EMS Software CONTACT: Kevin Wise, Fire Chief, [email protected], 209-572-9590 DESCRIPTION:

Consider a three-year Agreement with Locality Media, Inc dba First Due for Fire and EMS Software for a total amount not to exceed $525,754 and forwarding to Council for approval. (Funding Source: Measure H Fund and Emergency Medical Services Project (EMS)) STRATEGIC PLAN ELEMENT:

This action supports the City of Modesto 2020-2025 Strategic Plan focus on quality of life under Goal A: Improve Community Safety by streamlining response times by interfacing with the new Computer Aided Dispatch System, providing occupancy and community details in real-time during emergency responses, allowing for fire prevention inspectors to conduct inspections and follow up through a singular platform to reduce fire risk, and provide detailed data insights on reporting to assist with decision making and unified command.

BACKGROUND:

The Modesto Fire Department (MFD) currently uses several disparate programs for occupancy management, pre-planning, scheduling, and reporting (Zoll Fire Reports Management System, Bryan L Drolet Consulting (BLD), and Crewsense). Zoll is the platform used for records management and they recently publicized their end of service date as December 31, 2025. For this reason, the department will need a replacement Fire Records Management System (RMS).

Additionally, the City is implementing a new Computer Aided Dispatch system (CAD) through Stanislaus Regional 9-1-1 (SR911) in September 2025. Therefore the new CAD will no longer interface with Zoll. Zoll, which is currently used for fire reports, has proven to be cumbersome as it requires the use of third-party integrations (Ex: BLD and Crewsense) to manage different aspects of fire/EMS operations, creating inefficiencies and data silos. BLD Consulting is used for data management services and provides reviewer tool application support. First Due will serve to replace the reliance on these other programs while providing modules to assist with inventory tracking, reporting, invoicing, and Fire Prevention. Completion of this project will reduce #3..
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Safety & Communities Committee, May 12, 2025
Agreement with First Due – Fire and EMS Software

Information Technology (IT) resources needed for system management and will reduce services needed by a third-party consultant for customized reports and training.

DISCUSSION:

First Due is the sole source for all-in-one fire and life-safety based occupancy management, preplanning, mobile and web response, command management, hydrant management, inspections, permitting, invoicing, National Fire Incident Reporting System incident reporting, scheduling, personnel, training records, events and activities, assets and inventory management, and medication tracking for the Modesto Fire Department. First Due provides industry leading all-inone software as a service that provides modules for every division within a fire department, helping agencies to avoid costly interfaces with other third-party systems. This program was approved at the February 27, 2025 Technology Steering and Alignment Committee meeting and an Authorization to Purchase was executed on April 9, 2025.

Modesto Municipal Code Section 8-3.203 generally requires all purchases, which meet or exceed $100,000 for material, equipment, or contractual services to be formally bid. However, MMC 8-

3.204(b) provides that a purchase may be exempted from the City’s formal bidding requirement where the Purchasing Agency’s requirements can be met solely by a single article or process.

Here, First Due is the sole source for all-in-one software as a service that provides modules for every division within a fire department. Therefore, staff recommends the Fire and Emergency Medical Services (EMS) Software of this Agreement to Locality Media, Inc, dba First Due, should be exempt from the formal bidding procedures in accordance with Modesto Municipal Code 8-

3.204(b) since Locality Media, Inc, dba First Due, is the Sole Provider of this Software.

FISCAL IMPACT:

The anticipated cost of $525,754 is spread across the three-year agreement. The first year is fully budgeted between the current 2024-25 Fiscal Year spending plan from the Measure H budget and within the Emergency Medical Services Project Account. EMS Project account is funded by the partnership with American Medical Response West and reimbursement revenues from our ALS and BLS responses.

Year Fund Cost Center Amount
1 0160-18221 Measure H Emergency Medical
Services
$30,000
1 100960 EMS Project $167,820
2 100960 EMS Project $159,968
3 100960 EMS Project $167,966
TOTAL $525,754
RECOMMENDED COMMITTEE ACTION:

Staff Recommendations:

Motion recommending the Sole Source Three-Year Agreement with Locality Media, Inc dba First Due, Garden City, NY for the cloud-based Fire and EMS Software for three-year Agreement for a total amount not to exceed $525,754 and forwarding to Council for approval. #3..
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Safety & Communities Committee, May 12, 2025
Agreement with First Due – Fire and EMS Software

Approved by:

Kevin Wise, Fire Chief
Joseph P. Lopez, City Manager
Attachments:

1. First Due Quote

2. Financial Interest Disclosure

3. Bid Waiver

4. Signed Authorization to Purchase
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Locality Media, Inc. Agreement Jan 2025 Page 1 of 13
Agreement for Services
dated as of April 30, 2025 (the "Effective Date") is made by and between Locality Media, Inc dba First Due a Delaware corporation, having offices at 107 7th St, Garden City, NY, 11530 ("Locality Media" ) and the City of Modesto located at 1010 10th Street, Modesto, CA 95354 (t

1. Locality Media maintains a website through which Customer members may access Locality Media's First Due Size-Up Community Connect , Mobile Responder and/or other software-as-a-service platforms and solutions identified in Exhibit A (collectively, the "Service") in connection with the performance of their Customer duties. Locality Media agrees to grant the Customer access to the Service pursuant to the terms and conditions set forth below and in Exhibit A, and the Customer agrees to use the Service only in strict conformity with and subject to such terms and conditions.

2. and/or other devices (collectively, "Credentials") and/or application programming interfaces ("APIs") to access the Service. The Customer shall access the Service only by using such Credentials and APIs. The Customer authorizes Locality Media to act on any instructions Locality Media receives from users of the Service who present valid Credentials and such individuals shall be deemed authorized to act on behalf of the Customer, confidential and secure from unauthorized use. The Customer understands the utility of the First Due Size Up Service depends on the availability of data and information relating to Locations and structures in the Customer's jurisdiction, including but not limited to building system and structural information, building inspection codes and incident report data (collectively, "Location Data"). Locality Media also may process and furnish through the Service, in addition to Location Data, other data regarding residents and roadways within the Customer's jurisdiction ("Community Data"). Location Data and Community Data are referred to collectively herein as "Data". Locality Media may acquire Data from third party public and/or private sources in Locality Media's discretion. In addition, the Customer will upload to the Service or otherwise provide to Locality Media in such form and using such methods as Locality Media reasonably may require from time to time, any and all Data from the Customer's records and systems which the parties mutually designate for inclusion in the Service database. The Customer agrees not to filter or alter such records except to conform such Data to the formats reasonably required by Locality Media. Subject to any third-party license restrictions identified expressly in writing by the Customer, the Customer grants to Locality Media a perpetual, non-exclusive, worldwide, royaltyfree right and license to process, use and disclose the Data furnished to Locality Media by the Customer in connection with the development, operation, and performance of Locality Media's business, including but not limited to the Service. Customer shall own all Customer data and upon termination or written request, Locality Media shall provide Customer data to Customer.

3. As between the parties, the Customer and its employees, contractors, members, users, agents, and representatives (collectively, "Customer Users") are solely responsible for determining whether and how to use Data accessed through the Service. The Customer acknowledges that Locality Media, through the Service, provides an interface for viewing Data compiled from the Customer and other sources over which Locality Media has no control and for which Locality Media assumes no responsibility. Locality Media makes no representations or warranties regarding any Location or structure (including but not limited to a Location's safety, construction, occupancy, materials, hazards, water supply, contents, location, surrounding structures, exposures, size, layout, compliance, condition or history), residents, roadways, or any actual or expected outcome from use of the Data, nor does Locality Media make any representation or warranty regarding the accuracy or reliability of the Data received by Locality Media. Locality Media provides administrative and information technology services only and does not advise, recommend, or render an opinion with respect to any information communicated through the Service and shall not be responsible for the Customer's or any third party's use of any information obtained through the Service. #3..
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Locality Media, Inc. Agreement Jan 2025 Page 2 of 13

4. The Customer shall obtain and maintain, at its own expense, computers, operating systems, Internet browsers, tablets, phones, telecommunications equipment, third-party application services and other equipment and software ("Equipment") required for the Customer to access and use the Service (the Service being accessible to users through standard Internet browsers subject to third party network availability and signal strength).

Locality Media shall not be responsible for any problem, error or malfunction relating to the Service resulting from Customer error, data entry errors or malfeasance by the Customer or any third party, or the performance or failure of Equipment or any telecommunications service, cellular or Wi-Fi network, Internet connection, Internet service provider, or any other third-party communications provider, or any other failure or problem not attributable to Locality Media ("Technical Problems").

5. This Agreement will be effective for an initial term of 12 months (the "Initial Term") commencing on the Effective Date. After the Initial Term, this Agreement will automatically renew for successive terms of 12 months each (a "Renewal Term"), subject to the right of either party to cancel renewal at any time upon at least 60 days' written notice. Notwithstanding the foregoing, in no event shall the term of this Agreement, including the Initial Term and any Renewal Term(s) extend longer than 60 months. Locality Media reserves the right to increase 5% per annum, applied to the Service fees set forth in the previous term. Either party also may terminate this Agreement immediately upon written notice if the other party: (i) becomes insolvent; (ii) becomes the subject of a petition in bankruptcy which is not withdrawn or dismissed within 60 days thereafter; (iii) makes an assignment for the benefit of creditors; or (iv) materially breaches its obligations under this Agreement and fails to cure such breach within 30 days after the nonbreaching party provides written notice thereof.

6. Upon termination, the Customer shall cease use of the Service and possession or control. This Section 6 and Sections 8 through 11 and 15 through 25 hereof shall survive any termination or expiration of this Agreement.

7. The Customer agrees to pay the fees set forth in Exhibit A for use of those Service features described in Exhibit A (as available as of the Effective Date). Locality Media may charge separately for services offered from time to time that are not included in the scope of Exhibit A (such as new Service features, systems integration services written acceptance of the terms
of use and fees associated with such services. The Customer shall be responsible for the payment of all taxes

8. Locality Media owns and shall retain all right, title, and interest in and to the Service, all components thereof, including without limitation all related applications, APIs, user interface designs, software and source code (which shall further include without limitation any and all source code furnished by Locality Media to the Customer in connection with the delivery or performance of any services hereunder) and any and all future enhancements or modifications thereto howsoever made and all intellectual property rights therein but not Data furnished by the Customer. Except as expressly provided in this Agreement or as otherwise authorized in advance in writing by Locality Media, the Customer and Customer Users shall not copy, distribute, license, reproduce, decompile, disassemble, reverse engineer, publish, modify, or create derivative works from, the has provided.

9. "Confidential Information" means any and all information disclosed by either party to the other which is marked "confidential" or "proprietary," including oral information that is designated confidential at the time of disclosure.

Notwithstanding the foregoing, "Confidential Information" does not include any information that the receiving party can demonstrate (i) was known to it prior to its disclosure hereunder; (ii) is or becomes publicly known through no wrongful act of the receiving party; (iii) has been rightfully received from a third party authorized to make such disclosure without restriction; (iv) is independently developed by the receiving party, without the use of any Confidential Information of the other party; (v) has been approved for release by the disclosing party's prior written authorization; or (vi) is required to be disclosed by court order or applicable law, provided that the party required to disclose the information provides prompt advance notice thereof to the other party (except to the extent such notice is prohibited by law).

10. Each party hereby agrees that it shall not use any Confidential Information belonging to the other party other than as expressly permitted under the terms of this Agreement or as expressly authorized in writing by the other party. Each party shall use the same degree of care to protect the other party's Confidential Information as it uses to protect its own confidential information of like nature, but in no circumstances with less than reasonable care. Neither party shall disclose the other party's Confidential Information to any person or entity other than its #3..
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employees, agents or consultants who need access thereto in order to effect the intent of this Agreement and in each case who have been advised of the confidentiality provisions of this Agreement, have been instructed to abide by such confidentiality provisions, entered into written confidentiality agreements consistent with Sections 9-11 or otherwise are bound under substantially similar confidentiality restrictions.

11. Each party acknowledges and agrees that it has been advised that the use or disclosure of the other's Confidential Information inconsistent with this Agreement may cause special, unique, unusual, extraordinary, and irreparable harm to the other party, the extent of which may be difficult to ascertain. Accordingly, each party agrees that, in addition to any other remedies to which the nonbreaching party may be legally entitled, the nonbreaching party shall have the right to seek to obtain immediate injunctive relief, without the necessity of posting a bond, in the event of a breach of Section 9 or 10 by the other party, any of its employees, agents or consultants.

12. LOCALITY MEDIA REPRESENTS AND WARRANTS THAT IT SHALL USE COMMERCIALLY REASONABLE EFFORTS TO

PROVIDE THE SERVICE WITHOUT INTRODUCING ERRORS OR OTHERWISE CORRUPTING DATA AS SUBMITTED BY THE CUSTOMER. OTHER THAN THE FOREGOING, THE SERVICE, INCLUDING ALL DATA, IS PROVIDED ON AN "AS IS" AND "AS AVAILABLE" BASIS WITHOUT WARRANTY OF ANY KIND. WITHOUT LIMITING THE FOREGOING, LOCALITY MEDIA

MAKES NO WARRANTY THAT THE SERVICE WILL BE UNINTERRUPTED, ERROR FREE OR AVAILABLE AT ALL TIMES, NOR

DOES LOCALITY MEDIA WARRANT THAT THE SERVICE WILL REMAIN COMPATIBLE WITH, OR OPERATE WITHOUT INTERRUPTION ON, ANY EQUIPMENT OF THE CUSTOMER OR CUSTOMER USERS. Locality Media will provide the service on a 24X7X365 basis with an uptime guarantee of 99.5% availability excluding scheduled maintenance.

Locality Media will respond to Customer and provide Initial Responses, Temporary Resolutions and Final Resolutions in accordance with the time requirements set forth in the table below.

Severity Level:

Response will be
provided within:

Resolution will be
provided within:

Resolution will be
provided within:
1: Mission Critical Software is down
/undiagnosed but feared critical;
situation may require a restore and
Software use is suspended until a
diagnosis is given
60 minutes from receipt
of initial notice from the
Customer, or discovery,
of the error
24 hours from receipt of
initial notice from the
Customer, or discovery,
of the error
2 days from receipt of
initial notice from the
Customer, or error
discovery
2: Critical Issue Software is not down,
but operations are negatively
impacted
2 hours from receipt of
initial notice from the
Customer, or discovery,
of the error
48 hours from receipt of
initial notice from the
Customer, or discovery,
of the error
3 days from receipt of
initial notice from the
Customer, or error
discovery
3: Non-Critical Issue resolution period
to be mutually agreed upon
4 hours from receipt of
initial notice from the
Customer, or discovery,
of the error
3 days from receipt of
initial notice from the
Customer, or discovery,
of the error
15 days from receipt of
initial notice from the
Customer, or error
discovery

13. EXCEPT AS SET FORTH ABOVE IN SECTION 12, LOCALITY MEDIA MAKES AND THE CUSTOMER RECEIVES NO

WARRANTIES, WHETHER EXPRESS, IMPLIED, OR STATUTORY REGARDING OR RELATING TO THE SUBJECT MATTER HEREOF. LOCALITY MEDIA SPECIFICALLY DISCLAIMS, TO THE FULLEST EXTENT PERMITTED BY LAW, ALL IMPLIED

WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT WITH RESPECT TO THE SUBJECT MATTER HEREOF, INCLUDING WITHOUT LIMITATION THE SERVICE.

14. The Customer represents and warrants that the Customer is authorized and has all rights necessary to enter into this Agreement, to provide the Data furnished by the Customer to Locality Media, and to use the Service and Data, and Customer will only use the Service and Data, as permitted under this Agreement and in accordance with the laws, regulations, and any third-party agreements applicable to the Customer and Customer Users.

Without limiting the generality of the foregoing, Customer shall not cause or permit any Data to be uploaded to the Service or used in connection with the Service in any manner that would violate any third-party intellectual property rights or license between Customer and any third party. Customer agrees not to use or permit the use of the Service and Data in connection with any public or private enterprise other than operation and performance of the Customer's functions and services. In addition, the Customer and the Customer Users shall not copy, distribute, license, reproduce, publish, modify, or otherwise use any Personally Identifiable Information #3..
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Locality Media, Inc. Agreement Jan 2025 Page 4 of 13
(PII) contained within the Data accessed through the Service for any purpose other than to lawfully carry out the services and duties of the Customer. The Customer shall remain responsible for the performance, acts and omissions of each Customer User as if such activities had been performed by the Customer.

15. Locality Media will indemnify, defend and hold harmless the Customer from and against any and all damages, liabilities, losses, costs and expenses (including, but not limited to, reasonable attorneys' fees) (collectively, "Losses") resulting from any third-party claim, suit, action, investigation or proceeding (each, an "Action") brought against the Customer based on the infringement by Locality Media of any third-party issued patent, copyright or registered trademark, except to the extent such Action is based on Data furnished from the Service with any Customer- or third-party property, method or system.

16. The Customer will indemnify, defend and hold Locality Media harmless from and against any and all Losses arising from or relating to: (i) any breach by the Customer of Section 8; or (ii) any Action by a Customer User, or third party granted access to Service or Data by Customer, arising from or relating to the use of the Service or Data accessed through the Service, except to the extent such Losses are subject to Section 15 above or result from the gross negligence or willful misconduct of Locality Media.

17. Such indemnification under Sections 15 and 16 will be provided only on the conditions that: (a) the indemnifying party is given written notice reasonably promptly after the indemnified party receives notice of such Action; (b) the indemnifying party has sole control of the defense and all related settlement negotiations, provided any settlement that would impose any monetary or injunctive obligation upon the indemnified party party provides assistance,
information and authority as reasonably required by the indemnifying party.

18. EXCEPT FOR ITS INDEMNIFICATION OBLIGATIONS IN SECTION 15, AND EXCEPT FOR CLAIMS OF NEGLIGENCE,

WILLFUL MISCONDUCT OR FRAUD, LOCALITY MEDIA SHALL NOT BE LIABLE TO THE CUSTOMER OR CUSTOMER

USERS FOR ANY INDIRECT, INCIDENTAL, CONSEQUENTIAL, SPECIAL OR EXEMPLARY DAMAGES ARISING FROM OR

RELATING TO THIS AGREEMENT OR THE SERVICES OR DATA, EVEN IF THE CUSTOMER HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. EXCEPT FOR ITS INDEMNIFICATION OBLIGATIONS IN SECTION 15, AND EXCEPT

FOR CLAIMS OF NEGLIGENCE, WILLFUL MISCONDUCT OR FRAUD, LOCALITY MEDIA SHALL NOT BE LIABLE TO THE

CUSTOMER OR CUSTOMER USERS FOR ANY DAMAGES IN CONNECTION WITH THIS AGREEMENT IN EXCESS OF THE AMOUNT OF FEES PAID OR PAYABLE BY THE CUSTOMER TO LOCALITY MEDIA WITHIN THE 12 MONTH PERIOD IMMEDIATELY PRIOR TO THE EVENT GIVING RISE TO SUCH LIABILITY.

19. All notices, requests, demands, or consents under this Agreement must be in writing, and be delivered personally, by email or facsimile followed by written confirmation, or by internationally recognized courier service to the addresses of the parties set forth in this Agreement.

20. Except as otherwise provided below, neither party may assign this Agreement or any rights or obligations hereunder without the prior written consent of the other party. Locality Media may assign this Agreement or any rights or obligations hereunder to any Locality Media affiliate or in connection with the merger or acquisition of Locality Media or the sale of all or substantially all of its assets related to this Agreement, without such consent. This Agreement shall be binding upon and inure to the benefit of the parties, their respective successors and permitted assigns.

21. This Agreement shall be governed by and construed in accordance with the laws of the State of California.

Venue for any dispute arising hereunder shall be in the Superior Court of Stanislaus County.

22. Any modification, amendment or waiver to this Agreement shall not be effective unless in writing and signed by the party to be charged. No failure or delay by either party in exercising any right, power, or remedy hereunder shall operate as a waiver of such right, power, or remedy.

23. The parties are independent contractors with respect to each other, and neither shall be deemed an employee, agent, partner, or legal representative of the other for any purpose or shall have any authority to create any obligation on behalf of the other. Neither party intends to grant any third-party beneficiary rights as a result of this Agreement.

24. Any delay in or failure of performance by either party under this Agreement will not be considered a breach and will be excused to the extent caused by any event beyond the reasonable control of such party including, #3..
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Locality Media, Inc. Agreement Jan 2025 Page 5 of 13
but not limited to, acts of God, acts of civil or military authorities, strikes or other labor disputes, fires, interruptions in telecommunications or Internet or network provider services, power outages, and governmental restrictions.

25. This Agreement supersedes all prior agreements, understandings, representations, warranties, requests for proposal and negotiations, if any. Each provision of this Agreement is severable from each other provision for the purpose of determining the enforceability of any specific provision.

26. Agreement Billing Information
a. Accounts Payable Contact
Name:

Email:

Phone:
b. Tax Exempt _____ (Yes/No)
If yes, please email a copy of the Exempt Certificate to [email protected]. c. Purchase Order Required _____ (Yes/No) If yes, return a copy of the Purchase Order with the signed agreement or email a copy to [email protected]. LOCALITY MEDIA, INC. City of Modesto By: By:
(Signature) (Signature)
Name: Name:

Title: Title:

Date: Date:
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Locality Media, Inc. Agreement Jan 2025 Page 6 of 13
Locality Media, Inc. dba First Due
107 Seventh St
Garden City, NY 11530, United States
Phone: +1 (516) 874-2258
Website: https://www.firstdue.com/
First Due Quote
Prepared By: Seth Dinehart
Valid Until: June 30, 2025
Quote Number: 1545132000367271141
BILL TO:

Bret Presson
City of Modesto
1010 10th Street
Modesto, CA 95354
Account: City of Modesto
Subscription Start: April 30, 2025
Initial Term: 12 months
Annual Subscription: $152,350.00
Product Details Total
Occupancy Management & Pre-Incident Planning
Manage Occupancies, Pre-Incident Mapping, ArcGIS Maps, Fire Systems, Hazardous Material, and Contacts.

Responder
Web Responder dashboard and Responder iOS/Android App with notifications, statusing and routing.

Command
Comprehensive Incident Command Module with digital command board, drag and drop task assignment, customizable checklists, live map annotation and automated Incident log.

Hydrant Management Advanced
Manage Hydrants including hydrants visible on pre-plan & response map, hydrant list, hydrant types, hydrant uploads, ArcGIS hydrant layers, hydrant setup, hydrant service checklist, data management, mapping, service inspections, hydrant flow test and reporting.

Inspections
Field Inspections, Configurable Checklists, Violation Management, Virtual Inspections, Inspections Scheduler, and Integrated Pre-Incident Planning.

Invoicing
Invoice Management, Bulk Mailing, Billing Report and Customizable Fee Schedules.

Permitting
Permit Management, Customizable Permit Types, Plan Review and Permit Fees.

Incident Reporting NFIRS
NFIRS Incident Documentation, State and Federal Compliance with automated submission.

Incident Reporting - ePCR
ePCR Incident Documentation, State Compliance with automated submission.

AI Enhanced Documentation: ePCR
AI powered transcription and documentation solution to assist with completing EMS patient care reports.

Scheduling
Manage staff schedules with an interactive shift board, configurable call shifts module, messaging, time-off and shift trades.

Personnel Management
Store, Manage and Access Employee Records including demographic data, certifications and employment information.

Basic Training Records
Assign Training, Record Completions, View Training Logs, and Manage Certifications.

Events & Activities
Create Events, View Global Activity Log, and Access Global Calendar. #3..
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Locality Media, Inc. Agreement Jan 2025 Page 7 of 13
Assets & Inventory
Assets, vehicles, equipment and inventory management, assets and equipment checks, and work order management.

Medications Tracking
Track all medications, including DEA Scheduled Medications. Tracking a medication's lifecycle (receipt, usage, waste or removal) by expiration date, lot number or serial number. Ensure compliance with internal and external signatures, as well as advanced role security and authentication.

Brycer Integration
Integration with Brycer
Fire Recovery Integration
Fire Recovery Integration
Central Square Enterprise/TriTech CAD Integration
Receive CAD Data to support First Due Responder and Incident Reporting modules via sFTP utilizing the CST CAD Enterprise CAD-to-External System Export Premium Onsite Training Package
Up to 5 Day Onsite Training with 2 certified First Due Instructor. Includes end user training and custom training curriculum.

Implementation and Configuration Services
Services related to configuring and customizing the First Due Platform as described in the Statement of Work.

One-Time Fees Subtotal $ 45,470.00
Subscription Fees Subtotal $ 152,350.00
Grand Total $ 197,820.00
*Excluding Tax
Statement of Work
Please see attached Statement of Work detailing the Implementation, Training, Data Migration, Integrations, Customer Success Manager, Customer Support, and Assumptions for this Exhibit D Quote.

Terms and Conditions
The above-listed Grand Total will be invoiced on or around the Subscription Start date. For subsequent annual periods, the Service fees are due and payable annually in advance.

Payment Terms: Net 30 days
For electronic ACH payment: Wells Fargo Bank | ACH Routing Number: 121000248 |Account #: 4192384907 #3..
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Locality Media, Inc. Agreement Jan 2025 Page 8 of 13
Statement of Work
Locality Media, Inc. dba First Due
107 Seventh St
Garden City, NY 11530, United States
Phone: +1 (516) 874-2258
Website: https://www.firstdue.com/
For Quote Number: 1545132000367271141
Statement of Work | City of Modesto

1. Introduction

1.1 Purpose
The purpose of this Statement of Work (SoW) document is to clearly define the Implementation, Training, Data Migration, Integrations, Customer Success Manager, Customer Support, and Assumptions for City of Modesto for the purchased product(s) set forth in
Exhibit A

1.2 Scope:

This SOW includes the configuration, optimization, and deployment of the Purchased Products with the goal of meeting the organizational needs of the Customer.

2. Implementation

2.1 Overview
First Due utilizes a combination waterfall and iterative approach to implementation. This includes Discovery, Configuration, Optimization, Data Migration, Training, and Go-Live.

2.2 Implementation Resources
Implementation Manager: Project lead and go-to person, acting as the primary liaison between the Customer and the First Due project team. The Implementation Manager will develop and execute the project plan, manage communication, and ensure adherence to predefined timelines and quality standards. This individual is also responsible for helping to configure the core system and some of the more straightforward modules.

Implementation Product Specialist(s): While the Implementation Manager will lead the overall project, Product Specialists will be brought in to help configure and optimize specialty modules such as Fire Prevention, ePCR, Assets & Inventory, Training, Scheduling, and Reporting. They are product experts in First Due and are versed in industry best practices for their specific product specialties. Depending on the modules purchased and complexity, your project may be assigned 1-3 Product Specialists.

Technical Implementation Specialist: Responsible for managing data migration from your current vendor to First Due and the integration between First Due and CAD. The Technical Implementation Specialist #3..
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Locality Media, Inc. Agreement Jan 2025 Page 9 of 13
team comes from a diverse background, ranging from database management to public safety software integration.

Customer Success Manager: As the point person after project completion, the Customer Success Manager (CSM) will be part of the implementation as an advocate and to ensure a seamless transition to support post go-live. During the Implementation they will regularly check-in to ensure progress is being made and help with the addition of new modules or scope from a commercial perspective. Post go-live, they will provide regular check-ins to ensure the Customer is adopting the Purchased Products and deriving value from them.

Training Manager: Responsible for developing and executing the training plan, with the goal of effective adoption of the Purchased Products by Customer. The Training Manager will be involved throughout the project to ensure they have the Customer specific knowledge to design the most effective training plan possible.

2.3 Implementation Phases

2.3.1 Discovery & Planning: Once the Project has been assigned, Customer will receive a set of tailored discovery questionnaires. Once filled out, the Implementation Manager will schedule a Project Kick-Off.

During this meeting the Customer will receive access to the First Due platform, meet the project team and receive an initial product tour. The Implementation Manager will also provide an overview of the project plan, decide the meeting cadence, and formalize the next steps. CAD Integration and Data Migration planning meetings are also held during this phase, if required. These meetings will be led by the Technical Implementation Specialist.

Key Meeting(s): Project Kick-Off, CAD Kick-Off, Data Migration Planning Milestone(s): Project Kick-Off, System Access
Customer Task(s): Fill Discovery Questionnaires
Deliverable(s): Welcome email, Initial Account Set-Up, System Logins Provided

2.3.2 Configuration: After planning is complete, the Implementation Manager will begin scheduling the Configuration sessions. Before each configuration session there will be some light prep work for the Customer to complete. Generally, there will generally be one (1) configuration session per module, but in cases where there is more complexity, there may be multiple. These sessions will be either be run by the Implementation Manager or the Implementation Product Specialist, depending on the module.

Key Meeting(s): Module Configuration Sessions (1-2 per module) Milestone(s): N/A
Customer Task(s): Configuration Prep Work (per module)
Deliverable(s): Initial Module Configuration
Scope: All Purchase Products

2.3.3 Optimization: After the configuration is complete, the Customer will be provided with test work (module User Acceptance Testing (UAT)) to complete. Following the completion of the UAT work, Optimization Sessions will be held to review Customer feedback, correct any issues, and finalize the configuration of the module. There will generally be one (1) Optimization session per module, but in cases where there is more complexity, there may be multiple. Once a module is configured and optimized, the Customer will be provided a module sign-off document to review and sign. Note Configuration and Optimization sessions may run interchangeably to ensure the project stays on-track.

Key Meeting(s): Module Optimization Sessions (1-2 per module) Milestone(s): Module Acceptance and Sign-Off (1 per module) Customer Task(s): Optimization Prep Work (UAT per module) Deliverable(s): Module Optimization resulting in Customer Acceptance Scope: All Purchase Products
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Locality Media, Inc. Agreement Jan 2025 Page 10 of 13

2.3.4 Data Migration: Data Migration will occur through-out the project and can be summarized in three steps: (1) initial data migration at the beginning of the project required for configuration, (2) import of historical records, usually occurring throughout the project, and (3) final data migration immediately before goguidance on the best path to extract, map, and import the data into First Due. Key Meeting(s): Data Migration Planning Milestone(s): Data Migration Sign-Off
Customer Task(s): Extract or provide access to legacy data based on guidance from First Due Data Migration team, Data Mapping Assistance, review and approve data load.

Deliverable(s): Data Migration Plan, Data Mapping Assistance, Data Import

2.3.5 Training: As the project is in the final stages, the Training Manager will work with the Customer to arrange a training plan that will result in the successful adoption of the Purchased Products. Note that while Webinar Administrator training will occur during configuration and optimization sessions, the Training Manager will arrange formal Webinar and/or Onsite Train-the-Trainer and/or End User Training Session(s). Additive to the provided training, Customer will also have access to live weekly training academy sessions as well as on demand online training videos and training guides via the First Due Knowledgebase. Key Meeting(s): Training Planning, Training Sessions Milestone(s): Training Completed
Customer Task(s): Coordinate staff to be trained
Deliverable(s): Training Plan and Training Session(s)

2.3.6 Go-Live: Once all modules have been signed off and training has been arranged or completed, First Due will work with the Customer to kick-off the Go-live process. This includes: (1) Final System Acceptance, (2) Go-live planning meeting, (3) Final Data Migration, (4) Go-live, and (5) Post go-live implementation support.

Key Meeting(s): Go-live planning, Post Go-live Check-Ins Milestone(s): System Acceptance, Go-live
Customer Task(s): Final Testing
Deliverable(s): Post Go-live Implementation Support (2-4 weeks)

2.3.7 Transition to Customer Success: Following the completion of the post go-live support period and assuming all critical implementation tasks are complete, Customer will be transitioned to their Customer Success Manager (CSM) and to the First Due Support team.

Key Meeting(s): Customer Success Transition Meeting
Milestone(s): Transition to Customer Success and Support Customer Task(s): N/A
Deliverable(s): N/A

3. Training
Training is an integral part of any successful implementation. First Due is focused on providing your agency adequate training to ensure effective user adoption of the platform. As part of this Statement of Work, the Customer shall receive:

Formal training as outlined in Exhibit A - Quote
Administrator Training as part of the Configuration / Optimization Access to live First Due Academy Webinars
Access to online recorded training videos and guides via an interactive knowledgebase Any additional scope or detail related to Training will be listed below. #3..
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Locality Media, Inc. Agreement Jan 2025 Page 11 of 13

4. Data Migration
First Due understands the importance of data migration to our customers and has extensive experience working to migrate historical records into the platform. First Due will use best efforts to migrate applicable ing data migration best practices. This includes:

Data Migration Planning Session
Assistance/Guidance in extracting data from existing system/s Mapping extracted data to First Due import workbooks
Importing of Data into First Due
The Data Migration scope of this Statement of Work will be to import legacy data from Customer existing systems in order for the Purchased Products to be operational. This includes operational data and historic records. Note that there are times when certain data is not seen as valuable to migrate to First Due. First Due and Customer will agree during the planning phase on what data needs to be migrated and priorities around data migration.

5. Integrations
As part of this Statement of Work, First Due will Implement all integrations and relevant scope outlined in Exhibit A Quote. Integrations will be implemented during the configuration and optimization phases outlined above. In most cases, these integrations will be aligned with the module they are related. The only exception to this is the CAD Integration which, if part of scope, will have its own dedicated session at the beginning of an implementation. Customer or complex integrations may follow this same exception and have their own sessions to implement.

First Due will support these integrations post go-live. Note First Due is not responsible for outages, issues, and failures of 3rd Party Vendors. First Due will, however, always endeavor to work with Customer to resolve issues, regardless of responsibility.

Any additional scope or detail related to Integrations will be listed below.

6. Customer Success Manager
First Due understands the value of ongoing Customer Success activities post go-live. As part of this Statement of Work, Customer will receive a Customer Success Manager who will be the point person for Customer post go-live. Customer will receive regular check-ins to ensure the adoption of the Purchased Products. As part of the regular check-ins, the Customer Success Manager can help Customer with any major enhancements or issues, new feature updates, interest in other modules and additional training needs.

7. Customer Support
Customer Support (or Support) team there to help is vital. Customer Support provides a central point of contact to ensure that all customer support requests are responded to and resolved. Below is a summary of the support components.

7.1 Contacting Customer Support
Customer Support is a service provided to our customers when they have questions, requests, or issues with the Services. When Customer submits a support request, a Support Ticket (or Ticket) is created within First support request.

We offer a variety of channels to communicate with our Support team:

Online: https://support.firstduesizeup.com/portal/en/kb/first-due-community-connect-support Email: [email protected] Phone: (516) 874-5818
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Locality Media, Inc. Agreement Jan 2025 Page 12 of 13

7.2 Self-Service Resources
First Due strives to provide useful, empowering self-service resources that are available 24/7 on our online Support Center. Our Knowledgebase contains step-by-step/how-to articles, FAQs, videos, best practices, etc.

7.3 Hours of Operation
Customer Support hours of operation (Business Hours) are:

Monday to Friday, 9:00am 6:00pm ET**
** 24x7 Support available for Sev 1 (Down/Urgent) issues.

8. Assumptions

8.1 Customer Participation
Every successful implementation requires adequate participation from the Customer. Although First Due is ultimately responsible for deliverables in the SoW, Customer agrees to attend the necessary calls and complete required preparatory work in order to help drive the project forward. At a minimum, Customer resources will be required for one (1) hour per week for meetings, and half an hour to one (0.5-1) hour of prep work per week by one or multiple individuals. Customer understands the importance of ensuring the correct Customer resources are available when required.

8.2 Statement of Work Expiration
Excluding significant delays caused by the First Due team, this Statement of Work will expire within twelve (12) months of the Subscription Start Date as detailed in Exhibit A Quote. In situations where the project is delayed for no fault of either party, First Due agrees to extend the term, only if there is an agreed plan to complete the project within the extension period. Note the term expiration does not apply to section 6 & 7 go-live.

8.3 Best Practice and Standard Workflow
First Due intends to meet the organizational needs of the Customer and their respective software requirements by configuring the Purchased Products to closely align with existing workflows. Although First Due is incredibly flexible, there may be times when First Due recommends using standard functionality or best practice to ensure a timely implementation, and simplification of current process. These workflows may differ from Customer existing workflows. Customer understands the importance of collaboration to achieve the ultimate goal of successfully adopting the Purchased Products and is aware there may be changes to existing workflow to accomplish this.

8.4 Go-live Requirements & Gaps
Over the course of the Implementation, both parties may uncover functionality gaps in the Purchased Products. Some of these gaps may have a material impact on the ability to implement or adopt the product.

Gaps of this nature, deemed Go-Live Requirements, will be prioritized to ensure a timely go-live and project completion. However, in the case that certain features are not complete before go-live, they will be added to module and system signoffs as exceptions and will be completed within an agreed upon timeframe. #3..
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FINANCIAL INTEREST DISCLOSURE
Any contract award therewith will require approval by a majority vote of the City of Modesto’s City Council.

In order to have full transparency in any City of Modesto commercial actions, the City Council may not approve an agreement between the City and the until all person with a direct or indirect financial interest of greater than $2,000 in the are identified by name.
must therefore complete this Financial Interest Disclosure Form, listing by name all parties that have a material financial interest in the agreement, contract or development right.

PLEASE NOTE, any Council action that requires a Financial Interest Disclosure cannot be considered by the City Council until the required reporting is made. That means that City Council agenda items without the disclosure will be removed from the Council agenda.

Financial Interest Disclosure to City of Modesto
The shall identify any person with a financial interest in the by name, below.

For the purposes of this disclosure, a “Financial Interest” shall have the meaning contained in Modesto Municipal Code section 2-10.02.

Persons having an aggregate economic interest in the less than two thousand dollars ($2,000.00) at times prior to final Council action of the proposed contract are not required to be listed on the Financial Interest all Disclosure.

Notwithstanding the foregoing, a Financial Interest Disclosure is not required for a meeting the financial criteria for listing on the New York or the Pacific Stock exchanges unless it is reasonably foreseeable that a City Council decision will increase or decrease that entity's gross revenues or expenses by one million dollars ($1,000,000) or more and the requirements of Modesto Municipal Code Section 2-10.03(h) are satisfied.

It is the legal obligation of all applicants for approval of an agreement or of an application for development rights to verify in writing, under penalty of perjury, that the identity of each person having a material financial interest in the is true, correct and complete. By signing below, the applicant understands that this information is provided under penalty of perjury, and that intentionally supplying misinformation or deception may result in either invalidation of the agreement or application, or criminal prosecution for misdemeanor violation of the Modesto Municipal Code, or both. Negligent provision of misinformation shall be grounds for invalidation. In accordance with the Modesto Municipal Code, each applicant has a continuing obligation to maintain the truth, accuracy and completeness of the financial interest disclosure information provided below until after final consideration by the City Council of any matter arising out of or relating to the agreement or application.
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Print Names of Persons Having a Financial Interest in Receiving this Agreement:

First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
By signing this document, I agree to the information contained within.

Bidder Company Name:

Name of Signatory:

Signature of Representative:
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Last Revised: 3/21/2025
Authorization to Purchase (Over $100K)
The Scope of Work must be included with the “Authorization to Purchase form” when routing for signature.

Local Vendor: Is the local vendor currently performing this service? Yes ____ No ____ If an RFP solicitation is performed, will this fall under Administrative Directive 3.1 - Selection Procedures for Professional Services who provide Architectural and Engineering Services for Capital Projects? Yes ____ No ____ If yes, please advise what Engineering Department staff will be approving the RFP document?
Current Vendor:

Known Qualified Vendors:

DESCRIPTION:

BACKGROUND:

NEW TECHNOLOGY PURCHASES
Does the new technology meet the criteria to be reviewed by the Technology Steering and Alignment Committee (TSAC)? Yes ____ No ____
If yes, was it approved by this committee? Yes ____ No ____ Department: Date:

Subject:
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Last Revised: 3/21/2025
FUNDING:

Actual cost for last 5 fiscal years with
annual breakdown:

Year 1 – $
Year 2 – $
Year 3 – $
Year 4 – $
Year 5 – $
ESTIMATED ANNUAL NEW CONTRACT COST:

TERM OF CONTRACT:

TOTAL NEW CONTRACT COST:

Justification for increase in cost:

Funding Source:

FEDERAL FUNDED:

Print Name Signature Date
Requestor
Reviewed by Budget
Name
Department Approval
Financial Analyst
Reviewed by City Engineer
(if applicable)i
Department Director
Reviewed by IT (if applicable)ii
City Engineer
Reviewed by Purchasing
Chief Information Officer
Reviewed by Finance
Purchasing Manager
Authorized to Purchase
Director of Finance
City Manager
i For infrastructure improvements in City right-of-way
ii Information technology (IT) purchases will require Chief Information Officer Signature Yes No If grant funding is involved, please confirm the grant deadline of when these funds must be expended. _____________________ #3..
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

May 12, 2025
Date: April 1, 2025
TO: Safety and Communities Committee
Jeremiah Williams, Chair
Chris Ricci, Vice-Chair
Rosa Escutia-Braaton, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Brandon Gillespie, Chief of Police
SUBJECT: Scheduling and Time-Keeping Software Agreement with InTime Solutions CONTACT: Jessica Smart, Police Administrator, [email protected], 209-572-9500 DESCRIPTION:

Consider an Agreement with InTime Solutions, Ferndale, WA, for Scheduling and Time-Keeping Management Software for ongoing maintenance and support services for a total amount not to exceed $278,377 and forwarding to Council for approval. (Funding Source: General Fund) STRATEGIC PLAN ELEMENT:

This item is related to the adopted City Council 2020-2025 Strategic Plan for Governance and Service Delivery by building community trust in city government through transparent and efficient service delivery.

BACKGROUND:

On September 10, 2013, by Resolution No. 2013-326, Council approved the purchase of Kronos Telestaff Scheduling Software (Telestaff) for Modesto Police Department (MPD) with the intent to have the software be a personnel scheduling and tracking mechanism for employees at the Police Department with the ability to integrate with the Oracle Applications payroll module.

Telestaff was unable to interface with the Oracle payroll module during the three-year period it was in use, creating the need for employees to continue to produce paper timesheets manually entering their time into the payroll system. In addition, the system lacked the ability to provide a thirty-day scheduling view, which is essential for projecting accurate and efficient staffing levels.

On June 2, 2016, the City Manager authorized the Purchasing Manager to solicit the procurement for Purchase of a Scheduling/Timekeeping System specific to MPD. On March 7, 2017, by Resolution No. 2017-91, Council approved an agreement with InTime Solutions, Inc. for a Scheduling and Time-Keeping Management Software System. The agreement with InTime Solutions was for a term of two (2) year with three (3) one-year extension options which ended #4..
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Safety and Communities, Committee, May 12,2025
Scheduling and Time-Keeping Software Agreement with InTime Solutions

on March 6, 2022. The agreement included an additional option to extend the agreement for three one-year extension options extending the agreement through March 6, 2025. Because the agreement is beyond the end of the term, the City has proceeded with services though InTime on a month-to-month basis. Meanwhile, InTime has offered a discounted rate to re-enter a multiyear agreement.

DISCUSSION:

Since 2017, MPD has utilized InTime Solutions to provide scheduling and payroll software tailored to the operational needs of law enforcement. The system supports critical functions including shift scheduling, shift bidding, overtime tracking, and timekeeping and payroll integration.

InTime Solutions has demonstrated reliable performance, responsive customer support and a comprehensive understanding of the unique requirements of law enforcement operations. They provide ongoing system enhancements and technical support, and the system is able to integrate with the City’s payroll system.

Continuing services with InTime Solutions would allow for continuity of service with no disruption to daily operations and payroll processing. The historical data stored within the existing system is invaluable for reporting, auditing, and operational analysis. Maintaining continuity with the current vendor preserves access to this critical information without the risk of data loss, migration challenges, or reporting discrepancies.

Modesto Municipal Code Section 8-3.203 generally requires all purchases, which meet or exceed $100,000 for material, equipment, or contractual services to follow formal bid procedures. However, exceptions to the formal bidding process are granted in MMC 8-3.204(d) “Where the Purchasing Manager, in his or her discretion, determines that a process other than the formal bid procedure set forth in Section 8-3.203 will result in procurement for the City at the lowest possible cost commensurate with the desired quality.” Here, InTime Solutions, Inc. is the existing scheduling and time keeping management software provider for the department and continuing with their product avoids disruption to daily operations, preserves access to critical reports and information for auditing and operational analysis. Additionally, the time and funding needed to go out to bid and implement and train on a new system would not only disrupt daily operations, but it would also cost substantially more than a renewal with the existing company.

Therefore, staff recommends the Scheduling and Timekeeping Management Software Agreement with InTime Solutions, Inc. should be exempt from the formal bidding procedures. #4..
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Safety and Communities, Committee, May 12,2025
Scheduling and Time-Keeping Software Agreement with InTime Solutions

FISCAL IMPACT:

Funding for the requested five-year agreement with InTime Solutions is not to exceed $278,377 which includes a 4% contingency to cover additional licensing needs as staffing increases.

Additionally, this recommended purchase is supported with funds currently budgeted in the Police Department Operating Budget in General Fund under Cost Center 19420, MPD Records and Support in Account Number (53100) Repair and Maintenance Services.

Price increases and increased staffing account for the increase in cost. A five-year agreement provides for a seven (7) percent (7%) discount.

Agreement Totals
Year 1 $53,534
Year 2 $53,534
Year 3 $53,534
Year 4 $53,534
Year 5 $53,534
4% Contingency $10,707
TOTAL: $278,377
Below is a chart detailing the five (5) year expense history:

Fiscal Year Totals
20/21 $34,608
21/22 $34,608
22/23 $34,608
23/24 $39,576
24/25 $47,676
TOTAL: $191,076
RECOMMENDED COMMITTEE ACTION:

Staff Recommendations:

Motion recommending the Agreement with InTime Solutions, Ferndale, WA, for Scheduling and Time-Keeping Management Software for a five-year Agreement for an estimated amount of $267,670, with a 4% contingency in the amount of $10,707, for total amount not to exceed $278,377, and forwarding to Council for approval.

Approved by:

Brandon Gillespie, Chief of Police
Joseph P. Lopez, City Manager
Attachments:
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Safety and Communities, Committee, May 12,2025
Scheduling and Time-Keeping Software Agreement with InTime Solutions

1. Proposal/Agreement

2. Signed Bid Waiver

3. Financial Interest Disclosure form
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RENEWAL PROPOSAL

FOR MODESTO POLICE

DEPARTMENT
Cloud Hosted Scheduling and Workforce
Management
Prepared by: Ian Komnenic
Account Executive
778-655-6499
[email protected]
Date Created: 04/17/2025
#4..
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Renewal Proposalfor Pleasanton Police Department
InTime Solution Pricing Annual Subscription For: 487 Employees SCHEDULING MODULE ($72/emp/year) $35,064/Year
TIMEKEEPING MODULE ($36/emp/year) $17,532/Year
TIMEKEEPING TO PAYROLL MODULE $4,968/Year
CUSTOMER SUPPORT AND MAINTENANCE Included

SECURE HOSTING
• Top tier cloud service provider
• Automatic failover
• Real time data redundancy
Included
Standard Annual Fees: $57,564
5 Year Agreement Pricing + 7% Discount
Annual Fees (01/08/2025 - 31/07/2026) $53,534
Annual Fees (01/08/2026 - 31/07/2027) $53,534
Annual Fees (01/08/2027 - 31/07/2028) $53,534
Annual Fees (01/08/2028 - 31/07/2029) $53,534
Annual Fees (01/08/2029 - 31/07/2030) $53,534
Confidential Document – Do Not Distribute without Permission 1.877.603.2830 | intime.com | [email protected] #4..
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Renewal Proposalfor Pleasanton Police Department
Notes

1. All prices are in US Dollars.

2. Fees are exclusive of any and all applicable taxes and duties, including withholding taxes.

3. Payment for the subscription fee and for professional services (if any) are net thirty (30) days from date of invoice.

4. InTime’s Terms and Conditions are attached to this proposal.

5. Invoicing schedule is per the following:

Subscription Fee: Upon contract signing and annually on contract date anniversary Services and Training: On contract date
Acceptance of Terms
To indicate acceptance of the terms of this proposal, either issue InTime a purchase order referencing this proposal for the amounts indicated or sign the document on the spaces indicated below.

Both parties have read and agreed to the terms and conditions of this proposal:

Customer Organization
Name
Authorized Signature Date
InTime Services Inc.

Vendor Name Authorized Signature Date
Confidential Document – Do Not Distribute without Permission 1.877.603.2830 | intime.com | [email protected] #4..
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INTIME SERVICES INC. - SERVICES AGREEMENT - TERMS AND CONDITIONS SCOPE
A. InTime provides an application for scheduling personnel as a service delivered over the Internet ("Services") to its Customers. The application is proprietary to InTime.

B. In conjunction with such Services, InTime also provides Support to its Customers to allow them to use the Service.

C. Customer desiresto obtain such Servicesfrom InTime.

1. DEFINITIONS

1.1. "Confidential Information" means information concerning any information relating to the business and technology of either party which is not generally available to third parties and which is treated by the parties, in accordance with their policies, as confidential information or a trade secret and specifically includes the Services, either parties business processes, information about either parties customers or users in any manner, shape or form or other like information. For the purposes of this Agreement, a party disclosing Confidential Information is a Discloser and the party receiving Confidential Information is a Recipient. Confidential Information does not include information which is:
a) at the time of disclosure, or thereafter becomes part of the public domain without any violation of this Agreement by the Recipient;
b) already in the Recipient’s possession before disclosure of such information to the Recipient by the Discloser;
c) following the Effective Date is furnished to the Recipient by a third party without that third party being in breach directly or indirectly of an obligation to the Discloser to keep such information secret confidential and secret; and
d) developed independently by the Recipient without use of Discloser’s Confidential Information as evidenced by reasonably detailed written records.

1.2. "Customer” means an entity or organization who wishes to obtain the Servicesfrom InTime.

1.3. "Proposal" means the document provided by InTime to Customer containing a price quote, setting out the term and if applicable, specifying applicable governing law.

1.4. "Support" means technical support provided by InTime to Customer relating to Customer's use of the Services, on a remote basis by telephone, e-mail, and fax, and optionally at the Customer’s site, and is subject to the availability of support personnel and facility infrastructure services. Such support includes problem diagnosis, consultation, dial-in diagnosis services, and problem resolution with the Support levels defined in Appendix A.

InTime Confidential and Proprietary 1
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2. SERVICES

2.1. InTime will provide the Services to Customer in accordance with applicable laws and regulation. The Services will be provided on the following basis:
a) InTime will use commercially reasonable efforts to make the Services available 24 hours a day, 7 days a week, except for:
i. planned downtime (and InTime will give Customer at least 72 hours notice of such downtime and will attempt to schedule such downtime to the extent practicable during weekend hours from 6:00 p.m. Pacific time Friday to 3:00 a.m. Pacific time Monday), or ii. any unavailability caused by circumstances beyond InTime’sreasonable control.

2.2. Under no circumstances can Customer allow other commercial entities to access the Services.

Customer is prohibited from providing or repurposing the Services to other parties in any manner, including as a service bureau or application service provider.

2.3. Violation of any of the terms of this Agreement or use of the Services in a way that breaches applicable law or regulation in any way entitles InTime to terminate this Agreement and Customer's access to the Services. InTime will give its Customers written notice of such breach. If such breach is not corrected in 30 days InTime may terminate this Agreement. PLEASE NOTE THAT INTIME STRICTLY

ENFORCES THIS POLICY AND WILL PROSECUTE ANY VIOLATION OF THIS AGREEMENT TO THE FULLEST EXTENT PERMISSIBLE BY LAW.

2.4. It is Customer's own responsibility to:
a) provide for its own access to the Internet, arrange for secure Internet access therefore and pay any service fees associated with such access;
b) be responsible for the accuracy, quality, integrity and legality of data which is processed using the Services, including the exclusion of Social Insurance Numbers (SIN) and Social Security Numbers (SSN), and of the means by which such data was acquired; c) use commercially reasonable efforts to prevent unauthorized access to or use of the Services, and notify InTime promptly of any unauthorized access or use; d) use the Services only in accordance with any documentation and applicable laws and regulations.

2.5. Customer may not use InTime trademarks such as “InTime” without the prior written permission of InTime.

2.6. No other services are provided with the Service unless agreed to otherwise by InTime and the Customer.

3. WARRANTY AND LIMITATION OF LIABILITY

3.1. SPECIFIC EXCLUSION OF OTHER WARRANTIES – THE SERVICES ARE PROVIDED "AS IS, WHERE IS" OTHER THAN AS SET OUT IN SECTION 5. INTIME DISCLAIMS ALL WARRANTIES WITH RESPECT TO

THE SERVICES WHETHER EXPRESS OR IMPLIED, INCLUDING THE IMPLIED WARRANTIES OF MERCHANTABILITY, DURABILITY AND FITNESS FOR A PARTICULAR PURPOSE. NEITHER PARTY IS

LIABLE UNDER THIS AGREEMENT FOR ANY INDIRECT, CONSEQUENTIAL, EXEMPLARY, OR InTime Confidential and Proprietary 2
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INCIDENTAL DAMAGES OR LOSS OF PROFITS RESULTING FROM THE SERVICES (OR ANY THIRD

PARTY GOODS OR SERVICES) EVEN IF IT HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. If either party is liable to the other in no event will the total aggregate liability of a party to the other exceed the fees paid by the Customer to InTime in the 90 day period preceding the date of a claim.

4. OWNERSHIP CONFIDENTIALITY AND USE LIMITATION

4.1. Ownership
a) Subject to the limited rights expressly granted under this Agreement, InTime reserves all rights, title and interest in and to the Services, including all related intellectual property rights.

No rights are granted to Customer under this Agreement other than as expressly set forth with respect to limited rights to use the Services.
b) Customer shall not (i) permit any third party to access the Services except as expressly permitted, (ii) create derivate works based on the Services, (iii) copy, frame or mirror any part or content of the Services, other than copying or framing on Customer’s own internal nonpublicly accessible networks or otherwise for Customer’s own internal business purposes, (iv) reverse engineer the Services, or (v) access the Services in order to (a) build a competitive product or service, or (b) copy any features, functions or graphics of the Services. c) As between InTime and Customer, Customer exclusively own all rights, title and interest in and to all of Customer’s data.

4.2. Confidentiality - The following terms apply to Confidential Information and the ownership thereof. a) All Confidential Information is owned by the respective parties. b) Neither party will, at any time whether before or after the termination of this Agreement, disclose, furnish, or make accessible to anyone any Confidential Information or permit the occurrence of any of the foregoing.
c) Each party will hold in confidence and not disclose any Confidential Information of the other party. All Confidential Information will be maintained in confidence by the Recipient, will not be disclosed to any person or entity in any way except as provided in this Agreement, and will be protected with the same degree of care the Recipient normally uses in the protection of its own confidential and proprietary information, but in no case with any less degree than reasonable care.
d) The Confidential Information may be disclosed by the Recipient only to those employees, directors, officers, auditors or consultants of the Recipient having the need to receive such Confidential Information for the purposes of this Agreement, provided the recipients of such Confidential Information are already bound by written confidentiality and non-disclosure obligations similar to those undertaken by the Recipient under this Agreement. The Recipient shall immediately give notice to the Discloser of any unauthorized use or disclosure of the Confidential Information. The Recipient agrees to assist the Discloser in remedying any such unauthorized use or disclosure of Confidential Information. e) To the extent the Recipient is required to disclose any Confidential Information pursuant to a valid subpoena or other applicable order by a governmental agency or judicial body or by InTime Confidential and Proprietary 3
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operation of law, the Recipient will promptly notify the Discloser in writing of the existence, terms and circumstances surrounding such disclosure (except as prohibited by law) so that the Discloser may seek a protective order or other appropriate remedy from the proper authority.

The Recipient agrees to reasonably cooperate with the Discloser in seeking such order or remedy at Disclosure’s cost and expense. The Recipient further agrees that if the Recipient is required to disclose any Confidential Information, the Recipient will furnish only that portion of the Confidential Information that is legally required and will reasonably cooperate with Disclosure’s effortsto obtain reliable, written assurancesthat confidential and legally compliant treatment will be accorded to such Confidential Information f) The obligations of confidence contained herein will survive termination or expiry of this Agreement.

5. REPRESENTATION AND IDEMNIFICATION

5.1. Indemnification by InTime - InTime has the right and all necessary permissions to provide the Services to the Customer. In the event of the breach of this representation, InTime shall defend Customer against any claim, demand, suit, or proceeding ("Claim") made or brought against Customer by a third party alleging that the use of the Services infringes or misappropriates the intellectual property rights of a third party, and shall indemnify Customer for any damages finally awarded against, and for reasonable attorney’s fees incurred by, Customer in connection with any such Claim; provided, that Customer (a) promptly gives InTime written notice of the Claim; (b) gives InTime sole control of the defense and settlement of the Claim; and (c) provides to InTime all reasonable assistance, at InTime’s expense.

5.2. Exclusive Remedy - This Section 5 states InTime's sole liability to, and Customer's exclusive remedy against InTime for any type of Claim described in this Section.

6. TERM

6.1. Term – This Agreement is the term set out in the Proposal. If not stated in the Proposal, it will be for a yearly term. It will renew for successive terms on mutual written agreement. Customer may terminate this Agreement at any time without cause upon 30 days notice.

6.2. Termination - This Agreement shall terminate in each of the following events:
a) at the option of either party if the other party materially defaults in the performance or observance of any of its obligations hereunder and fails to remedy the default within 30 days after receiving written demand therefore; or
b) immediately, at the option of the non-breaching party if either party breaches section 4.1(b) or

4.2 of this Agreement; or
c) at the option of either party if the other party becomes insolvent or bankrupt or makes an assignment for the benefit of creditors, or if a receiver or trustee in bankruptcy is appointed for the other party, or if any proceeding in bankruptcy, receivership, or liquidation is instituted against the other party and is not dismissed within 30 days following commencement thereof or
d) on the occurrence of the events set out in section 7.3 InTime Confidential and Proprietary 4
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provided that the right of termination shall be in addition to all other rights and remedies available to the parties for default or wrong-doing by the other.

6.3. Suspension of Obligations – If either party should default in the performance or observance of any of its obligations, then, in addition to all other rights and remedies available to the non-defaulting party, following the default and expiration of an applicable cure period, the non-defaulting party may suspend performance and observance of any or all its obligations under this Agreement, without liability, until the other party's default is remedied.

6.4. Refund for Termination of Agreement for cause – If this Agreement is terminated for cause by Customer, then InTime shall refund Customer any prepaid fees covering the remainder of the term of all subscriptions after the effective date of termination. Upon any termination for cause by InTime, Customer shall pay any unpaid fees covering the remainder of the term after the effective date of termination. In no event shall any termination relieve Customer of the obligation to pay any fees payable to InTime for the period prior to the effective date of termination.

6.5. Return of Customer Data – Following termination of the Agreement, InTime will provide read-only access to Customer's data for a period of six months without charge. After such period, InTime shall have no obligation to maintain or provide any of Customer’s data and may, unless legally prohibited, delete all of Customer’s data in InTime’s systems or otherwise in InTime’s possession or control.

7. GENERAL

7.1. This Agreement and the Proposal contain the whole agreement between InTime and Customer relating to the Services.

7.2. InTime may assign this Agreement in connection with a merger, amalgamation or corporate reorganization involving InTime, or in connection with the sale of all or substantially all the assets of InTime or to an affiliate or wholly-owned subsidiary of InTime.

7.3. Upon 30 days notice to Customer, InTime reserves the right at all times to vary the conditions of this Agreement or change the operation of the Services. If Customer does not agree to such variation or changes, Customer may terminate this Agreement without penalty to either party.

7.4. InTime reserves the right to suspend the Services for repair, maintenance, and/or upgrade work.

Unless InTime cannot do so for security or other reasons beyond our reasonable control, InTime will give Customer reasonable notice of such suspension.

7.5. Unless otherwise specified in a Proposal this Agreement is governed by the laws of the State of California. All disputes arising out of or in connection with this Agreement shall be referred to and finally resolved by arbitration or mediation under the rules of the American Arbitration Association. The place of arbitration of mediation shall be Stanislaus County, California.

7.6. The parties acknowledge that each is an independent contractor and nothing in this Agreement constitutes a joint venture or partnership and neither party has the right to bind nor act for the other as agent or in any other capacity.

InTime Confidential and Proprietary 5
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Appendix A – Support Level Definition
All Customer requests for Support shall be managed as described below. The degree of InTime’s responsiveness (“Severity”) shall be based on the nature of the initial Customer Support request. The Customer will always make every effort to respond in a timely fashion to requests from InTime for assistance in providing Support.
“Normal Support Hours” are 6:00 AM through 5:00 PM (Pacific Time), Monday through Friday, excluding statutory holidays.

Critical Severity Available: 24 hours/day, 7 days/week, via special toll-free number in North America.

Description: A Customer detected critical Software error that renders the entire live InTime production system, or an essential part of it, inoperable or “down”.

Initial Response: All support requests will be dispatched with call details and problem description within 5 minutes of receipt of support request. During Normal Support Hours, warm transfer immediate response if an InTime Support representative is available, otherwise a callback response within 15 minutes average, one (1) hour maximum. Outside of Normal Support Hours a callback response within eight (8) hours average, sixteen (16) hours maximum.

Resolution Response: Once an InTime Support representative has made contact with the customer regarding the support request, InTime will work continuously to return the InTime production system to normal “up” operation, with an average resolution time of not more than eight (8) hours.

Chargeable Service: If the Critical Severity support service is used by the Customer for non-critical support, then the service is chargeable at InTime’s current hourly support service rates.

High Severity Available: Normal Support Hours
Description: A Customer detected non-critical Software error in a module of the live InTime production system, which seriously impairs system operation but does not render it “down”. Noncritical Software errors exclude cosmetic, documentation, or reporting problems, and also questions regarding the operation of the software, its installation or training.

Initial Response: During Normal Support Hours, immediate response if an InTime Support representative is available, otherwise a callback response within two (2) hours. However, if the request is made within the last hour of the day or after the close of day, then within the first two (2) hours of the next Normal Support Hours day.

Resolution Response: InTime will work continuously to restore system operation within Normal Support Hours.

Normal Severity Available: Normal Support Hours
Description: All other Support requests not described above.

Initial Response: During Normal Support Hours, immediate response if an InTime Support representative is available, otherwise a callback response within four (4) hours. However, if the request is made within the last four hours of the day or after the close of day, then within the first four (4) hours of the next Normal Support Hours day.

Resolution Response: InTime will correct documentation errors in upcoming releases of the documentation.

InTime will provide Software error corrections in the course of its standard development and upgrade methodology for the Software.

InTime Confidential and Proprietary 6
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Revised 1/19/2024
Bid Waiver Approval Form
Supplier Name: Amount of Bid Waiver Request:

Supplier Contact: Supplier Phone No:

Are Federal Funds being utilized for portion of purchase? A bid waiver is required for any procurement commitment greater than $ 3,500 where a minimum of three bids are not obtained.

Justification for waiving the competitive bid requirements is limited to the following (provide detailed information in the comments section of form):

Reason for Bid Waiver - Check Box:

Sole Source - The item/service is unique in its specifications such that only one vendor is qualified to provide the good or service (Formal bidding exception under MMC 8-3.204(b))
OEM - Original Equipment Manufacturer / Distributor
Inflexible time constraints preclude the bidding process - Exigent or mergency circumstances (Formal bidding exception under MMC 8-3.204 (c)) The incumbent's cost, delivery and quality can be compared to a previous quote/bid obtained within the last six months, for the same or similar item/service (Total purchase must be less than $100,000)
Professional Services defined under MMC 8-3.103 (Formal bidding exception under MMC 8-3.204 (a)) – staff should make effort to solicit at least three informal proposals.

Single Bid/Proposal – More than one supplier could provide the goods or service, but only one supplier provided bid/proposal for solicitation.

Amendment – Extending agreement for no more than one year to allow the City to complete formal bidding process for new agreement (MMC 8-3.204 (e)).

Amendment – Amending the goods or services under the existing agreement to include similar types of goods and services (MMC 8-3.204 (f)) Requisition No: Department:

Project Description:

The purchase of any item utilizing any Federal Funding must comply with current applicable Circular Yes No
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Revised 1/19/2024
Other (requires detailed comments)

NEW TECHNOLOGY PURCHASES
Does the new technology meet the criteria to be reviewed by the Technology Steering and Alignment Committee (TSAC)? Yes ____ No ____
If yes, was it approved by this committee? Yes ____ No ____ Approval Name Signature Date
Requestor
Division Manager
Department Director
Chief Information Officeri
Buyer
Purchasing Manager
Director of Finance

i Information technology (IT) purchases will require Chief Information Officer Signature Buyer Comments:

Comments:
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RENEWAL PROPOSAL

FOR MODESTO POLICE

DEPARTMENT
Cloud Hosted Scheduling and Workforce
Management
Prepared by: Ian Komnenic
Account Executive
778-655-6499
[email protected]
Date Created: 12/11/2024
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Renewal Proposal for Pleasanton Police Department
InTime Solution Pricing Annual Subscription For: 487 Employees SCHEDULING MODULE ($72/emp/year) $35,064/Year
TIMEKEEPING MODULE ($36/emp/year) $17,532/Year
TIMEKEEPING TO PAYROLL MODULE $4,968/Year
CUSTOMER SUPPORT AND MAINTENANCE Included

SECURE HOSTING
Top tier cloud service provider
Automatic failover
Real time data redundancy
Included
Standard Annual Fees: $57,564
5 Year Agreement Pricing + 7% Discount
Annual Fees (01/01/2026 – 31/12/2026) $53,534
Annual Fees (01/01/2027 – 31/12/2027) $53,534
Annual Fees (01/01/2028 – 31/12/2028) $53,534
Annual Fees (01/01/2029 – 31/12/2029) $53,534
Annual Fees (01/01/2030 – 31/12/2030) $53,534
3 Year Agreement Pricing + 5% Discount
Annual Fees (01/01/2026 – 31/12/2026) $54,685
Annual Fees (01/01/2027 – 31/12/2027) $54,685
Annual Fees (01/01/2028 – 31/12/2028) $54,685
Confidential Document – Do Not Distribute without Permission 1.877.603.2830 | intime.com | [email protected] #4..
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Renewal Proposal for Pleasanton Police Department
Notes

1. All prices are in US Dollars.

2. Fees are exclusive of any and all applicable taxes and duties, including withholding taxes.

3. Payment for the subscription fee and for professional services (if any) are net thirty (30) days from date of invoice.

4. InTime’s Terms and Conditions are attached to this proposal.

5. Invoicing schedule is per the following:

Subscription Fee: Upon contract signing and annually on contract date anniversary Services and Training: On contract date
Acceptance of Terms
To indicate acceptance of the terms of this proposal, either issue InTime a purchase order referencing this proposal for the amounts indicated or sign the document on the spaces indicated below.

Both parties have read and agreed to the terms and conditions of this proposal:

Customer Organization
Name
Authorized Signature Date
InTime Services Inc.

Vendor Name Authorized Signature Date
Confidential Document – Do Not Distribute without Permission 1.877.603.2830 | intime.com | [email protected] #4..
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INTIME SERVICES INC. - SERVICES AGREEMENT - TERMS AND CONDITIONS SCOPE
A. InTime provides an application for scheduling personnel as a service delivered over the Internet ("Services") to its Customers. The application is proprietary to InTime.

B. In conjunction with such Services, InTime also provides Support to its Customers to allow them to use the Service.

C. Customer desires to obtain such Services from InTime.

1. DEFINITIONS

1.1. "Confidential Information" means information concerning any information relating to the business and technology of either party which is not generally available to third parties and which is treated by the parties, in accordance with their policies, as confidential information or a trade secret and specifically includes the Services, either parties business processes, information about either parties customers or users in any manner, shape or form or other like information. For the purposes of this Agreement, a party disclosing Confidential Information is a Discloser and the party receiving Confidential Information is a Recipient. Confidential Information does not include information which is:
a) at the time of disclosure, or thereafter becomes part of the public domain without any violation of this Agreement by the Recipient;
b) already in the Recipient’s possession before disclosure of such information to the Recipient by the Discloser;
c) following the Effective Date is furnished to the Recipient by a third party without that third party being in breach directly or indirectly of an obligation to the Discloser to keep such information secret confidential and secret; and
d) developed independently by the Recipient without use of Discloser’s Confidential Information as evidenced by reasonably detailed written records.

1.2. "Customer” means an entity or organization who wishes to obtain the Services from InTime.

1.3. "Proposal" means the document provided by InTime to Customer containing a price quote, setting out the term and if applicable, specifying applicable governing law.

1.4. "Support" means technical support provided by InTime to Customer relating to Customer's use of the Services, on a remote basis by telephone, e-mail, and fax, and optionally at the Customer’s site, and is subject to the availability of support personnel and facility infrastructure services. Such support includes problem diagnosis, consultation, dial-in diagnosis services, and problem resolution with the Support levels defined in Appendix A.

InTime Confidential and Proprietary 1
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2. SERVICES

2.1. InTime will provide the Services to Customer in accordance with applicable laws and regulation. The Services will be provided on the following basis:
a) InTime will use commercially reasonable efforts to make the Services available 24 hours a day, 7 days a week, except for:
i. planned downtime (and InTime will give Customer at least 72 hours notice of such downtime and will attempt to schedule such downtime to the extent practicable during weekend hours from 6:00 p.m. Pacific time Friday to 3:00 a.m. Pacific time Monday), or ii. any unavailability caused by circumstances beyond InTime’s reasonable control.

2.2. Under no circumstances can Customer allow other commercial entities to access the Services.

Customer is prohibited from providing or repurposing the Services to other parties in any manner, including as a service bureau or application service provider.

2.3. Violation of any of the terms of this Agreement or use of the Services in a way that breaches applicable law or regulation in any way entitles InTime to terminate this Agreement and Customer's access to the Services. InTime will give its Customers written notice of such breach. If such breach is not corrected in 30 days InTime may terminate this Agreement. PLEASE NOTE THAT INTIME STRICTLY

ENFORCES THIS POLICY AND WILL PROSECUTE ANY VIOLATION OF THIS AGREEMENT TO THE FULLEST EXTENT PERMISSIBLE BY LAW.

2.4. It is Customer's own responsibility to:
a) provide for its own access to the Internet, arrange for secure Internet access therefore and pay any service fees associated with such access;
b) be responsible for the accuracy, quality, integrity and legality of data which is processed using the Services, including the exclusion of Social Insurance Numbers (SIN) and Social Security Numbers (SSN), and of the means by which such data was acquired; c) use commercially reasonable efforts to prevent unauthorized access to or use of the Services, and notify InTime promptly of any unauthorized access or use; d) use the Services only in accordance with any documentation and applicable laws and regulations.

2.5. Customer may not use InTime trademarks such as “InTime” without the prior written permission of InTime.

2.6. No other services are provided with the Service unless agreed to otherwise by InTime and the Customer.

3. WARRANTY AND LIMITATION OF LIABILITY

3.1. SPECIFIC EXCLUSION OF OTHER WARRANTIES – THE SERVICES ARE PROVIDED "AS IS, WHERE IS" OTHER THAN AS SET OUT IN SECTION 5. INTIME DISCLAIMS ALL WARRANTIES WITH RESPECT TO

THE SERVICES WHETHER EXPRESS OR IMPLIED, INCLUDING THE IMPLIED WARRANTIES OF MERCHANTABILITY, DURABILITY AND FITNESS FOR A PARTICULAR PURPOSE. NEITHER PARTY IS

LIABLE UNDER THIS AGREEMENT FOR ANY INDIRECT, CONSEQUENTIAL, EXEMPLARY, OR InTime Confidential and Proprietary 2
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INCIDENTAL DAMAGES OR LOSS OF PROFITS RESULTING FROM THE SERVICES (OR ANY THIRD

PARTY GOODS OR SERVICES) EVEN IF IT HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. If either party is liable to the other in no event will the total aggregate liability of a party to the other exceed the fees paid by the Customer to InTime in the 90 day period preceding the date of a claim.

4. OWNERSHIP CONFIDENTIALITY AND USE LIMITATION

4.1. Ownership
a) Subject to the limited rights expressly granted under this Agreement, InTime reserves all rights, title and interest in and to the Services, including all related intellectual property rights.

No rights are granted to Customer under this Agreement other than as expressly set forth with respect to limited rights to use the Services.
b) Customer shall not (i) permit any third party to access the Services except as expressly permitted, (ii) create derivate works based on the Services, (iii) copy, frame or mirror any part or content of the Services, other than copying or framing on Customer’s own internal nonpublicly accessible networks or otherwise for Customer’s own internal business purposes, (iv) reverse engineer the Services, or (v) access the Services in order to (a) build a competitive product or service, or (b) copy any features, functions or graphics of the Services. c) As between InTime and Customer, Customer exclusively own all rights, title and interest in and to all of Customer’s data.

4.2. Confidentiality - The following terms apply to Confidential Information and the ownership thereof. a) All Confidential Information is owned by the respective parties. b) Neither party will, at any time whether before or after the termination of this Agreement, disclose, furnish, or make accessible to anyone any Confidential Information or permit the occurrence of any of the foregoing.
c) Each party will hold in confidence and not disclose any Confidential Information of the other party. All Confidential Information will be maintained in confidence by the Recipient, will not be disclosed to any person or entity in any way except as provided in this Agreement, and will be protected with the same degree of care the Recipient normally uses in the protection of its own confidential and proprietary information, but in no case with any less degree than reasonable care.
d) The Confidential Information may be disclosed by the Recipient only to those employees, directors, officers, auditors or consultants of the Recipient having the need to receive such Confidential Information for the purposes of this Agreement, provided the recipients of such Confidential Information are already bound by written confidentiality and non-disclosure obligations similar to those undertaken by the Recipient under this Agreement. The Recipient shall immediately give notice to the Discloser of any unauthorized use or disclosure of the Confidential Information. The Recipient agrees to assist the Discloser in remedying any such unauthorized use or disclosure of Confidential Information. e) To the extent the Recipient is required to disclose any Confidential Information pursuant to a valid subpoena or other applicable order by a governmental agency or judicial body or by InTime Confidential and Proprietary 3
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operation of law, the Recipient will promptly notify the Discloser in writing of the existence, terms and circumstances surrounding such disclosure (except as prohibited by law) so that the Discloser may seek a protective order or other appropriate remedy from the proper authority.

The Recipient agrees to reasonably cooperate with the Discloser in seeking such order or remedy at Disclosure’s cost and expense. The Recipient further agrees that if the Recipient is required to disclose any Confidential Information, the Recipient will furnish only that portion of the Confidential Information that is legally required and will reasonably cooperate with Disclosure’s efforts to obtain reliable, written assurances that confidential and legally compliant treatment will be accorded to such Confidential Information f) The obligations of confidence contained herein will survive termination or expiry of this Agreement.

5. REPRESENTATION AND IDEMNIFICATION

5.1. Indemnification by InTime - InTime has the right and all necessary permissions to provide the Services to the Customer. In the event of the breach of this representation, InTime shall defend Customer against any claim, demand, suit, or proceeding ("Claim") made or brought against Customer by a third party alleging that the use of the Services infringes or misappropriates the intellectual property rights of a third party, and shall indemnify Customer for any damages finally awarded against, and for reasonable attorney’s fees incurred by, Customer in connection with any such Claim; provided, that Customer (a) promptly gives InTime written notice of the Claim; (b) gives InTime sole control of the defense and settlement of the Claim; and (c) provides to InTime all reasonable assistance, at InTime’s expense.

5.2. Exclusive Remedy - This Section 5 states InTime's sole liability to, and Customer's exclusive remedy against InTime for any type of Claim described in this Section.

6. TERM

6.1. Term – This Agreement is the term set out in the Proposal. If not stated in the Proposal, it will be for a yearly term. It will renew for successive terms on mutual written agreement. Customer may terminate this Agreement at any time without cause upon 30 days notice.

6.2. Termination - This Agreement shall terminate in each of the following events:
a) at the option of either party if the other party materially defaults in the performance or observance of any of its obligations hereunder and fails to remedy the default within 30 days after receiving written demand therefore; or
b) immediately, at the option of the non-breaching party if either party breaches section 4.1(b) or

4.2 of this Agreement; or
c) at the option of either party if the other party becomes insolvent or bankrupt or makes an assignment for the benefit of creditors, or if a receiver or trustee in bankruptcy is appointed for the other party, or if any proceeding in bankruptcy, receivership, or liquidation is instituted against the other party and is not dismissed within 30 days following commencement thereof or
d) on the occurrence of the events set out in section 7.3 InTime Confidential and Proprietary 4
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provided that the right of termination shall be in addition to all other rights and remedies available to the parties for default or wrong-doing by the other.

6.3. Suspension of Obligations – If either party should default in the performance or observance of any of its obligations, then, in addition to all other rights and remedies available to the non-defaulting party, following the default and expiration of an applicable cure period, the non-defaulting party may suspend performance and observance of any or all its obligations under this Agreement, without liability, until the other party's default is remedied.

6.4. Refund for Termination of Agreement for cause – If this Agreement is terminated for cause by Customer, then InTime shall refund Customer any prepaid fees covering the remainder of the term of all subscriptions after the effective date of termination. Upon any termination for cause by InTime, Customer shall pay any unpaid fees covering the remainder of the term after the effective date of termination. In no event shall any termination relieve Customer of the obligation to pay any fees payable to InTime for the period prior to the effective date of termination.

6.5. Return of Customer Data – Following termination of the Agreement, InTime will provide read-only access to Customer's data for a period of six months without charge. After such period, InTime shall have no obligation to maintain or provide any of Customer’s data and may, unless legally prohibited, delete all of Customer’s data in InTime’s systems or otherwise in InTime’s possession or control.

7. GENERAL

7.1. This Agreement and the Proposal contain the whole agreement between InTime and Customer relating to the Services.

7.2. InTime may assign this Agreement in connection with a merger, amalgamation or corporate reorganization involving InTime, or in connection with the sale of all or substantially all the assets of InTime or to an affiliate or wholly-owned subsidiary of InTime.

7.3. Upon 30 days notice to Customer, InTime reserves the right at all times to vary the conditions of this Agreement or change the operation of the Services. If Customer does not agree to such variation or changes, Customer may terminate this Agreement without penalty to either party.

7.4. InTime reserves the right to suspend the Services for repair, maintenance, and/or upgrade work.

Unless InTime cannot do so for security or other reasons beyond our reasonable control, InTime will give Customer reasonable notice of such suspension.

7.5. Unless otherwise specified in a Proposal this Agreement is governed by the laws of the . All disputes arising out of or in connection with this Agreement shall be referred to and finally resolved by arbitration or mediation under the rules of the Arbitration The place of arbitration of mediation shall be

7.6. The parties acknowledge that each is an independent contractor and nothing in this Agreement constitutes a joint venture or partnership and neither party has the right to bind nor act for the other as agent or in any other capacity.

InTime Confidential and Proprietary 5
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Appendix A – Support Level Definition
All Customer requests for Support shall be managed as described below. The degree of InTime’s responsiveness (“Severity”) shall be based on the nature of the initial Customer Support request. The Customer will always make every effort to respond in a timely fashion to requests from InTime for assistance in providing Support.
“Normal Support Hours” are 6:00 AM through 5:00 PM (Pacific Time), Monday through Friday, excluding statutory holidays.

Critical Severity Available: 24 hours/day, 7 days/week, via special toll-free number in North America.

Description: A Customer detected critical Software error that renders the entire live InTime production system, or an essential part of it, inoperable or “down”.

Initial Response: All support requests will be dispatched with call details and problem description within 5 minutes of receipt of support request. During Normal Support Hours, warm transfer immediate response if an InTime Support representative is available, otherwise a callback response within 15 minutes average, one (1) hour maximum. Outside of Normal Support Hours a callback response within eight (8) hours average, sixteen (16) hours maximum.

Resolution Response: Once an InTime Support representative has made contact with the customer regarding the support request, InTime will work continuously to return the InTime production system to normal “up” operation, with an average resolution time of not more than eight (8) hours.

Chargeable Service: If the Critical Severity support service is used by the Customer for non-critical support, then the service is chargeable at InTime’s current hourly support service rates.

High Severity Available: Normal Support Hours
Description: A Customer detected non-critical Software error in a module of the live InTime production system, which seriously impairs system operation but does not render it “down”. Noncritical Software errors exclude cosmetic, documentation, or reporting problems, and also questions regarding the operation of the software, its installation or training.

Initial Response: During Normal Support Hours, immediate response if an InTime Support representative is available, otherwise a callback response within two (2) hours. However, if the request is made within the last hour of the day or after the close of day, then within the first two (2) hours of the next Normal Support Hours day.

Resolution Response: InTime will work continuously to restore system operation within Normal Support Hours.

Normal Severity Available: Normal Support Hours
Description: All other Support requests not described above.

Initial Response: During Normal Support Hours, immediate response if an InTime Support representative is available, otherwise a callback response within four (4) hours. However, if the request is made within the last four hours of the day or after the close of day, then within the first four (4) hours of the next Normal Support Hours day.

Resolution Response: InTime will correct documentation errors in upcoming releases of the documentation.

InTime will provide Software error corrections in the course of its standard development and upgrade methodology for the Software.

InTime Confidential and Proprietary 6
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FINANCIAL INTEREST DISCLOSURE
Any contract award to result from this IFB process and Bidder’s submission of a Bid therewith will require approval by a majority vote of the City of Modesto’s City Council. In order to have full transparency in any City of Modesto commercial actions, the City Council may not approve an agreement between the City and the Bidder until all person with a direct or indirect financial interest of greater than $2,000 in the Bidder are identified by name.

Bidder must therefore complete this Financial Interest Disclosure Form, listing by name all parties that have a material financial interest in the agreement, contract or development right.

PLEASE NOTE, any Council action that requires a Financial Interest Disclosure cannot be considered by the City Council until the required reporting is made. That means that City Council agenda items without the disclosure will be removed from the Council agenda.

Financial Interest Disclosure to City of Modesto
The Bidder shall identify any person with a financial interest in the Bidder by name, below.

For the purposes of this disclosure, a “Financial Interest” shall have the meaning contained in Modesto Municipal Code section 2-10.02.

Persons having an aggregate economic interest in the Bidder less than two thousand dollars ($2,000.00) at all times prior to final Council action of the proposed contract are not required to be listed on the Financial Interest Disclosure.

Notwithstanding the foregoing, a Financial Interest Disclosure is not required for a Bidder meeting the financial criteria for listing on the New York or the Pacific Stock exchanges unless it is reasonably foreseeable that a City Council decision will increase or decrease that entity's gross revenues or expenses by one million dollars ($1,000,000) or more and the requirements of Modesto Municipal Code Section 2-10.03(h) are satisfied.

It is the legal obligation of all applicants for approval of an agreement or of an application for development rights to verify in writing, under penalty of perjury, that the identity of each person having a material financial interest in the Bidder is true, correct and complete. By signing below, the applicant understands that this information is provided under penalty of perjury, and that intentionally supplying misinformation or deception may result in either invalidation of the agreement or application, or criminal prosecution for misdemeanor violation of the Modesto Municipal Code, or both. Negligent provision of misinformation shall be grounds for invalidation. In accordance with the Modesto Municipal Code, each applicant has a continuing obligation to maintain the truth, accuracy and completeness of the financial interest disclosure information provided below until after final consideration by the City Council of any matter arising out of or relating to the agreement or application. #4..
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Print Names of Persons Having a Financial Interest in Bidder Receiving this Agreement:

First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
First Name, Last Name
By signing this document, I agree to the information contained within.

Bidder Company Name:

Name of Bidder Signatory:

Signature of Bidder Representative:
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

May 12, 2025
Date: April 18, 2025
TO: Safety and Communities Committee
Jeremiah Williams, Chair
Chris Ricci, Vice-Chair
Rosa Escutia-Bratton, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Brandon Gillespie, Chief of Police
SUBJECT: California Violence Intervention and Prevention (CalVIP) Grant Program Application
CONTACT: Christopher Adams, Captain, [email protected], 209-572-9500 DESCRIPTION:

Consider the submission of a Grant Application for the California Violence Intervention and Prevention (CalVIP) Grant Program to the Board of State and Community Corrections for up to $2 million in grant funds and forwarding to Council for approval. (Funding Source: Police Grant Funds)
STRATEGIC PLAN ELEMENT:

This action supports the City of Modesto 2020-2025 Strategic Plan focus on quality of life under Goal A: Improve Community Safety.

BACKGROUND:

Formerly known as the California Gang Reduction, Intervention & Prevention (CalGRIP) Grant Program, the State Legislature established the California Violence Intervention and Prevention (CalVIP) Grant Program in Fiscal Year (FY) 2017-18. CalVIP encouraged jurisdictions to develop local approaches that would meet the diverse needs of each community. In 2019, the CalVIP grant was codified as the Break the Cycle of Violence Act (Chapter 735, Statutes of 2019) and established the authority and duties of the Board of State and Community Correction (BSCC) to administer CalVIP, including the selection criteria for grants and reporting requirements to the Legislature.

Historically, CalVIP has received approximately $9 million each year. In 2021, the state Budget Act provided a one-time augmentation of $200 million across three fiscal years to enhance CalVIP (FY 2021-22, 2022-23, 2023-24).
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Safety and Communities Committee, May 12, 2025
California Violence Intervention and Prevention (CalVIP) Grant Program Application

The City of Modesto was awarded $2,215,217 for the BSCC CalVIP grant in July of 2022.

Funding for this current grant will end on December 31, 2025. Applications are now open for Cohort 5 with proposals due August 18, 2025.

Eligible applicants for the CalVIP Cohort 5 Grant include cities that are “disproportionately impacted by community gun violence” and community-based organizations that serve the residents of those cities. For city applicants, either the city itself or a department within the city may serve as the applicant. For the purposes of the CalVIP grant program, a city is considered disproportionately impacted by violence if any one of the following three criteria are met:
(1) The city experienced 20 or more homicides per calendar year during two (2) or more of the three (3) calendar years immediately preceding the grant application. Modesto does not qualify under this criterion.
(2) The city experienced 10 or more homicides per calendar year and had a homicide rate that was at least 50% higher than the statewide homicide rate during two (2) or more of the three (3) calendar years immediately preceding the grant application.

Modesto does not qualify under this criterion.
(3) The applicant otherwise demonstrates a unique and compelling need for additional resources to address the impact of community gun violence in the applicant’s community. (Pen. Code, § 14131(e)) A “unique and compelling need,” as defined by the CalVIP Executive Steering Committee, includes cities that: “Are ranked in the top 25 percent statewide for assault with a firearm rate, and experienced at least 25 assaults with a firearm incidents during two (2) or more of the three (3) years immediately preceding the grant application.” Modesto qualifies under this criterion.

Successful proposals will be funded for a three-year grant project service period commencing on January 1, 2026, and ending on December 31, 2028. An additional six (6) months (January 1, 2026, through June 30, 2029) will be included in the term of the contract for the sole purposes of finalizing and submitting a required local evaluation report and financial audit. The total grant agreement term will be January 1, 2026, to June 30, 2029.

DISCUSSION:

The Police Department is seeking approval to apply for the CalVIP grant Cohort 5 program to improve public health and safety in Modesto by supporting effective violence reduction initiatives, particularly to combat group-member involved homicides, shootings, and aggravated assaults. In adherence with the purpose of the CalVIP grant program and in conjunction with community-based organizations and other public agencies, the Police Department will work to support, expand and replicate evidence-based violence reduction initiatives that shall be primarily focused on providing violence intervention services to a small segment of the population that has been identified as having the highest risk of perpetrating or being victimized by violence in the near future.

For the last Cohort of CalVIP grant funding, the Police Department focused its efforts based on analysis of crime data, the area south of Kansas Ave, north of the Tuolumne River, west of Hwy 99 and east of S Carpenter Rd was identified as the target area. The Police Department is currently evaluating the data to identify where the target population will focus the efforts in this Cohort of Funding.
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Safety and Communities Committee, May 12, 2025
California Violence Intervention and Prevention (CalVIP) Grant Program Application

The Police Department plans to build upon that already highly successful Project SUCCESS (Serving and Understanding our Community with Compassion and Education for Safer Streets).

Since its launch in July 2022, Project SUCCESS has delivered transformative results in youth engagement and community-police relationships across Modesto. All deliverables outlined in the original proposal have been completed, with notable success in fostering early intervention and trust-building initiatives.

At the heart of the program is the Student Engagement Officer (SEO)—a dedicated position focused on mentorship, wellness, and resilience. Through the flagship 10K With a Cop program, more than 1,200 students across 16 schools participated in weekly sessions during the 2023–24 school year. These sessions integrated fitness, character-building, and social-emotional learning, culminating in a citywide run/walk event that brought together students, families, and officers. The program is set to expand to 22 schools in 2024–25.

The SEO also facilitated high-impact outreach such as the Healthy Room Project, refurbishing bedrooms for at-risk youth, and coordinated with partners like the DBproject (distributing 300+ pairs of shoes) and Bread of Life (providing food to families in need). Collaborative events with Parks and Recreation, including Park Play Pop-Ups and sports nights, further strengthened informal connections between youth, families, and officers.

Programs like No One Eats Alone and 10 Minutes to Win It have helped reduce bullying and social isolation through structured, positive engagement with law enforcement. At Mark Twain Junior High School, where the SEO is embedded, the results are clear:
 Suspensions decreased by 55%, from 11.08% to 5%
 Physical altercations dropped 74%, from 162 to 42 incidents  Attendance rose from 87.34% to 93.15%
 Mental health referrals fell by 35%
 Law enforcement calls dropped 51%, from 54 to 26
These outcomes demonstrate how early intervention, and sustained engagement can reshape school culture and student outcomes. In recognition of its impact, Project SUCCESS received the 2024 Helen Putnam Award for Excellence, a statewide honor acknowledging innovation and excellence in city programming.

As a result, since the implementation of the CalVIP grant, violent crime in the target area has experienced a significant reduction. During the period from July 1, 2021, to June 30, 2022 (prior to grant implementation), the total number of violent crimes in the target population was 192. By the end of the most recent reporting period, spanning July 1, 2023, to June 30, 2024, that number had decreased to 166. This represents an overall reduction of approximately 13.54%.

In Cohort 5, we plan to expand on the strong foundation established through Project SUCCESS by adopting a more holistic, community-wide approach. While youth engagement will remain a key focus, our strategy will go beyond the school campus to address the needs of the whole family and the whole neighborhood. We recognize that long-term safety and well-being are rooted in strong, connected communities. This next phase will emphasize intergenerational support, trauma-informed outreach, and wraparound services that engage parents, siblings, and neighbors—creating a comprehensive network of care and prevention that uplifts entire communities, not just individuals.
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Safety and Communities Committee, May 12, 2025
California Violence Intervention and Prevention (CalVIP) Grant Program Application

The Police Department is in the initial stages of identifying partner agencies for this effort but has begun discussion or will be reaching out to:
 Modesto City Schools
 Boy and Girls Club of Stanislaus County
 Behavioral Health and Recovery Services - Stanislaus County  Parks and Recreation Department
 Stanislaus County Probation Department
 Housing Authority of the County of Stanislaus
 Family Justice Center of Stanislaus County
 Sierra Vista Child and Family Services
 Stanislaus Community Foundation
 Opportunity Stanislaus
 King Kennedy Center
These partners, and any others identified moving forward, are critical to the success of the program put in place locally.

FISCAL IMPACT:

The maximum grant amount available to each eligible entity is set by the BSCC at $2 million. It is important to note that this grant requires at least a 50 percent (50%) pass through to at least one (1) of either a non-governmental, community-based organization and/or public agencies that are not law enforcement whose primary mission is violence prevention or community safety.

If the city designates this type of department or agency as the applicant entity, this requirement will be automatically met. Funds paid to professional grant management organizations, consulting firms, auditors, and evaluators do not count toward meeting this pass-through obligation.

This awarded amount is for the entire length of the grant and has no match requirement. There will be no fiscal impact to the City and all programs will be covered by the grant.

If grant funding is awarded by BSCC, staff will return to Council to accept the terms of the grant and a full outline of the grant funds.

RECOMMENDED COMMITTEE ACTION:

Staff Recommendations:

Motion recommending the submission of a Grant Application for the California Violence Intervention and Prevention (CalVIP) Grant Program to the Board of State and Community Corrections for up to $2 million in grant funds and forwarding to Council for approval. #5..
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Safety and Communities Committee, May 12, 2025
California Violence Intervention and Prevention (CalVIP) Grant Program Application

Approved by:

Brandon Gillespie, Chief of Police
Joseph P. Lopez, City Manager
Attachments:

1. Board of State and Community Corrections California Violence Intervention and Prevention (CalVIP) Grant Program Request for Proposals #5..
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California Violence Intervention & Prevention
CalVIP Grant Program
Cohort 5
Request for Proposals
***Revised March 12, 2025***
Please see updated Eligibility Criteria for CBO Applicants, pages 12-13 Eligible Applicants: Cities, Counties and Tribes
Disproportionately Impacted by Community Gun Violence and the Community-Based Organizations that Serve Them
Grant Term: January 1, 2026 to June 30, 2029
(includes 3-year service delivery and six months for evaluation and audit) RFP Released: February 14, 2025
Non-Binding Letters of Intent Due: March 14, 2025
Proposals Due: August 18, 2025
California Board of State and Community Corrections
www.bscc.ca.gov
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Table of Contents
PART I: GRANT INFORMATION ................................................................................... 1 Questions About the Grant ........................................................................................... 1 Background and Purpose of the Grant ......................................................................... 1 BSCC Executive Steering Committee Process ............................................................ 2 Proposal Due Date and Submission Instructions ......................................................... 3 Planning to Apply? How to Submit a Letter of Intent .................................................... 4 Want to Learn More About the CalVIP Grant? ............................................................. 5 Grant Period ................................................................................................................. 6 Eligibility to Apply.......................................................................................................... 6 Eligibility Criteria for Community-Based Organization Applicants............................... 12 Subcontracting and Fiscal Sponsors .......................................................................... 13 Funding Information.................................................................................................... 15 Project Description ..................................................................................................... 22 Using the Principles of Evidence-Based Practice....................................................... 24 Organizational Capacity and Coordination ................................................................. 25 Data Collection, Reporting and Evaluation Requirements.......................................... 26 Additional BSCC Grant Requirements........................................................................ 28 Overview of the RFP Process .................................................................................... 33 PART II: PROPOSAL INSTRUCTIONS ....................................................................... 37 Proposal Narrative and Budget Guidelines................................................................. 37 PART III: APPENDICES & ATTACHMENTS ............................................................... 44 Appendix A: CalVIP Cohort 5 Executive Steering Committee Membership................ 45 Appendix B: BSCC’s Crime Data Analysis ................................................................. 46 Appendix C: Cities, Counties, and Tribal Governments Eligible for CalVIP Funding.. 47 Appendix D: City and County Population Indexes ...................................................... 52 Appendix E: Glossary of Key Terms and Resources.................................................. 55 Appendix F: Level One Evaluation Requirement........................................................ 63 Attachment A: CalVIP Project Budget Template ........................................................ 67 Attachment B: CalVIP Project Work Plan ................................................................... 75 Attachment C: Criteria and Assurance for Non-Governmental Organizations that Receive BSCC Grant Funds as a Subcontractor........................................................ 77 Attachment D: Certification of Compliance with BSCC Policies Regarding Debarment, Fraud, Theft and Embezzlement ................................................................................ 79 Attachment E: Sample Governing Board Resolution.................................................. 80 #5..
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CONFIDENTIALITY NOTICE
All documents submitted as part of the California Violence Intervention and Prevention Grant Program proposal are public documents and may be subject to a request pursuant to the California Public Records Act. The BSCC cannot ensure the confidentiality of any information submitted in or with this proposal. (Gov. Code, §§ 6250 et seq.)
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PART I, Page | 1
PART I: GRANT INFORMATION
Updated and Re-Posted March 12, 2025
Please see revised Eligibility Criteria for Community-Based Organization Applicants, pages 12-

13. Added language appears in bold underline. Deleted language appears in strikethrough and within square brackets [example].

Questions About the Grant
This Request for Proposal (RFP) provides the necessary information to submit a CalVIP proposal to the BSCC. The BSCC staff cannot assist the applicant or its partners with the actual preparation of the proposal. Any technical questions concerning the RFP, the proposal process, or programmatic issues must be submitted by email to: [email protected] The Board of State and Community Corrections (BSCC) will accept and respond to written questions about this RFP until August 8, 2025. A frequently asked questions and answers (FAQ) document will be posted to the BSCC website and periodically updated through August 14, 2025.

Background and Purpose of the Grant
Formerly known as the California Gang Reduction, Intervention & Prevention (CalGRIP) Grant Program, the State Legislature established the California Violence Intervention and Prevention (CalVIP) Grant Program in Fiscal Year (FY) 2017-18. CalVIP encouraged jurisdictions to develop local approaches that would meet the diverse needs of each community. In 2019, the CalVIP grant was codified as the Break the Cycle of Violence Act (Chapter 735, Statutes of 2019) and established the authority and duties of the BSCC to administer CalVIP, including the selection criteria for grants and reporting requirements to the Legislature. The BSCC has now administered four rounds of CalVIP funding, providing more than $250 million toward local violence intervention and prevention efforts.

Assembly Bill (AB) 762 (Chapter 241, Statutes of 2023) made additional changes to the CalVIP program, specifying that the purpose of the program is to support effective community gun violence reduction initiatives in communities that are disproportionately impacted by community gun violence. It expands the CalVIP program to include counties that have within their jurisdiction one or more cities disproportionately impacted by community gun violence and tribal governments. Up to now, the grant has been available only to California cities and the community-based organizations that serve them. AB 762 increases the maximum grant amount to $2.5 million per year and requires BSCC to make at least 20 percent of a grantee’s total award available at the start of the grant period.

Historically, the CalVIP program has been funded by the General Fund, at $9 million per year, with several one-time augmentations. Commencing July 1, 2024, Assembly Bill 28 (Chapter 231, #5..
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Statutes of 2023), also known as the Gun Violence Prevention and School Safety Act, imposes an excise tax in the amount of 11 percent of the gross receipts from the retail sale in California of a firearm, firearm precursor part, and ammunition. Revenues collected from this fund will be deposited in the Gun Violence Prevention and School Safety Fund and the first $75 million available in the fund, or as much of that amount as is available, shall be continuously appropriated annually to BSCC for the CalVIP Grant Program.

Mental Health to Frontline Workers and their Families
Additionally, AB 762 authorizes the BSCC to reserve up to five percent of CalVIP funds annually for the purpose of supporting programs and activities designed to build and sustain capacity in the field of community gun violence intervention and prevention. It includes provisions allowing these funds to be used for mental health support and other services in order to recruit, retain, and sustain frontline professionals, and mental health services or financial assistance to families of professionals killed or injured in their work. The CalVIP Executive Steering Committee has set aside a portion of the five percent, in the amount of $2 million, for this mental health component.

These funds may be used to support supplemental mental health support and other services for frontline professionals and their families. Frontline professionals are defined as employees of community-based organizations working directly with the target population. These funds may be used for the following types of activities: teambuilding activities, staff retreats, counseling services or support groups, and/or digital tools such as teletherapy platforms, mental health apps, digital therapeutics, text-based helplines, and virtual reality therapy. Before expending these supplemental funds, grantees will be required to submit a plan and receive approval from BSCC.

Applicants interested in receiving a portion of these supplemental mental health funds will be prompted to check the appropriate box in the Submittable Application Portal. Once the results of the competitive process are finalized, the $2 million will be allocated across all successful applicants. It is estimated that each grantee will receive up to approximately 1.5 percent of their total grant award.

BSCC Executive Steering Committee Process
To ensure successful program design and implementation, the BSCC uses Executive Steering Committees (ESC) to inform decision making related to the Board’s programs. The BSCC’s ESCs are composed of subject matter experts, community partners, and interested parties representing both the public and private sectors. The BSCC makes every attempt to include a diverse representation on its ESCs, in breadth of experience, geography and demographics.

ESCs are convened and approved by the BSCC Board as the need arises to carry out specified tasks, including the development of RFPs for grant funds. Not only do the ESCs develop RFPs, but members of the ESC also read and rate the proposals submitted by prospective grantees. #5..
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Once the proposal evaluation process is complete, ESCs submit grant award recommendations to the BSCC Board and the Board then approves, rejects or revises those recommendations.

Members of the ESCs are not paid for their time but are reimbursed for travel expenses incurred to attend meetings.

The CalVIP ESC includes a cross-section of subject matter experts on community engagement, prevention and intervention programs, law enforcement strategies, and rehabilitation and reentry, including individuals who have been impacted by the criminal justice system. A list of CalVIP ESC members can be found in Appendix A.

Conflicts of Interest
Existing law prohibits any grantee, subgrantee, partner, or like party who participated on the above referenced CalVIP ESC from receiving funds from the CalVIP grants awarded under this RFP. Applicants who are awarded grants under this RFP are responsible for reviewing the CalVIP ESC membership roster and ensuring that no grant dollars are passed through to any entity represented by any member of the CalVIP ESC.

Proposal Due Date and Submission Instructions

READ THIS ENTIRE RFP DOCUMENT PRIOR TO INITIATING THE RFP PROCESS The CalVIP Grant Program Proposal Package submission is available through an online portal submission process. Applicants must submit proposals through the BSCC Submittable Application Portal by 5:00 P.M. on August 18, 2025.

IMPORTANT: Please allow sufficient time to begin and submit your proposal. Be advised that completing the proposal and uploading the required documents into the Submittable Application Portal may take a significant amount of time. If the BSCC does not receive a submission by 5:00 p.m. (PST) on August 18, 2025, the proposal will not be considered for funding. Applicants are strongly advised to submit proposals in advance of the due date and time to avoid disqualification.

Submission Instructions
This RFP Instruction Packet contains all the necessary information to successfully complete and submit the CalVIP Grant Proposal.

Proposals for the CalVIP Grant must be submitted through the BSCC Submittable Application Portal. The BSCC Submittable Application Portal, CalVIP Grant Application, and all required attachments are available on the BSCC website.
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The CalVIP RFP is accessible by clicking the “Click here to Submit; Powered by Submittable” button located on the CalVIP Homepage at: https://www.bscc.ca.gov/s_cpgpcalvipgrant/. You will be prompted to create a free Submittable account and log-in (or sign into an existing account) prior to accessing the online RFP.

After an account is established, applicants may proceed with the submission process. As part of the online BSCC Submittable process, applicants will be required to download several mandatory forms that must be completed and uploaded at specific prompts within the BSCC Submittable Application Portal prior to submission, to include:

1. Budget Attachment

2. Project Work Plan

3. Grantee Assurance for Non-Governmental Organizations and Independent Contractors Receiving BSCC Funds as a Subcontractor

4. Certification of Compliance with BSCC Policies on Debarment, Fraud, Theft, and Embezzlement

5. Governing Board Resolution – (required post-award, not for proposal submission) Note: To save any changes made to an application in the Submittable Application Portal, you must click the “Save Draft” button at the end of the proposal page. In addition, most of the fields within the RFP require information to be entered; therefore, the system will not allow proposal submission if all mandatory fields are not completed. Once you have successfully submitted the proposal through the BSCC Submittable Application Portal, you will receive an email acknowledging your proposal has been received.

Having Technical Issues?
If you experience technical difficulties with submitting your proposal through the Submittable Application Portal, you should submit a Help Ticket through Submittable, as BSCC does not control that site. Also please email the BSCC at: [email protected] and/or call the BSCC main line at (916) 445-5073 and ask to speak to someone about the CalVIP RFP process. Be advised that applicants contacting Submittable and/or the BSCC on the due date may not receive timely responses.
*Please allow sufficient time for Submittable and BSCC to provide technical assistance.* Planning to Apply? How to Submit a Letter of Intent
Applicants interested in applying for a CalVIP grant are asked (but not required) to submit a nonbinding letter indicating their intent to apply. These letters will aid the BSCC in planning for the proposal evaluation process.

There is no formal template for the letter. Please submit the letter in Microsoft Word or as a PDF and include the following information:
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1. Name of the applicant entity;

2. Name of a contact person; and

3. A brief statement indicating the applicant’s intent to submit a proposal.

Please submit Letters of Intent via email to [email protected] by Friday, March 14, 2025.

Please identify the email subject line as “CalVIP Letter of Intent.” Failure to submit a Letter of Intent is not grounds for disqualification, nor will prospective applicants that submit a Letter of Intent and decide later not to apply be penalized.

Want to Learn More About the CalVIP Grant?
Prospective applicants are invited to attend a virtual Grant Information Session. Attendance at the virtual information session is not a requirement.

The purpose of the CalVIP Grant Information Session is to answer technical questions from prospective applicants and provide clarity on RFP instructions. Topics may include, but are not limited to proposal submission instructions, eligibility, funding, budgeting, and reporting requirements. There is no preference given to applicants who attend the Grant Information Session. Details are listed below:

Virtual Grant Information Session
for Prospective CalVIP Cohort 5 Applicants
March 11, 2025
9:00 AM to 11:00 AM
Public access options for this meeting include:
• Join by Zoom: https://us02web.zoom.us/s/87092846649
• Call In: US: +16699009128, 87092846649# or +16694449171, 87092846649#
• Webinar ID: 870 9284 6649
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Grant Period
Proposals selected for funding will be under agreement from January 1, 2026 to June 30, 2029.

This includes a three-year grant project service delivery period starting on January 1, 2026 and ending on December 31, 2028. An additional six months (January 1, 2029 to June 30, 2029) will be included in the term of the grant agreement for the sole purposes of finalizing and submitting a required Local Evaluation Report and a required audit (both described later in this RFP).

A visual illustration of the grant agreement period is provided below:

Delivery of Grant-Funded Services Evaluation & Audit
Year 1 Year 2 Year 3 6 Months
January 1, 2026 to
December 31, 2026
January 1, 2027 to
December 31, 2027
January 1, 2028 to
December 31, 2028
January 1, 2029 to
June 30, 2029
Service delivery and
data collection.

Service delivery and
data collection.

Service delivery and
data collection.

Completion of a:
▪ Local Evaluation Report
▪ Program Compliance Audit
Only expenses related to
evaluation and audit efforts may
be incurred in this period.

Eligibility to Apply
Applicants eligible to apply for the CalVIP Cohort 5 funding fall into four categories:

1. Cities that are “disproportionately impacted by violence” (listed in Table 1 below).

2. Counties that have one or more cities disproportionately impacted by violence within their jurisdiction (listed in Table 2 below).

3. Tribal governments located within the identified counties (listed in Table 3 below).

4. Community-based organizations that serve the residents of the cities and/or tribal governments identified in Tables 1 and 3.
(Pen. Code, § 14131, subd. (b).)
For city and county applicants, either the city or county itself or a department within the city or county may serve as the applicant.
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For tribal government applicants, the tribe must be the applicant.

CBO applicants must meet specific eligibility criteria, listed on page 12.

Eligible applicants may not submit more than one proposal (i.e., BSCC will only accept one application per eligible city, county, tribe or CBO).

Disproportionately Impacted by Violence: Definitions
For purposes of the CalVIP grant program, a city is disproportionately impacted by community gun violence if any of the following criteria are true:

1. The city experienced 20 or more homicides per calendar year during two or more of the three calendar years immediately preceding the grant application for which the Department of Justice has available data.

2. The city experienced 10 or more homicides per calendar year and had a homicide rate that was at least 50 percent higher than the statewide homicide rate during two or more of the three calendar years immediately preceding the grant application for which the Department of Justice has available data.

3. An applicant otherwise demonstrates a unique and compelling need for additional resources to address the impact of community gun violence in the applicant’s community.

A “unique and compelling need,” as defined by the CalVIP ESC is:

The city is ranked in the top 25 percent for assault with firearm rate statewide and had at least 25 assaults with firearm incidents during two (2) or more of the three (3) calendar years immediately preceding the grant application.

Refer to Appendix B for a summary of BSCC’s Crime Data Analysis.

Refer to Appendix C for a full list of the Cities, Counties and Tribal Governments Eligible for CalVIP Funding.

Refer to Appendix D for Eligible City and County Population Indexes.

Table 1 identifies the sixty-three (63) cities that meet one (1) or more of the above three (3) criteria. These cities and any CBO that serves the residents of these cities are eligible to apply.

The CBO need not be physically located inside the city limits in order to be eligible. #5..
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Table 1. Cities Eligible to Apply for CalVIP Funding*
City Criteria 1
20 or more
homicides per
calendar year
Criteria 2
10 or more
homicides per
calendar year
Criteria 3
top 25 percent for assault with
firearm rate and at least 25
assaults with firearm incidents
1 Adelanto X
2 Anaheim X
3 Antioch X X
4 Atwater X
5 Bakersfield X X X
6 Banning X
7 Barstow X
8 Bell X
9 Bellflower X
10 Carson X
11 Cathedral City X
12 Chico X
13 Colton X
14 Commerce X
15 Compton X X X
16 Corcoran X
17 Cudahy X
18 Delano X
19 Desert Hot
Springs
X
20 Fresno X X X
21 Gardena X
22 Hawthorne X
23 Huntington Park X
24 Indio X
25 Inglewood X X
26 Lakewood X
27 Lancaster X X X
28 Lemon Grove X
29 Lompoc X
30 Long Beach X X X
31 Los Angeles X X X
32 Lynwood X
33 Maywood X
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Table 1. Cities Eligible to Apply for CalVIP Funding*
City Criteria 1
20 or more
homicides per
calendar year
Criteria 2
10 or more
homicides per
calendar year
Criteria 3
top 25 percent for assault with
firearm rate and at least 25
assaults with firearm incidents
34 Merced X
35 Modesto X
36 Montclair X
37 Montebello X
38 Norwalk X
39 Oakland X X X
40 Palm Springs X
41 Palmdale X
42 Paramount X
43 Pico Rivera X
44 Pittsburg X
45 Pomona X X
46 Porterville X
47 Richmond X
48 Sacramento X X X
49 San Bernardino X X X
50 San Diego X X
51 San Francisco X X
52 San Jose X X
53 Sanger X
54 Santa Ana X
55 Santa Maria X
56 Selma X
57 South Gate X
58 Stockton X X X
59 Tulare X
60 Vallejo X X X
61 Victorville X X
62 Visalia X X
63 Yuba City X
* CBOs that serve the residents of these cities are also eligible to apply. #5..
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Table 2 identifies the twenty-one (21) counties that have one or more cities that meet (1) or more of the three (3) disproportionately impacted by community gun violence criteria. These counties are eligible to apply for CalVIP funding.

Table 2. Counties Eligible to Apply for CalVIP Funding
County
1 Alameda County
2 Butte County
3 Contra Costa County
4 Fresno County
5 Kern County
6 Kings County
7 Los Angeles County
8 Merced County
9 Orange County
10 Riverside County
11 Sacramento County
12 San Bernardino County
13 San Diego County
14 San Francisco County
15 San Joaquin County
16 Santa Barbara County
17 Santa Clara County
18 Solano County
19 Stanislaus County
20 Sutter County
21 Tulare County
Table 3 identifies the forty-seven (47) tribal governments physically located in the counties that have one or more cities that meet (1) or more of the three (3) disproportionately impacted by community gun violence criteria. These tribal governments and any CBO that serves these tribes are eligible to apply for CalVIP funding.

Table 3. Tribal Governments Eligible to Apply for CalVIP Funding* Tribal Government
1 Agua Caliente Band of Cahuilla Indians of the Agua Caliente Indian Reservation, California 2 Augustine Band of Cahuilla Indians, California
3 Berry Creek Rancheria of Maidu Indians of California
4 Big Sandy Rancheria of Western Mono Indians of California 5 Buena Vista Rancheria of Me-Wuk Indians of California #5..
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Table 3. Tribal Governments Eligible to Apply for CalVIP Funding* Tribal Government
6 Cabazon Band of Cahuilla Indians
7 Cahuilla Band of Indians
8 California Valley Miwok Tribe, California
9 Campo Band of Diegueno Mission Indians of the Campo Indian Reservation, California 10 Capitan Grande Band of Diegueno Mission Indians of California (Barona Group of Capitan Grande Band of Mission Indians of the Barona Reservation, California) 11 Capitan Grande Band of Diegueno Mission Indians of California 12 Capitan Grande Band of Diegueno Mission Indians of California: Viejas (Baron Long) Group of Capitan Grande Band of Mission Indians of the Viejas Reservation, California 13 Chemehuevi Indian Tribe of the Chemehuevi Reservation, California 14 Cold Springs Rancheria of Mono Indians of California 15 Enterprise Rancheria of Maidu Indians of California
16 Ewiiaapaayp Band of Kumeyaay Indians, California
17 Fort Mojave Indian Tribe of Arizona, California & Nevada 18 Iipay Nation of Santa Ysabel, California
19 Inaja Band of Diegueno Mission Indians of the Inaja and Cosmit Reservation, California 20 Jamul Indian Village of California
21 La Jolla Band of Luiseno Indians, California
22 La Posta Band of Diegueno Mission Indians of the La Posta Indian Reservation, California 23 Los Coyotes Band of Cahuilla and Cupeno Indians, California 24 Manzanita Band of Diegueno Mission Indians of the Manzanita Reservation, California 25 Mechoopda Indian Tribe of Chico Rancheria, California 26 Mesa Grande Band of Diegueno Mission Indians of the Mesa Grande Reservation, California 27 Middletown Rancheria of Pomo Indians of California
28 Mooretown Rancheria of Maidu Indians of California
29 Morongo Band of Mission Indians, California
30 Pala Band of Mission Indians
31 Pauma Band of Luiseno Mission Indians of the Pauma & Yuima Reservation, California 32 Pechanga Band of Indians
33 Ramona Band of Cahuilla, California
34 Rincon Band of Luiseno Mission Indians of Rincon Reservation, California 35 San Pasqual Band of Diegueno Mission Indians of California 36 Santa Rosa Band of Cahuilla Indians, California
37 Santa Rosa Indian Community of the Santa Rosa Rancheria, California 38 Santa Ynez Band of Chumash Mission Indians of the Santa Ynez Reservation, California #5..
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Table 3. Tribal Governments Eligible to Apply for CalVIP Funding* Tribal Government
39 Soboba Band of Luiseno Indians, California
40 Sycuan Band of the Kumeyaay Nation
41 Table Mountain Rancheria
42 Tejon Indian Tribe
43 Torres Martinez Desert Cahuilla Indians, California
44 Tule River Indian Tribe of the Tule River Reservation, California 45 Twenty-Nine Palms Band of Mission Indians of California 46 Wilton Rancheria, California
47 Yuhaaviatam of San Manuel Nation
* CBOs that serve these tribal governments are also eligible to apply.

The U.S. Department of the Interior, Bureau of Indian Affairs, Tribal Leaders Directory: https://www.bia.gov/service/tribal-leaders-directory The data was downloaded directly from: https://opendata-1-biageospatial.hub.arcgis.com/datasets/3c6ae1b6fa9f414cbd36758905b196c3_0/explore; subset to California after downloading.

ATTENTION CBO APPLICANTS:

PLEASE READ THE FOLLOWING SECTION CAREFULLY.

ELIGIBILITY CRITERIA HAS CHANGED.

Eligibility Criteria for Community-Based Organization Applicants Community-Based Organizations (CBOs) applying for BSCC grant funds must be located in the State of California and meet all of the following criteria at the time of application and for the duration of the grant term if awarded:
• Have been duly organized, in existence, and in good standing* for at least twelve (12) months prior to the proposal submission deadline of August 18, 2025; Note: CBOs that have recently reorganized or have merged with other qualified CBOs that were in existence prior to the twelve (12) month date are also eligible, provided all necessary agreements have been executed and filed with the California Secretary of State prior to the proposal submission deadline of August 18, 2025. • Have been determined by the Internal Revenue Service to have 501(c)(3) status (i.e., non-profit);
• Be registered with the California Secretary of State’s Office as a non-profit, if applicable; #5..
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• Be registered with the California Office of the Attorney General, Registry of Charitable Trusts, if applicable;
• Have a valid Employer Identification Number (EIN) or Taxpayer ID (if sole proprietorship);
• Have a valid business license, if applicable;
• [Have not filed for bankruptcy in the last seven years;] • Have any other state or local licenses or certifications necessary to provide the services requested (e.g., facility licensing by the Department of Health Care Services), if applicable; and
• Have a physical address in California ([do not list] a P.O. Box does not meet this requirement).
*The requirement that a CBO must be in good standing for at least 12 months prior to the proposal submission deadline applies to all applicable government entities necessary for a CBO to operate legally in California. This means that the CBO must have been in good standing with the Internal Revenue Service (IRS), the California Franchise Tax Board, the California Secretary of State's Office, and the California Office of the Attorney General for at least 12 months before the deadline of August 18, 2025.

CBO applicants that do not meet the eligibility criteria listed above will be disqualified from the RFP process and will not move on to the Proposal Rating Process.

Subcontracting and Fiscal Sponsors
Subcontractors
An applicant may subcontract with other public or private entities, but if awarded, the applicant will be responsible for all aspects of grant administration and management of subcontractors, while being responsible to the BSCC for overall outcomes and fiscal management of the project.

An applicant may apply as a direct grantee and may also be a subcontractor on a maximum of two* additional proposals. If an applicant intends to apply directly and is also a subcontractor on another proposal, the proposals cannot be duplicative and must fund separate and unique activities.
*This limit applies to subcontractors delivering direct services to the target area or target population. This limit does not apply to subcontractors delivering professional services such as #5..
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staff training, evaluation, organizational capacity building, accounting, bookkeeping, grants management, etc.

Eligibility Criteria for Non-Governmental Organizations and Independent Contractors Receiving Grant Funds as a Subcontractor to a CalVIP Grantee There are separate eligibility criteria for non-governmental organizations (NGOs) and independent contractors that subcontract to receive CalVIP grant funds to deliver direct services to the target area or target population. These criteria do not apply to subcontractors delivering professional services such as staff training, legal services evaluation, organizational capacity building, accounting, bookkeeping, grants management, etc.

These can be found in Attachment C, Criteria for NGOs and Independent Contractors that Receive BSCC Grant Funds as a Subcontractor. All applicants must submit a completed Attachment C as part of the complete proposal package to document the compliance of any NGOs and/or independent contractors identified as partners in the proposal. This form must be submitted even if an applicant has not yet identified its NGO subcontractors or independent contractors, to provide assurance that the applicant is aware of these criteria.

Once awarded, grantees must submit an updated Attachment C throughout the grant term any time a new NGO subcontractor or independent contractor is added to the project through a subcontract. The BSCC will not reimburse for costs incurred by NGOs or independent contractors that do not meet the BSCC’s requirements.

Fiscal Sponsors Applying for BSCC Grants
A tax exempt 501(c)(3) fiscal sponsor that provides administrative, accounting, organizational, and financial support to “projects” that have charitable purposes may apply for BSCC grants on behalf of a single “project.”
Prospective applicants for the CalVIP Cohort 5 Request for Proposals must meet all eligibility criteria to be considered for funding. Fiscal sponsors that meet the eligibility criteria must also adhere to the following conditions:
• The fiscal sponsor must be listed as the “applicant” throughout the application. This includes on the Submittable Applicant Information section, Budget document, and on any attachments that require the identification of an applicant. • An authorized signatory for the fiscal sponsor that is vested with authority to enter into a contract with the BSCC must sign the grant application. The fiscal sponsor must certify that they and any subcontractors will abide by the laws, policies, and procedures governing funding of the program.
• A fiscal sponsor may only submit one application for the CalVIP Cohort 5 Request for Proposals. The roles, responsibilities, and participation of each sponsored “project” involved in the application should be identified.
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• The fiscal sponsor may not charge the CalVIP Cohort 5 Grant a percentage fee to provide services for the project. Grant funded projects must be reimbursed for actual expenditures that are for eligible project costs.

The fiscal sponsor must have a written fiscal sponsorship agreement with the sponsored group.

A copy of the sponsorship agreement must be provided upon request by the BSCC.

Conflicts of Interest for Fiscal Sponsors
Existing law prohibits any grantee, subgrantee, partner or like party who participated on the CalVIP Cohort 5 Executive Steering Committee or Scoring Panel from receiving funds from the grants awarded under the CalVIP Cohort 5 RFP. Employees of fiscal sponsors that serve on this Executive Steering Committee or Scoring Panel, and any projects sponsored by the fiscal sponsor, may not receive CalVIP Cohort 5 grant funds directly or indirectly.

Applicants who are awarded grants under this RFP are responsible for reviewing the membership roster of the Executive Steering Committee or Scoring Panel and ensuring that no grant dollars are passed through to any entity represented by any member of the CalVIP Cohort 5 Executive Steering Committee or Scoring Panel. The membership is included in this RFP in Appendix A.

Funding Information
Available Funding
The total available funding through this CalVIP Request for Proposals is $103 million. This amount includes the first two anticipated annual allocations to the BSCC from the Gun Violence Prevention and School Safety Fund.

Applicant Categories
The ESC chose to distribute the available funding across seven applicant categories, as shown in Table 4 below. Applicants within each category will compete independent of the other categories. Eligible applicants may submit only one proposal.

The seven Applicant Categories include:

1. Eligible cities with populations of 400,000 or more. There are nine (9) cities in this category.

2. Eligible counties with populations of 700,000 or more. There are thirteen (13) counties in this category

3. Eligible cities with populations under 400,000. There are fifty-four (54) cities in this category.

4. Eligible counties with populations under 700,000. There are eight (8) counties in this category.

5. Eligible tribal governments. There are forty-seven (47) tribes in this category. #5..
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6. Eligible community-based organizations (CBOs)* that plan to implement a large scope project, i.e., up to $5 million.

7. Eligible CBOs* that plan to implement a small scope project, i.e., up to $1 million. *Eligible CBOs are those that serve the residents of any eligible city or tribal government.

How Much Can An Applicant Request?
Applicants may apply for any amount up to and including the maximum grant amount for each Applicant Category, as shown in Table 4, below. Applicants are strongly encouraged to apply for only the amount of funding needed to implement the project. Proposals will be scored, in part, on the reasonableness of the applicant’s proposed budget.

Table 4. Funding Distribution and Maximum Grant Amounts Applicant Categories Maximum Grant
Amount*
Available Funding
(based on projected
annual allocations;
subject to change)
1 Eligible Large Cities (refer to Table A) $5,000,000 $18,540,000 2 Eligible Large Counties (refer to Table B) $5,000,000 $10,300,000 3 Eligible Medium & Small Cities (refer to Table C) $2,000,000 $15,450,000 4 Eligible Medium & Small Counties (refer to Table
D) $1,000,000 $4,120,000
5 Eligible Tribal Governments (refer to Table E) $3,000,000 $4,120,000 6 Eligible CBOs (Large Scope Project)** $5,000,000 $35,020,000 7 Eligible CBOs (Small Scope Project)** $1,000,000 $15,450,000 Total Funding Available for CalVIP Grants: $103,000,000 *Applicants may apply for any amount, up to and including the maximum grant amount. ** Eligible CBOs are directed to self-select into either category 6 or 7, based only on the amount of funds requested. This is so that “small” projects compete against other small projects and “large” projects compete against other large projects.

Table A identifies the nine (9) Large Cities eligible for Applicant Category 1. Eligible Large Cities must compete in this category, regardless of the amount of funding requested.

Table A. Eligible Large Cities
1 Bakersfield
2 Fresno
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Table A. Eligible Large Cities
3 Long Beach
4 Los Angeles
5 Oakland
6 Sacramento
7 San Diego
8 San Francisco
9 San Jose
Table B identifies the thirteen (13) Large Counties eligible for Applicant Category 2. Eligible Large Counties must compete in this category, regardless of the amount of funding requested.

Table B. Eligible Large Counties
1 Alameda County
2 Contra Costa County
3 Fresno County
4 Kern County
5 Los Angeles County
6 Orange County
7 Riverside County
8 Sacramento County
9 San Bernardino County
10 San Diego County
11 San Francisco County
12 San Joaquin County
13 Santa Clara County
Table C identifies the fifty-four (54) Medium and Small Cities eligible for Applicant Category 3.

Eligible Medium and Small Cities must compete in this category, regardless of the amount of funding requested.

Table C. Eligible Medium and Small Cities
1 Adelanto
2 Anaheim
3 Antioch
4 Atwater
5 Banning
6 Barstow
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Table C. Eligible Medium and Small Cities
7 Bell
8 Bellflower
9 Carson
10 Cathedral City
11 Chico
12 Colton
13 Commerce
14 Compton
15 Corcoran
16 Cudahy
17 Delano
18 Desert Hot Springs
19 Gardena
20 Hawthorne
21 Huntington Park
22 Indio
23 Inglewood
24 Lakewood
25 Lancaster
26 Lemon Grove
27 Lompoc
28 Lynwood
29 Maywood
30 Merced
31 Modesto
32 Montclair
33 Montebello
34 Norwalk
35 Palm Springs
36 Palmdale
37 Paramount
38 Pico Rivera
39 Pittsburg
40 Pomona
41 Porterville
42 Richmond
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Table C. Eligible Medium and Small Cities
43 San Bernardino
44 Sanger
45 Santa Ana
46 Santa Maria
47 Selma
48 South Gate
49 Stockton
50 Tulare
51 Vallejo
52 Victorville
53 Visalia
54 Yuba City
Table D identifies the eight (8) Medium and Small Counties eligible for Applicant Category 4.

Eligible Medium and Small Counties must compete in this category, regardless of the amount of funding requested.

Table D. Eligible Medium and Small Counties
1 Butte County
2 Kings County
3 Merced County
4 Santa Barbara County
5 Solano County
6 Stanislaus County
7 Sutter County
8 Tulare County
Table E identifies the forty-seven (47) Tribal Governments eligible for Applicant Category 5.

Eligible Tribal Governments must compete in this category, regardless of the amount of funding requested.

Table E. Eligible Tribal Governments
1 Agua Caliente Band of Cahuilla Indians of the Agua Caliente Indian Reservation, California 2 Augustine Band of Cahuilla Indians, California
3 Berry Creek Rancheria of Maidu Indians of California
4 Big Sandy Rancheria of Western Mono Indians of California 5 Buena Vista Rancheria of Me-Wuk Indians of California #5..
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Table E. Eligible Tribal Governments
6 Cabazon Band of Cahuilla Indians
7 Cahuilla Band of Indians
8 California Valley Miwok Tribe, California
9 Campo Band of Diegueno Mission Indians of the Campo Indian Reservation, California 10 Capitan Grande Band of Diegueno Mission Indians of California 11 Capitan Grande Band of Diegueno Mission Indians of California (Barona Group of Capitan Grande Band of Mission Indians of the Barona Reservation, California) 12 Capitan Grande Band of Diegueno Mission Indians of California: Viejas (Baron Long) Group of Capitan Grande Band of Mission Indians of the Viejas Reservation, California 13 Chemehuevi Indian Tribe of the Chemehuevi Reservation, California 14 Cold Springs Rancheria of Mono Indians of California 15 Enterprise Rancheria of Maidu Indians of California
16 Ewiiaapaayp Band of Kumeyaay Indians, California
17 Fort Mojave Indian Tribe of Arizona, California & Nevada 18 Iipay Nation of Santa Ysabel, California
19 Inaja Band of Diegueno Mission Indians of the Inaja and Cosmit Reservation, California 20 Jamul Indian Village of California
21 La Jolla Band of Luiseno Indians, California
22 La Posta Band of Diegueno Mission Indians of the La Posta Indian Reservation, California 23 Los Coyotes Band of Cahuilla and Cupeno Indians, California 24 Manzanita Band of Diegueno Mission Indians of the Manzanita Reservation, California 25 Mechoopda Indian Tribe of Chico Rancheria, California 26 Mesa Grande Band of Diegueno Mission Indians of the Mesa Grande Reservation, California 27 Middletown Rancheria of Pomo Indians of California
28 Mooretown Rancheria of Maidu Indians of California
29 Morongo Band of Mission Indians, California
30 Pala Band of Mission Indians
31 Pauma Band of Luiseno Mission Indians of the Pauma & Yuima Reservation, California 32 Pechanga Band of Indians
33 Ramona Band of Cahuilla, California
34 Rincon Band of Luiseno Mission Indians of Rincon Reservation, California 35 San Pasqual Band of Diegueno Mission Indians of California 36 Santa Rosa Band of Cahuilla Indians, California
37 Santa Rosa Indian Community of the Santa Rosa Rancheria, California 38 Santa Ynez Band of Chumash Mission Indians of the Santa Ynez Reservation, California 39 Soboba Band of Luiseno Indians, California
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Table E. Eligible Tribal Governments
40 Sycuan Band of the Kumeyaay Nation
41 Table Mountain Rancheria
42 Tejon Indian Tribe
43 Torres Martinez Desert Cahuilla Indians, California
44 Tule River Indian Tribe of the Tule River Reservation, California 45 Twenty-Nine Palms Band of Mission Indians of California 46 Wilton Rancheria, California
47 Yuhaaviatam of San Manuel Nation
Mandatory Pass-Through Requirement for City and County Applicants Authorizing statute requires that all city and county grantees pass through at least 50 percent (50%) of the grant funds they receive to one or more of the following:
• Non-governmental, community-based organizations.
• Public agencies that are not law enforcement whose primary mission is violence prevention or community safety (e.g., Office of Violence Prevention, Office of Neighborhood Safety, etc.). Note: if the city or county designates this type of department or agency as the applicant entity, the 50 percent pass-through requirement will be automatically met.
• Tribal governments.

City and county applicants will be asked to show how they plan to allocate these pass-through funds in the Project Budget attachment.

Funds paid to professional grants management organizations, consulting firms, auditors, and evaluators do not count toward meeting this pass-through obligation.

Advance Payments
BSCC is required to make 20 percent (20%) of a grantee’s total award available at the start of the grant period. Please refer to page 29 for more information on the advance payment and invoicing processes.

No Match Requirement
There is no match requirement for the CalVIP Cohort 5 Grant. #5..
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Project Description
Target Population
Authorizing statute mandates that projects funded by the CalVIP grant funds “shall be primarily focused on providing violence intervention services to the small segment of the population that is identified as high risk of perpetrating or being victimized by community gun violence in the near future.” (Pen. Code, § 14131, subd. (c).)
The applicant will be asked to describe how it will “identify, engage, and provide violence intervention services” to the appropriate target population. The target population may look different for every applicant, based on a community’s unique make-up and needs.

Projects and Activities Eligible for Funding
Authorizing statute mandates that CalVIP grants “shall be used to develop, support, expand, and replicate evidence-based community gun violence reduction initiatives, including, without limitation, hospital-based violence intervention programs, evidence-based street outreach programs, and focused deterrence strategies, that seek to interrupt cycles of community gun violence and retaliation in order to reduce the incidence of homicides, shootings, and aggravated assaults.” (Pen. Code, § 14131, subd. (c).) Within this statutory definition, applicants have discretion in designing a project that best fits the scope of the problem and the needs of the target population. Applicants will be asked to describe the project, how the project was selected, the services implemented as a part of the project, why they think the project will work in their community, and what outcomes they hope to achieve.

Table 5 includes examples of the types of violence intervention services that may be funded by this grant. This is not an exhaustive list, and applicants are not restricted to the examples listed here.

Applicants may choose to incorporate one or more different project components or services in order to reach the small segment of the population that is identified as high risk of perpetrating or being victimized by community gun violence in the near future. #5..
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Table 5. Examples of Violence Intervention Services
Eligible to be Funded by the CalVIP Grant
(May include, but is not limited to):
❖ Hospital-Based Violence Intervention
❖ Focused Deterrence (e.g., Group Violence Intervention) ❖ Street Outreach
❖ Credible Messengers/Mentoring
❖ Therapeutic Behavioral Services
❖ Survivor Centered Supports
❖ Incident Response/Rumor Control
❖ Gun Diversion
❖ Employment/Job Training
❖ Intensive Case Management
❖ Behavioral Health Services
Regardless of the type of project and/or services selected, applicants will be asked to cite evidence and/or provide information “indicating that the proposed violence reduction initiative would likely reduce the incidence of community gun violence in the proposed service area within the grant period.” (Pen. Code, §14131, subd. (f)(4).). Please refer to Appendix E, Glossary of Terms, for descriptions of these services and other resources.

Capacity Building and Technical Assistance
Many community gun violence reduction initiatives require technical assistance and training in order to be implemented correctly and with fidelity to the model. Special funding has been set aside that will allow BSCC to provide a limited amount of outside capacity building and technical assistance for CalVIP grantees. CalVIP grantees may also choose to use their grant funds to obtain any specialized technical assistance or training.

Ineligible Grant Expenditures
CalVIP grant funds may not be used for the following:
• Gun buyback programs
• Firearms, weapons, weapons systems, ammunition, or tactical training1 • High-tech surveillance or monitoring equipment and intelligence systems (e.g., shot spotter, gang database)
• “Scared Straight” type programs
• Acquisition of real property/real estate
• International travel
1Tactical training could include firearms, tactical movement, tactical combat and/or SWAT training. #5..
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Eligible Grant Expenditures that Require Special Approval Post Grant Award The BSCC recognizes that offering meals, incentives, and participant support items can help maximize participation among clients engaged in services. CalVIP grant funds may be used to purchase meals or snacks, items or activities used as program incentives, and participant support items, only if they are used to encourage program participation, reward participants who meet certain documented milestones, or celebrate program completion. In all cases, there must be a direct link to grant-funded activities.

Applicants should be advised that once a Grant Agreement is executed, explicit prior written approval from the BSCC is required for the purchase of any of the items listed above and for participant travel, even if these items were included in the original application’s proposed budget.

Grantees will be required to maintain and provide detailed documentation for any meals, incentives, and travel purchased with grant funds. Discretion for final approval of any purchases under this section lies with the BSCC. Purchases should not be made until the BSCC approves the written request. The BSCC shall not be obligated to reimburse purchases made with CalVIP grant funds without prior approval.

For additional information on eligible and ineligible costs, refer to the BSCC Grant Administration Guide, found on the BSCC Website.

Using the Principles of Evidence-Based Practice2
The BSCC is committed to supporting a focus on better outcomes in the criminal justice system and those involved in it. CalVIP grant funds must be used to support interventions and strategies rooted in documented evidence showing they reduce community gun violence while also considering the needs of the target communities and individual participants.

Applicants are therefore required to use data to drive conscientious decision-making in the development, implementation, and appraisal of their overall projects. Applicants should be able to demonstrate that their proposal is linked to the implementation of interventions and strategies supported by data.

The extent to which an applicant can demonstrate that the strategy they have chosen has been shown to be effective at reducing community gun violence will be evaluated as a part of the rating process. In developing a proposal, applicants should focus on the following three (3) basic principles:
2 Lowenkamp and Latessa, 2003, Lowenkamp, 2003; Lowenkamp & Latessa, 2005a; Lowenkamp and Latessa, 2005b; Center for Criminal Justice Research and the Corrections Institute at the University of Cincinnati, Correctional Program Checklist Assessment.
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1. Is there evidence or data to suggest that the intervention or strategy is likely to work, i.e., produce a desired benefit?
For example, was the intervention or strategy selected by the project used by another entity with documented positive results? Is there published research/information on the chosen intervention that demonstrates its effectiveness? Is the intervention or strategy being used by another entity with a similar problem and similar target population?

2. Once an intervention or strategy is selected, will you be able to demonstrate that it is being carried out as intended?
For example, does this intervention or strategy provide for a way to monitor quality control or continuous quality improvement? If this intervention or strategy was implemented by another entity, are there procedures in place to ensure the model is being closely followed (so the project is more likely to achieve similar desired outcomes)?

3. Is there a plan to collect data that will allow for an appraisal of whether the intervention or strategy worked?
For example, will the intervention or strategy selected allow for the collection of data or other information so outcomes can be measured at the conclusion of the project? Are there or will there be processes in place to identify, collect, and analyze that data/information?
Applicants are encouraged to develop an overall project that incorporates these principles and is tailored to fit the needs of the communities they serve. Plans to measure the effectiveness of a project should include the use of both qualitative and quantitative data/information. While quantitative data/information is based on numbers and mathematical calculations, qualitative data/information is based on written or spoken narratives. The purpose of quantitative data/information is to explain, predict, and/or control events through focused collection of numerical data, while the purpose of qualitative data/information is to explain and gain insight and understanding of events through collection of narrative data/information.

Organizational Capacity and Coordination
Applicants will be rated, in part, on how well they demonstrate they have the experience, a staffing plan, and any partnerships necessary to implement the proposed strategy. If an applicant is unable to identify staff and/or subcontractors until after the grant is awarded, the applicant should explain, at a minimum, the process and criteria by which they will select staff and/or subcontractors after award.

Distinct from administrative staff and partners, applicants must also demonstrate how they plan to ensure that the staff who deliver the services or work with the target population in the field have backgrounds and experience that are culturally relevant to the proposed strategy and/or target area/population (to include racial/ethnic diversity, gender diversity, current or prior system involvement, etc.).
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Successful applicants are strongly encouraged to take stock of existing programs in order to identify those that might conflict with, compete with, or duplicate the intervention or strategy they are proposing to implement.

Data Collection, Reporting and Evaluation Requirements
Projects selected for funding will be required to submit Quarterly Progress Reports (QPRs) to the BSCC and complete an evaluation of their grant-funded project that focuses on the achievement of the project’s goals and objectives. Completion of the evaluation requires the submission of a Local Evaluation Plan (LEP) and Local Evaluation Report (LER). A summary of the QPRs, LEP, and LER follows. More detailed information and evaluation-related resources will be made available to grantees.

The BSCC will also be conducting a statewide evaluation of the impact of the community gun violence prevention and intervention initiatives funded by the CalVIP grant program. The focus of the statewide evaluation is to report on the impact of the grant funds across all, and subgroups, of the grant-funded projects. This contrasts with grantees’ evaluation of their grant-funded projects which focus on their project’s specific goals and objectives. The primary data collection instrument for the BSCC’s statewide evaluation will be the QPR and information gathered from grantees through their LEPs, LERs, and interviews.

Quarterly Progress Reports
Grant recipients are required to submit QPRs to the BSCC. The QPRs are a critical element in BSCC’s monitoring and oversight process and the primary data collection tool for the BSCC’s statewide evaluation.

A brief outline of the types of information and data grantees will be required to report through the QPRs follows. Once grants are awarded, BSCC staff will update the design of the QPR to ensure the data collected reflects the projects that were funded. Grantees will have an opportunity to provide feedback before the QPR is finalized. Applicable forms and instructions will be available to grantees on BSCC’s website after the Grantee Orientation.

Types of data and information gathered through the QPRs:
• Grantee progress in implementing common project implementation activities (i.e., partnerships, staffing, training, enrollment process, programming, data collection/evaluation and quality assurance). For each activity, grantees will report their implementation status (not started, planning, started, complete, N/A) and provide a narrative description of their progress, accomplishments, and/or challenges. • Grantee progress in achieving their project’s goals and objectives. For each goal and its associated objectives, grantees will describe their progress toward achieving the goal, any challenges achieving the goal or objectives, and, if applicable, how the challenges are being addressed.
• Aggregate data for project participants including:
o Demographic information for age, gender identity, race or ethnicity, risk level, education, employment status, and housing status.
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o Services received during the reporting period by specific service categories (e.g., case management, mentoring, community engagement/outreach, After-School Programming).
o Outcomes achieved (e.g., improved education/employment/housing status, reduced risk, other positive outcomes). Grantees will report on outcomes appropriate for their project and participants.
• Project-level qualitative (narrative) information related to detecting and interrupting cycles of violence and project highlights or success stories.

Local Evaluation Plan
The purpose of the LEP is to ensure that the grantee has a plan in place at the beginning of the project to collect the data and information necessary to, at the conclusion of the grant period, report on the extent to which the project’s goals and objectives, as included in the proposal, were achieved. The LEP is expected to include a detailed description of the data and information that will be collected for each goal and its associated objectives and detailed descriptions of the data management, analysis and reporting plans. The plan should be developed before the project starts or during project implementation before services or activities begin. Generally, modifications to the plan may occur during the grant period to address challenges or lessons learned. Appendix F provides the guidelines for the LEP. The LEP is due no later than June 30, 2026.

Local Evaluation Report
The purpose of the LER is to document the extent to which the project achieved its goals and objectives. Implementation of the LEP should ensure the grantee has the data and information necessary to do so. Appendix F provides the guidelines for the LER. The LER is due no later than June 30, 2029.

Recommendation for Data Collection Evaluation Efforts
To ensure that grantees can comply with the BSCC’s data collection and reporting requirements in a meaningful way that benefits the applicants, their communities, and the State of California, it is highly recommended that grantees budget at least five (5) percent of the total grant award for data collection and evaluation efforts. These efforts include the resources necessary to complete the QPRs; develop and write the LEP, implement the LEP; and analyze data and write the required LER.

Applicants are also encouraged to use outside evaluators to ensure objective and impartial evaluations. Specifically, applicants are encouraged to partner with institutions of higher learning universities, state universities, community colleges, and other research entities.

In addition, applicants are strongly encouraged to identify research partners early on and include them in the development of the proposal, so that the goals and objectives listed in the Project Work Plan are measurable.
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Additional BSCC Grant Requirements
BSCC Grant Agreement
Applicants approved for funding by the BSCC Board are required to enter into a Grant Agreement with the BSCC. Grantees must agree to comply with all terms and conditions of the Grant Agreement. A sample BSCC Grant Agreement can be found on the BSCC CalVIP website.

The Grant Agreement start date is expected to be January 1, 2026.

Grant Agreements are considered fully executed only after they are signed by both the Grantee and the BSCC, and the BSCC is in receipt of all required attachments including documentation of signing authority (i.e., Governing Board Resolution). Work, services, and encumbrances cannot begin prior to the Grant Agreement start date. Any work, services, and encumbrances that occur after the start date but prior to Grant Agreement execution may not be reimbursed.

Grantees and all subgrantees are responsible for maintaining their Grant Agreement, all invoices, records, and relevant documentation for at least three (3) years after the final payment under the Grant Agreement.

Please note: The BSCC may elect not to enter into a Grant Agreement with your organization if any of the following are true:
• Your organization had a BSCC grant terminated in the past three years. • Your organization has overdue deliverables that have not been submitted (e.g., Final Local Evaluation Report).
• Your organization has unpaid financial obligations due to the BSCC.

Signing Authority
Before the grant award can be finalized and funds awarded, successful city and county applicants must submit either a resolution from its Governing Board that delegates authority to the individual authorized to execute the grant agreement or sufficient documentation indicating that the individual who signs the grant agreement has been vested with plenary authority to execute grant agreements (e.g., a municipal ordinance or city/county ordinance/charter delegating such authority to a city manager or department head).

CBO applicants or business entities with boards of directors must provide evidence that the person signing the grant agreement has signing authority, which may include articles of incorporation, bylaws, or a board resolution conferring authority to the signatory.

This documentation is not required at the time of proposal submission, but applicants are advised that the grant agreement will not be fully executed, nor will any financial invoices be processed for reimbursement until the required documentation has been received by the BSCC. A sample Governing Board Resolution can be found in Attachment E. #5..
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Advance Payments and Invoicing - NEW
BSCC is required to make 20 percent of a grantee’s total award available at the start of the grant period. During the grant award process, grantees will be given the option of accepting the advance or proceeding with a traditional cost-reimbursement model.

Once the Grant Agreement has been fully executed, the State Controller’s Office (SCO) will issue the advance payment in the form of a warrant (check) mailed to the individual designated as the Financial Officer for the grant.

With the exception of the one-time advance payment, disbursement of grant funds occurs on a reimbursement basis for costs paid out (i.e., actual expenditures) during a reporting period. All grantees must submit invoices to the BSCC on either a monthly or quarterly basis through the online process no later than 45 days following the end of an invoicing period, whether or not an advance payment was received or funds were expended. (Grantees will make their choice between monthly or quarterly invoices at the time they execute their contracts.) For grantees that choose to receive an advance payment, BSCC will withhold a minimum of 50 percent of funds claimed on each invoice toward reconciliation of the advance until the full advance is expended and accounted for. The goal is to have the advanced amount expended and accounted for by the end of the second year of the grant. Grantees that fail to submit invoices, fail to report expenditures commensurate with implementation of the project, and/or fail to expend the advance by the end of the second year of the grant, will receive a warning and may be subject to withholding of the full amount claimed on an invoice until the full advance is expended and accounted for.

Grantees must maintain adequate supporting documentation for all costs claimed on invoices.

BSCC staff will conduct a desk review process which requires grantees to submit documentation to support all grant funds claimed during the invoicing period. BSCC reserves the right to request any and all supporting documentation on any invoice. In addition, BSCC staff will conduct onsite monitoring visits that will include a review of documentation maintained as substantiation for project expenditures with grant funds.

Refer to page 48 of the BSCC Grant Administration Guide for more detail.

Supplanting
Supplanting is the deliberate reduction in the amount of federal, state, or local funds being appropriated to an existing program or activity because grant funds have been awarded for the same purposes. Supplanting is strictly prohibited for all BSCC grants. CalVIP grant funds shall be used to support new program activities or to augment or expand existing program activities but shall not be used to replace existing funds. When using outside funds as match, applicants must be careful not to supplant.

It is the responsibility of the grantee to ensure that supplanting does not occur. The grantee must keep clear and detailed financial records to show that grant funds are used only for allowable costs and activities.
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Audit Requirements
Grantees are required to provide the BSCC with a program specific compliance audit that covers the service delivery period of the grant (January 1, 2026 to December 31, 2028). The audit report will be due no later than June 30, 2029. The program specific compliance audit must be performed by a Certified Public Accountant or a participating county or city auditor that is organizationally independent from the participating county or city’s project financial management functions. Expenses for the final audit may be reimbursed for actual costs up to $25,000.

In addition, the BSCC reserves the right to call for a program compliance or financial audit at any time between the execution of the grant agreement and three (3) years following the end of the grant period.

The Department of General Services, the California State Auditor, the Department of Finance or their designated representative shall have the right to review and to copy any records and supporting documentation pertaining to the performance of this grant.

Grantee Orientation Process
Following the start of the grant period, BSCC staff will conduct a mandatory Grantee Orientation (on a date to be determined later). The purpose of this mandatory session is to review the program requirements, invoicing and budget modification processes, data collection and reporting requirements, as well as other grant management and monitoring activities. Typically, the Project Director, Financial Officer, Day-to-Day Contact and (for cities) one Community Partner must attend. Grantees are strongly encouraged to include their evaluator, if already hired/designated.

If an in-person training is scheduled, Grant recipients may use CalVIP grant funds for travelrelated expenditures such as airfare, mileage, meals, lodging, and other per diem costs.

Applicants should include potential travel costs in the budget section of the proposal under the “Other” category for this single day event.

Travel
Travel is usually warranted when personal contact by project staff is the most appropriate method of conducting project-related business. Travel to and from training conferences may also be allowed. The most economical method of transportation, in terms of direct expenses to the project and the employee's time away from the project, must be used. Projects are required to include sufficient per diem and travel allocations for project-related personnel, as outlined in the Grant Award, to attend any mandated BSCC training conferences or workshops outlined in the terms of the program.
• Units of Government
Units of government may follow either their own written travel and per diem policy or the State’s policy. Units of government that plan to use cars from a state, county, city, district carpool, or garage may budget either the mileage rate established by the carpool or garage, or the state mileage rate, not to exceed the loaning agency rate. #5..
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• Non-Governmental Organizations (NGOs)
An NGO receiving BSCC funds must use the State travel and per diem policy, unless the grantee’s written travel policy is more restrictive than the State's, in which case it must be used. Reimbursement is allowed for the cost of commercial carrier fares, parking, bridge, and road tolls, as well as necessary taxi, bus, and streetcar fares. This policy applies equally to NGOs that receive grant funds directly from the BSCC and those that receive grant funds indirectly through a subcontract with another NGO that received a BSCC grant award.
• Out-of-State Travel
Out-of-state travel is restricted and only allowed in exceptional situations. Even if previously authorized in the Grant Award, grantees must submit to the BSCC a separate formal request (on grantee letterhead) for approval that includes a detailed justification and budget information. Grantees must receive written approval from BSCC prior to incurring expenses for out-of-state travel.
• International Travel
State grant funds may not be used for international travel.

Debarment, Fraud, Theft or Embezzlement
It is the policy of the BSCC to protect grant funds from unreasonable risks of fraudulent, criminal, or other improper use. As such, the Board will not enter into contracts or provide reimbursement to applicants that have been:

1. debarred by any federal, state, or local government entities during the period of debarment; or

2. convicted of fraud, theft, or embezzlement of federal, state, or local government grant funds for a period of three years following conviction.

Furthermore, the BSCC requires grant recipients to provide an assurance that there has been no applicable debarment, disqualification, suspension, or removal from a federal, state or local grant program on the part of the grantee at the time of application and that the grantee will immediately notify the BSCC should such debarment or conviction occur during the term of the grant contract.

The BSCC also requires that all grant recipients include, as a condition of award to a subgrantee or subcontractor, a requirement that the subgrantee or subcontractor will provide the same assurances to the grant recipient. If a grant recipient wishes to consider a subgrantee or subcontractor that has been debarred or convicted, the grant recipient must submit a written request for exception to the BSCC along with supporting documentation.

All applicants must complete Attachment X certifying that they are in compliance with the BSCC’s policies on debarment, fraud, theft and embezzlement. #5..
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Compliance Monitoring Visits
The BSCC staff will monitor each project to assess whether the project is in compliance with grant requirements and making progress toward grant objectives. As needed, monitoring visits may also occur to provide technical assistance on fiscal, programmatic, evaluative, and administrative requirements.

For your reference, the Comprehensive Monitoring Visit checklist can be found on the BSCC Website.
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Overview of the RFP Process
Confirmation of Receipt of Proposal
Upon submission of a proposal, applicants will receive a confirmation email generated by the Submittable Application Portal stating that the proposal has been received.

Technical Compliance Review and Eligibility Assessment
All proposals will undergo a technical compliance review before moving forward to the proposal rating process. Items that will result in disqualification are listed in the table below.

DISQUALIFICATION CRITERIA

PLEASE REVIEW CAREFULLY
The following will result in an automatic disqualification:
• Proposal submission is not received by 5:00 P.M. (PST) Monday, August 18, 2025. (Allow sufficient time to upload all required documents in the BSCC Submittable Application Portal. Do not wait until the last minute!) • Proposal (with all required attachments) is not submitted via the BSCC Submittable Application Portal. Email submissions will not be accepted. • The applicant is not an eligible city, county, tribe or community-based organization.
• For eligible CBO applicants:
▪ The applicant does not meet eligibility requirements listed on page 12. ▪ The applicant has proposed to provide primary services in an area outside of eligible cities or tribes.
• For eligible city or county applicants:
▪ The applicant does not show the required minimum 50 percent (50%) pass through amount in their Project Budget attachment.
• Budget Attachment (Excel attachment) is not uploaded and submitted through the BSCC Submittable Application Portal, is blank, or the total amount requested exceeds the maximum funding thresholds allowed (refer to Table 4 on page 16).
• Attachments are illegible.
• Attachments will not open, or the files are corrupted.

NOTE: Disqualification means that the proposal will not move forward to the Scoring Panel for the Proposal Rating Process, and, therefore, will NOT be considered for funding. #5..
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Proposal Rating Process
Unless disqualified, proposals will advance to the Proposal Rating Process. Proposals will be evaluated in accordance with the BSCC’s Grant Proposal Evaluation Process and as described below. Scoring Panel members will read and assign ratings to each proposal in accordance with the prescribed rating factors listed in the table below. Scoring Panel members will base their ratings on how well an applicant addresses the criteria listed under each rating factor within the Proposal Narrative and Budget sections. Scoring Panel member ratings, once submitted to the BSCC, will be final.

At the conclusion of this process, applicants will be notified of the funding recommendations. It is anticipated the BSCC Board will act on the recommendations at its meeting on November 20, 2025. Neither applicants nor their partners or subcontractors are permitted to contact members of the ESC, Scoring Panel or the BSCC Board to discuss proposals.

Rating Factors
The five (5) Rating Factors that will be used and the maximum points assigned to each are shown in the table below. Applicants will be asked to address each of these factors in narrative form as a part of their proposal. The CalVIP ESC assigned a percent value to each of the five (5) Rating Factors, correlating to its importance within the overall project (refer to Percent of Total Value column).

CalVIP Rating Factors Point Range Percent of
Total Value
Weighted Rating
Factor Score
1 Project Need 0 - 5 15% 30
2 Project Description 0 - 5 40% 80
3 Project Organizational Capacity and
Coordination 0 - 5 25% 50
4 Project Data Collection & Evaluation 0 - 5 10% 20
5 Project Budget 0 - 5 10% 20
Total: 100% 200
Scoring Panel members will rate an applicant’s response to each Rating Factor on a scale from 0 to 5, according to the Six-Point Rating Scale shown below. Each Rating Factor then will be weighted according to the Percent of Total Value (as determined by the ESC) associated with the Rating Factor to arrive at the final Weighted Rating Factor Score. The Weighted Rating Factor Scores are then added together for a Total Score.

The maximum possible proposal score is 200.
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Six Point Rating Scale
Not
Responsive
0 Poor
1 Fair
2 Satisfactory
3 Good
4 Excellent
5 The
response
fails to
address the
criteria.

The
response
addresses
the criteria in
a very
inadequate
way.

The response
addresses the
criteria in a nonspecific or
unsatisfactory
way.

The response
addresses
the criteria in
an adequate
way.

The response
addresses the
criteria in a
substantial
way.

The response
addresses the
criteria in an
outstanding
way.

Scoring Threshold/Minimum Score
To be considered for funding, a proposal must meet a threshold of 60 percent (60%), or minimum proposal score of 120 total points.

BSCC Funding Decisions
Applicants will compete for funds within their applicable Applicant Category (refer to Table 4 and Tables A, B, C, D, and E). Once the proposals have been scored and ranked, BSCC will move down the ranked lists to fund all qualified applicants in each of the seven (7) Applicant Categories until all funds in that category are exhausted. Applicants that fall at the cut-off point may be offered a partial award if there are not sufficient remaining funds to make a full award.

If funding remains in one or more categories, the following will occur:

1. Remaining funds will be used to provide funding to applicants in other funding categories.

Funding priority will be given to the highest scoring partially funded applicant.

2. If funding remains after all partially funded applicants have been fully funded, the remaining funds will be used to fund any additional qualified applicants. Funding priority will be given to the remaining highest scoring applicant(s).

If an applicant or grantee relinquishes an award, BSCC has authority to offer that award to the next qualifying applicant(s) on the ranked list.
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Key Dates
The following table shows a timeline of key dates related to the CalVIP Grant.

Activity Date
Release Request for Proposals February 14, 2025
Grant Information Session for Prospective Applicants March 11, 2025 Letter of Intent Due to the BSCC (optional) March 14, 2025 Proposals Due to the BSCC August 18, 2025
Proposal Rating Process and Development of Funding
Recommendations August-October 2025
BSCC Board Considers Funding Recommendations November 20, 2025 Notices to Applicants December 15, 2025
Grant Period Begins January 1, 2026
Mandatory New Grantee Orientation February or March 2026 Local Evaluation Plan Due June 30, 2026
Grant Service Project Period Ends December 31, 2028
Final Evaluation Report & Audit Due and Grant Ends June 30, 2029 #5..
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PART II: PROPOSAL INSTRUCTIONS
The following section contains pertinent information on how to complete the CalVIP Cohort 5 Grant Proposal Package. The proposal and all required attachments are provided on the BSCC CalVIP website.

Proposal Narrative and Budget Guidelines
The five (5) Rating Factors will be addressed in two separate parts, the Proposal Narrative and the Budget Attachment, as shown here:

Section Rating Factor Percent
Value Addressed In:
1 Project Need 15%
Proposal Narrative
2 Project Description 40%
3 Project Organizational Capacity and Coordination 25%
4 Project Data Collection and Evaluation 10%
5 Project Budget 10%
Separate Excel
Attachment
Instructions for Proposal Narrative
Applicants will complete the Proposal Narrative by accessing the BSCC Submittable Application Portal (refer to Submittable Instructions on page 3) and responding to a series of prompts.

The Proposal Narrative section must address Rating Factors 1-4, as listed in the table above.

Within each section, address the Rating Criteria (found on the following pages) in a cohesive, comprehensive narrative format. Within the Proposal Narrative, each Rating Factor has a character limit as shown below:

Rating Factor Total
Characters
Microsoft Word
Equivalent*
1 Project Need 4,474 Up to 2 (Two) Pages
2 Project Description 11,185 Up to 5 (Five) Pages
3 Project Organizational Capacity and
Coordination 6,711 Up to 3 (Three) Pages
4 Project Data Collection and Evaluation 4,474 Up to 2 (Two) Pages *Assumes text is in a Microsoft Word document in Arial 12-point font with one-inch margins on all four sides and at 1.5-line spacing.
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Character Counter
The BSCC Submittable Application Portal includes an automatically enabled character counter.

This feature shows the number of characters used and the remaining number of characters before the limit is met. If the limit is exceeded, a red prompt will appear with the message "You have exceeded the character limit." The Submittable Application Portal will not allow applicants to submit the narrative sections until they comply with all character limit requirements.

Bibliography
Applicants may, but are not required to, include a bibliography containing citations, using either the Modern Language Association (MLA) or American Psychological Association (APA) style in the “OPTIONAL Bibliography” field in the BSCC Submittable Application Portal. The bibliography may not exceed 2,218 total characters (includes punctuation, numbers, spaces, and any text).

In Microsoft Word, this is approximately one (1) page in Arial 12-point font with one-inch margins on all four sides and at 1.5-line spacing.

Required Attachments
In addition to the Proposal Narrative, the following attachments, located on the BSCC CalVIP website, must be completed and uploaded in the identified fields in the BSCC Submittable Application Portal at the time of submission (except for Documentation of Signing Authority):
• Budget Attachment (Attachment A)
• CalVIP Cohort 5 Project Work Plan (Attachment B)
• Criteria for Non-Governmental Organizations and Independent Contractors Receiving BSCC Grant Funds as Subcontractors (Attachment C)
• Certification of Compliance with BSCC Policies on Debarment, Fraud, Theft, and Embezzlement (Attachment D)
• Documentation of Signing Authority – Sample (not required at time of submission, but must be submitted before after award is made) (Attachment E) Note: Letters of general support (i.e., from elected officials, community members, etc.) will not be accepted. If these are uploaded to Submittable, they will be discarded. #5..
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Proposal Narrative Rating Factors
Section 1: Project Need (Percent of Total Value: 15%)
Within this section, address the criteria that defines the Project Need Rating Factor (refer to table below) in a cohesive, comprehensive, and concise narrative format.

Project Need: The applicant described a need that is pertinent to the intent of the grant. The elements that comprise this Rating Factor are listed below. Addressing each element does not in itself merit a high rating; rather, although each element is to be addressed (when applicable), it is the quality of the response to each that will be evaluated. The response will be evaluated with a single rating based on a scale of 0-5.

1.1 Project target area/population
Identify and describe the project’s target area and/or target population to improve public health and safety by supporting effective community gun violence reduction projects in communities that are disproportionately impacted by community gun violence (per AB 762).

1.2 Supporting data and information
Provide quantitative or qualitative data or information that shows the target area and/or target population are at high risk of perpetrating community gun violence or being victimized by community gun violence in the near future. All data or information sources must be cited.

1.3 Community needs and service gaps
Describe the need(s) of the target area and/or target population that will be addressed by the project. This description should include:
• Dynamics contributing to existing community gun violence in the targeted area. • Service gaps that are connected to the target area and/or target population. #5..
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Section 2: Project Description (Percent of Total Value: 40%) Within this section address the criteria that defines the Project Description Rating Factor (refer to table below) in a cohesive, comprehensive, and concise narrative format.

Project Description: The applicant provided a description of the project that is related to the identified need and the intent of the grant. The elements that comprise this Rating Factor are listed below. Addressing each element does not in itself merit a high rating; rather, although each element is to be addressed (when applicable), it is the quality of the response to each that will be evaluated. The response will be evaluated with a single rating based on a scale of 0-5.

2.1 Project strategy and intervention
Describe the evidence-based community gun violence reduction project (per AB 762).

This description should include:
• How the applicant will identify, engage, and serve individuals from the target population.
• Key components of the project, including a description of the proposed interventions and services.
• How the project will help meet the unmet needs of the target area and/or population identified in the Project Need section.

2.2 Project efficacy
Provide relevant evidence and explanation indicating that the project will likely reduce “the incidence of community gun violence in the applicant’s community within the grant period without contributing to mass incarceration” (Pen. Code, § 14131, subd. (g).).

2.3 Participant engagement
Describe how the applicant will address each of the following for project participants:
• Overcoming any inability to access and/or serve those individuals. • Maintaining sustained engagement.
• Tailoring services to participants’ needs; for example, the use of risk/needs assessments.

2.4 Project Work Plan
Provide a Project Work Plan (Attachment B) that:
• Identifies the clearly defined and measurable goal(s) and objectives for the project (refer to Appendix E for definitions).
• Identifies how the goal(s) will be achieved in terms of the activities, responsible staff/subcontractors, and start and end dates.
• Is aligned with the Project Need and Project Description narrative responses. #5..
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Section 3: Project Organizational Capacity and Coordination (Percent of Total Value: 25%) Within this section address the criteria that defines the Project Organizational Capacity and Coordination Rating Factor (refer to table below) in a cohesive, comprehensive, and concise narrative format.

Organizational Capacity and Coordination: The applicant described their organization’s ability to implement the project. The elements that comprise this Rating Factor are listed below.

Addressing each element does not in itself merit a high rating; rather, although each element is to be addressed (when applicable), it is the quality of the response to each that will be evaluated. The response will be evaluated with a single rating based on a scale of 0-5.

3.1 Fiscal and administrative capacity and accountability Describe the applicant and subcontractor’s capacity to administer the grant to ensure the project is implemented as proposed. This description shall include:
• The applicant’s fiscal capacity, experience, current staffing, community support, and partnerships the applicant will use to implement the project. • If staff and/or subcontractors are to be selected after the grant is awarded, then specify the process and criteria for selecting those staff and/or subcontractors. • For city or county applicants, the plan for the applicant’s required minimum fifty percent (50%) pass-through process.

3.2 Cultural relevance and credibility
Describe the applicant and subcontractor’s capacity to effectively engage the target population. This shall include descriptions of:
• How the project staff and subcontractor(s) will incorporate principles of cultural relevance and utilize trauma-informed practices and approaches. • How the applicant’s administration (staff, leadership, board members, etc.) incorporates or will incorporate people impacted by community gun violence, including system-impacted and/or formerly/currently system-involved individuals to contribute to the project’s design, implementation, and evaluation.

3.3 Training and expertise
Describe the applicant’s and subcontractors’ capacity and/or experience to provide violence intervention services. This description shall include:
• The applicant and/or subcontractor’s past and/or ongoing experience providing violence intervention services with the target population. • A reasonable and realistic plan for training and supporting the project staff and/or subcontractors who will deliver the project to the target population. • Describe your approach for supporting the overall wellbeing of staff to ensure project sustainability and staff retention; for example, providing living wages, mental health/counselling services, wellness activities, etc. #5..
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3.4 Coordination and partnership
Describe how the project will “enhance coordination of existing community gun violence prevention and intervention programs and minimize duplication of services in the proposed service area” (Pen. Code, § 14131, subd. (f)(3).). This shall include a description of efforts regarding:
• Where relevant, how the applicant will engage with other systems (e.g. schools, public health, etc.) as it pertains to community gun violence prevention and intervention services in the target area and/or population. • Where relevant, how the applicant will “coordinate with tribal governments located near or within the planned service delivery area” (Pen. Code, § 14131, subd. (f)(3).).

Section 4: Project Data Collection and Evaluation (Percent of Total Value: 10%) Within this section address the criteria that defines the Project Data Collection and Evaluation Rating Factor (refer to table below) in a cohesive, comprehensive, and concise narrative format.

Project Data Collection and Evaluation: The applicant described how it will collect data and evaluate the effectiveness of the project. The elements that are to comprise this Rating Factor are listed below. Addressing each element does not itself merit a high rating; rather, although each element is to be addressed, it is the quality of the response to each that is to be evaluated. The response will be evaluated with a single rating based on a scale of 0-5.

4.1 Data and evaluation management
Describe the plan to determine the project staff and/or entity that will conduct the project data collection and evaluation activities and how they will be incorporated in the various phases of the project; for example, start-up, implementation, service delivery period, etc.

4.2 Tracking and monitoring
Describe the plan to collect data and other information to measure the success and impact of your project in line with the goals and objectives listed in the Project Work Plan (refer to Attachment B). If the outcomes you propose to track require you to collect data from an outside entity, describe your plan for obtaining data and entering into data sharing agreements if needed.
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Proposal Budget Instructions
As part of the application process, applicants are required to complete and upload a Project Budget with Budget Narrative (“CalVIP Cohort 5 Budget Attachment”) in the identified field on the BSCC Submittable Application Portal. The CalVIP Cohort 5 Budget Attachment (an Excel workbook) is provided on the BSCC CalVIP website.
• Detailed instructions for completing the Budget Attachment are listed in the Instructions tab of the Excel workbook.

Applicants are solely responsible for the accuracy and completeness of the information entered in the Budget Attachment. All project costs must be directly related to the objectives and activities in the project. Do not submit an annual budget; the grant funds requested in the Budget Attachment must cover the entire grant period.

Generally, once an award is approved by the Board, the proposed budget becomes the approved grant budget and will be incorporated in the Standard Grant Agreement. However, applicants should be aware that budgets will be subject to review and approval by the BSCC staff to ensure all proposed costs listed within the Project Budget are allowable and eligible for reimbursement. In these situations, the revised grant budget will be used for the Grant Agreement. For additional guidance related to grant budgets, refer to the July 2023 BSCC Grant Administration Guide.

Project Budget Rating Factor
Section 5: Project Budget Attachment (Percent of Total Value: 10%) Project Budget: The applicant provided a complete Budget Attachment for the project. The elements against which the Budget Attachment will be rated are listed below. Addressing each element does not in itself merit a high rating; rather, although each element is to be addressed (when applicable), it is the quality of the response to each that will be evaluated. The response will be evaluated with a single rating based on a scale of 0-5.

5.1 Complete budget
Provide complete and detailed budget information with language to support each budget category, as applicable. The expenses must be appropriate to the project.

5.2 Use of grant funds
Demonstrate how the amount of grant funds requested is “commensurate with the scope of the applicant’s proposal and the applicant’s demonstrated need for additional resources to address community gun violence in the applicant’s community” (Pen.

Code, § 14131, subd. (h).).
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PART III, Page | 44
PART III: APPENDICES & ATTACHMENTS
This section includes the following Appendices and Attachments:
• Appendix A: CalVIP Cohort 5 Executive Steering Committee Roster (reference only) • Appendix B: BSCC’s Crime Data Analysis
• Appendix C: Cities, Counties, and Tribal Governments Eligible for CalVIP Funding • Appendix D: City and County Population Indexes
• Appendix E: Glossary of Key Terms and Resources (reference only) • Appendix F: Guidelines for the Local Evaluation Plan and Local Evaluation Report • Attachment A: CalVIP Project Budget and Budget Narrative (REQUIRED) • Attachment B: CalVIP Cohort 5 Project Work Plan (REQUIRED) • Attachment C: Criteria for Non-Governmental Organizations and Independent Contractors Receiving BSCC Grant Funds as Subcontractors (REQUIRED) • Attachment D: Certification of Compliance with BSCC Policies Regarding Debarment, Fraud, Theft, and Embezzlement (REQUIRED)
• Attachment E: Sample Governing Board Resolution or Other Proof of Signing Authority (not required at time of application, but must be submitted prior to contract execution)
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PART III, Page | 45
Appendix A: CalVIP Cohort 5 Executive Steering Committee Membership Name Title & Organizational Affiliation From
1 Janet Gaard, Chair Retired Judge & Board Member, BSCC Sacramento 2 Mike Villegas Lieutenant, Palm Springs Police Department Palm Springs 3 Ari Freilich Director, Office of Gun Violence Prevention, CA Department of Justice Sacramento
4 Mike McLively Policy Director, Giffords Center on Violence Intervention
San
Francisco
5 Refujio “Cuco”
Rodriguez Hope And Heal Fund San Louis Obispo
6 Thaddeus Smith III African American Black Parent Advisory Chairperson, Stockton Unified School District Stockton
7 Dr. David Richardson Retired Los Angeles
8 Greg Fidell
Combating Crimes and Guns Initiative Senior
Manager, Brady Center to Prevent Gun
Violence
Los Angeles
9 Brian Barnes Assistant Sheriff, San Joaquin County San Joaquin County
10 Elena Costa Violence Prevention Program Section Chief California Department of Public Health Sacramento
11 Keycha Gallon CEO & Founder, Keyz 2 The Future Non-Profit Organization Bay Area
12 Dr. Adrienne Hillman
Program Officer, Trauma Prevention
Partnerships, California Community
Foundation
Los Angeles
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PART III, Page | 46
Appendix B: BSCC’s Crime Data Analysis
In defining “disproportionately impacted by community gun violence,” the CalVIP ESC used the definitions provided by AB 762, which states that a city is considered to be disproportionately impacted by community gun violence if any of the following criteria are true:
(1) The city experienced 20 or more homicides per calendar year during two or more of the three calendar years immediately preceding the grant application for which the Department of Justice has available data.
(2) The city experienced 10 or more homicides per calendar year and had a homicide rate that was at least 50 percent higher than the statewide homicide rate during two or more of the three calendar years immediately preceding the grant application for which the Department of Justice has available data.
(3) An applicant otherwise demonstrates a unique and compelling need for additional resources to address the impact of community gun violence in the applicant’s community.

Under the definitions provided in criteria 1 and 2 from AB 762, the BSCC identified 19 cities that were considered disproportionately impacted by community gun violence and therefore eligible to apply for the grand funds.

The CalVIP ESC determined a city had a “unique and compelling need” if the city ranked in the top 25 percent for assault with firearm rate statewide and had at least 25 assaults with firearm incidents during two (2) or more of the three (3) calendar years immediately preceding the grant application.

Using this definition of “unique and compelling need,” the BSCC identified an additional 44 cities that were considered disproportionately impacted by community gun violence. This brought the total number of cities eligible to apply for the general funds to 63.

The analysis of crime data was restricted to the 445 cities contained in both the California Department of Finance E-4 report (Population Estimates for Cities, Counties, and the State, 2021-2024, with 2020 Census Benchmark) and the Department of Justice’s Open Justice report (Crimes and Clearances with Arson – 1985-2023). The following 32 cities were not included in the analysis, as data was absent from one of the data bases used: Amador, Bear Valley, Blue Lake, Broadmoor, Calipatria, Colfax, Corte Madera, Half Moon Bay, Kensington, Lake Shastina, Larkspur, Lathrop, Live Oak, Loomis, Loyalton, Maricopa, Millbrae, Plymouth, Point Arena, Portola, Portola Valley, San Anselmo, San Carlos, San Joaquin, San Juan Bautista, Shasta Lake, Stallion Springs, Tehama, Trinidad, Wasco, Willows, and Woodside.

Should one of these 32 cities submit a proposal, BSCC will contact that city directly and gather the relevant statistics to ascertain whether it qualifies for eligibility. #5..
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Appendix C: Cities, Counties, and Tribal Governments Eligible for CalVIP Funding
Table 1. Cities Eligible to Apply for CalVIP Funding
City Population Criteria 1 Criteria 2 Criteria 3
1 Adelanto 36,422 X
2 Anaheim 339,175 X
3 Antioch 115,282 X X
4 Atwater 31,390 X
5 Bakersfield 407,835 X X X
6 Banning 31,046 X
7 Barstow 24,759 X
8 Bell 33,414 X
9 Bellflower 77,014 X
10 Carson 92,403 X
11 Cathedral City 51,045 X
12 Chico 107,639 X
13 Colton 52,841 X
14 Commerce 12,055 X
15 Compton 94,016 X X X
16 Corcoran 21,437 X
17 Cudahy 22,327 X
18 Delano 51,841 X
19 Desert Hot Springs 32,380 X
20 Fresno 543,087 X X X
21 Gardena 59,896 X
22 Hawthorne 85,886 X
23 Huntington Park 53,384 X
24 Indio 89,978 X
25 Inglewood 106,628 X X
26 Lakewood 80,365 X
27 Lancaster 172,460 X X X
28 Lemon Grove 27,517 X
29 Lompoc 43,591 X
30 Long Beach 459,630 X X X
31 Los Angeles 3,804,420 X X X
32 Lynwood 66,424 X
33 Maywood 24,572 X
34 Merced 90,120 X
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PART III, Page | 48
Table 1. Cities Eligible to Apply for CalVIP Funding
City Population Criteria 1 Criteria 2 Criteria 3
35 Modesto 216,734 X
36 Montclair 37,246 X
37 Montebello 61,730 X
38 Norwalk 101,496 X
39 Oakland 427,305 X X X
40 Palm Springs 43,802 X
41 Palmdale 166,089 X
42 Paramount 52,331 X
43 Pico Rivera 61,014 X
44 Pittsburg 74,736 X
45 Pomona 151,132 X X
46 Porterville 62,508 X
47 Richmond 113,122 X
48 Sacramento 519,466 X X X
49 San Bernardino 225,620 X X X
50 San Diego 1,383,623 X X
51 San Francisco 842,224 X X
52 San Jose 970,772 X X
53 Sanger 26,286 X
54 Santa Ana 308,041 X
55 Santa Maria 109,687 X
56 Selma 24,395 X
57 South Gate 92,701 X
58 Stockton 315,685 X X X
59 Tulare 69,565 X
60 Vallejo 122,220 X X X
61 Victorville 136,346 X X
62 Visalia 142,968 X X
63 Yuba City 68,984 X
Table 2. Counties Eligible to Apply for CalVIP Funding
County Population
1 Alameda County 1,650,656
2 Butte County 206,579
3 Contra Costa County 1,145,274
4 Fresno County 1,010,914
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PART III, Page | 49
Table 2. Counties Eligible to Apply for CalVIP Funding
County Population
5 Kern County 906,165
6 Kings County 151,629
7 Los Angeles County 9,819,312
8 Merced County 285,193
9 Orange County 3,141,065
10 Riverside County 2,428,580
11 Sacramento County 1,576,639
12 San Bernardino County 2,172,694
13 San Diego County 3,290,423
14 San Francisco County 842,224
15 San Joaquin County 783,903
16 Santa Barbara County 442,342
17 Santa Clara County 1,902,799
18 Solano County 445,506
19 Stanislaus County 545,753
20 Sutter County 98,248
21 Tulare County 474,680
Table 3. Tribal Governments Eligible to Apply for CalVIP Funding Tribal Government CalVIP Eligible
County
1 Mechoopda Indian Tribe of Chico Rancheria, California Butte County 2 Berry Creek Rancheria of Maidu Indians of California Butte County 3 Enterprise Rancheria of Maidu Indians of California Butte County 4 Mooretown Rancheria of Maidu Indians of California Butte County 5 Big Sandy Rancheria of Western Mono Indians of California Fresno County 6 Cold Springs Rancheria of Mono Indians of California Fresno County 7 Table Mountain Rancheria Fresno County
8 Tejon Indian Tribe Kern County
9 Santa Rosa Indian Community of the Santa Rosa Rancheria, California Kings County
10 Morongo Band of Mission Indians, California Riverside County 11 Augustine Band of Cahuilla Indians, California Riverside County 12 Twenty-Nine Palms Band of Mission Indians of California Riverside County #5..
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Table 3. Tribal Governments Eligible to Apply for CalVIP Funding Tribal Government CalVIP Eligible
County
13 Cabazon Band of Cahuilla Indians Riverside County
14 Agua Caliente Band of Cahuilla Indians of the Agua Caliente Indian Reservation, California Riverside County
15 Soboba Band of Luiseno Indians, California Riverside County 16 Pechanga Band of Indians Riverside County
17 Cahuilla Band of Indians Riverside County
18 Ramona Band of Cahuilla, California Riverside County 19 Santa Rosa Band of Cahuilla Indians, California Riverside County 20 Torres Martinez Desert Cahuilla Indians, California Riverside County 21 Buena Vista Rancheria of Me-Wuk Indians of California Sacramento County 22 Wilton Rancheria, California Sacramento County
23 Chemehuevi Indian Tribe of the Chemehuevi Reservation, California
San Bernardino
County
24 Fort Mojave Indian Tribe of Arizona, California & Nevada San Bernardino County
25 Yuhaaviatam of San Manuel Nation San Bernardino
County
26 Campo Band of Diegueno Mission Indians of the Campo Indian Reservation, California San Diego County
27 Capitan Grande Band of Diegueno Mission Indians of California San Diego County 28 Capitan Grande Band of Diegueno Mission Indians of California (Barona Group of Capitan Grande Band of Mission Indians of the Barona Reservation, California)
San Diego County
29 Capitan Grande Band of Diegueno Mission Indians of California:

Viejas (Baron Long) Group of Capitan Grande Band of Mission Indians of the Viejas Reservation, California
San Diego County
30 Ewiiaapaayp Band of Kumeyaay Indians, California San Diego County 31 Iipay Nation of Santa Ysabel, California San Diego County 32 Inaja Band of Diegueno Mission Indians of the Inaja and Cosmit Reservation, California San Diego County
33 Jamul Indian Village of California San Diego County
34 La Jolla Band of Luiseno Indians, California San Diego County 35 La Posta Band of Diegueno Mission Indians of the La Posta Indian Reservation, California San Diego County
36 Los Coyotes Band of Cahuilla and Cupeno Indians, California San Diego County 37 Manzanita Band of Diegueno Mission Indians of the Manzanita Reservation, California San Diego County
38 Mesa Grande Band of Diegueno Mission Indians of the Mesa Grande Reservation, California San Diego County
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Table 3. Tribal Governments Eligible to Apply for CalVIP Funding Tribal Government CalVIP Eligible
County
39 Pala Band of Mission Indians San Diego County
40 Pauma Band of Luiseno Mission Indians of the Pauma & Yuima Reservation, California San Diego County
41 Rincon Band of Luiseno Mission Indians of Rincon Reservation, California San Diego County
42 San Pasqual Band of Diegueno Mission Indians of California San Diego County 43 Sycuan Band of the Kumeyaay Nation San Diego County
44 Middletown Rancheria of Pomo Indians of California Santa Barbara County 45 Santa Ynez Band of Chumash Mission Indians of the Santa Ynez Reservation, California Santa Barbara County
46 California Valley Miwok Tribe, California Stanislaus County 47 Tule River Indian Tribe of the Tule River Reservation, California Tulare County #5..
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PART III, Page | 52
Appendix D: City and County Population Indexes
City Population Index
Source: California Department of Finance, Population Estimates, January 1, 2023 Large Cities (Population 400,001+)
City Population
1 Bakersfield 407,835
2 Fresno 543,087
3 Long Beach 459,630
4 Los Angeles 3,804,420
5 Oakland 427,305
6 Sacramento 519,466
7 San Diego 1,383,623
8 San Francisco 842,224
9 San Jose 970,772
Medium & Small Cities (Population 1 – 400,000)
City Population
1 Adelanto 36,422
2 Anaheim 339,175
3 Antioch 115,282
4 Atwater 31,390
5 Banning 31,046
6 Barstow 24,759
7 Bell 33,414
8 Bellflower 77,014
9 Carson 92,403
10 Cathedral City 51,045
11 Chico 107,639
12 Colton 52,841
13 Commerce 12,055
14 Compton 94,016
15 Corcoran 21,437
16 Cudahy 22,327
17 Delano 51,841
18 Desert Hot Springs 32,380
19 Gardena 59,896
20 Hawthorne 85,886
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PART III, Page | 53
Medium & Small Cities (Population 1 – 400,000)
City Population
21 Huntington Park 53,384
22 Indio 89,978
23 Inglewood 106,628
24 Lakewood 80,365
25 Lancaster 172,460
26 Lemon Grove 27,517
27 Lompoc 43,591
28 Lynwood 66,424
29 Maywood 24,572
30 Merced 90,120
31 Modesto 216,734
32 Montclair 37,246
33 Montebello 61,730
34 Norwalk 101,496
35 Palm Springs 43,802
36 Palmdale 166,089
37 Paramount 52,331
38 Pico Rivera 61,014
39 Pittsburg 74,736
40 Pomona 151,132
41 Porterville 62,508
42 Richmond 113,122
43 San Bernardino 225,620
44 Sanger 26,286
45 Santa Ana 308,041
46 Santa Maria 109,687
47 Selma 24,395
48 South Gate 92,701
49 Stockton 315,685
50 Tulare 69,565
51 Vallejo 122,220
52 Victorville 136,346
53 Visalia 142,968
54 Yuba City 68,984
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PART III, Page | 54
County Population Index
Source: California Department of Finance, Population Estimates, January 1, 2023 Large Counties (Population 700,001+)
County Population
1 Alameda County 1,650,656
2 Contra Costa County 1,145,274
3 Fresno County 1,010,914
4 Kern County 906,165
5 Los Angeles County 9,819,312
6 Orange County 3,141,065
7 Riverside County 2,428,580
8 Sacramento County 1,576,639
9 San Bernardino County 2,172,694
10 San Diego County 3,290,423
11 San Francisco County 842,224
12 San Joaquin County 783,903
13 Santa Clara County 1,902,799
Medium and Small Counties (Population 1 – 700,000)
County Population
1 Butte County 206,579
2 Kings County 151,629
3 Merced County 285,193
4 Santa Barbara County 442,342
5 Solano County 445,506
6 Stanislaus County 545,753
7 Sutter County 98,248
8 Tulare County 474,680
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PART III, Page | 55
Appendix E: Glossary of Key Terms and Resources
Case Management
The Commission for Case Manager Certification defines case management as a collaborative process that assesses, plans, implements, coordinates, monitors, and evaluates the options and services required to meet the client's health and human service needs. It is characterized by advocacy, communication, and resource management and promotes quality and costeffective interventions and outcomes.

Case management is an area of specialty practice within the health and human services professions. Its underlying premise is that everyone benefits when clients reach their optimum level of wellness, self-management, and functional capability. Case management facilitates the achievement of client wellness and autonomy through advocacy, assessment, planning, communication, education, resource management and service facilitation. Based on the needs and values of the client, and in collaboration with all service providers, the case manager links clients with appropriate providers and resources throughout the continuum of health and human services and care settings, while ensuring that the care provided is safe, effective, client-centered, timely, efficient, and equitable. This approach achieves optimum value and desirable outcomes for all community partners and interested parties.

Collective Efficacy
Social cohesion describes how residents think and feel about their neighborhood. Collective efficacy describes what residences are willing to do to improve their neighborhoods. Although social cohesion is the foundation of collective efficacy, at the core of collective efficacy are the willingness to intervene and the capacity for informal social control. https://nij.ojp.gov/topics/articles/collective-efficacy-taking-action-improve-neighborhoods Cognitive Behavioral Therapy
According to the American Psychological Association, cognitive behavioral therapy (CBT) is a form of psychological treatment that has been demonstrated to be effective for a range of problems including depression, anxiety disorders, alcohol and drug use problems, marital problems, eating disorders, and severe mental illness. Numerous research studies suggest that CBT leads to significant improvement in functioning and quality of life. In many studies, CBT has been demonstrated to be as effective as, or more effective than, other forms of psychological therapy or psychiatric medications.

It is important to emphasize that advances in CBT have been made on the basis of both research and clinical practice. Indeed, CBT is an approach for which there is ample scientific evidence that the methods that have been developed actually produce change. In this manner, CBT differs from many other forms of psychological treatment.

CBT is based on several core principles, including:

1. Psychological problems are based, in part, on faulty or unhelpful ways of thinking.

2. Psychological problems are based, in part, on learned patterns of unhelpful behavior.

3. People suffering from psychological problems can learn better ways of coping with them, thereby relieving their symptoms and becoming more effective in their lives. #5..
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CBT treatment usually involves efforts to change thinking patterns. These strategies might include:
• Learning to recognize one's distortions in thinking that are creating problems, and then to reevaluate them in light of reality.
• Gaining a better understanding of the behavior and motivation of others. • Using problem-solving skills to cope with difficult situations. • Learning to develop a greater sense of confidence is one's own abilities.

CBT treatment also usually involves efforts to change behavioral patterns. These strategies might include:
• Facing one's fears instead of avoiding them.
• Using role playing to prepare for potentially problematic interactions with others. • Learning to calm one's mind and relax one's body.
• Not all CBT will use all of these strategies. Rather, the psychologist and patient/client work together, in a collaborative fashion, to develop an understanding of the problem and to develop a treatment strategy.

CBT places an emphasis on helping individuals learn to be their own therapists. Through exercises in the session as well as “homework” exercises outside of sessions, patients/clients are helped to develop coping skills, whereby they can learn to change their own thinking, problematic emotions, and behavior.

CBT therapists emphasize what is going on in the person's current life, rather than what has led up to their difficulties. A certain amount of information about one's history is needed, but the focus is primarily on moving forward in time to develop more effective ways of coping with life.

Cultural Relevance
Practicing cultural relevance can be defined as:

1. the ongoing process of acquiring an understanding of how the values, beliefs, attitudes, and traditions of racial, ethnic, religious, sexual orientation, gender identity, socioeconomic, and other groups contribute to our own and other people’s cultures;

2. learning about personal circumstances, conditions, nature, and experiences that influence our own and other people’s thinking, behavior, and community roles;

3. acknowledging differences and similarities in power and privilege among groups of people; and

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Diversion3
In the context of criminal law, diversion refers to diverting an individual out of the criminal justice system by having them complete a diversion program rather than be incarcerated or serve another alternative sentence. Criminal charges are typically dropped when an individual successfully completes a diversion program. The purpose of a diversion program is to effect rehabilitation while avoiding the stigma of a criminal conviction.

A diversion program allows the individual to avoid prosecution by completing various requirements for the program. These requirements could include:

1. Education aimed at preventing future offenses by the offender,

2. Restitution to victims of the offense,

3. Completion of community service hours,

4. Avoiding situations for a specified period of time in the future that may lead to committing another such offense.

Diversion programs are usually only available to individuals charged with misdemeanors and nonviolent felonies involving drugs or alcohol. In some jurisdictions, diversion may be available to individuals charged with domestic violence, child abuse or neglect, traffic-related offenses, or even writing bad checks. Diversion programs are primarily governed by state laws, which vary by state.

Focused Deterrence
Focused deterrence strategies are problem-oriented strategies that follow the core principles of deterrence theory. The strategies target specific criminalized behavior committed by a small number of individuals identified as being high risk of committing or being involved in violence who are vulnerable to sanctions and punishment. These individuals are directly engaged and informed that continued violence and criminalized behavior will not be tolerated. Targeted individuals are also informed about how the criminal legal system (such as the police and prosecutors) may respond to continued criminalized behavior; mainly that all potential sanctions, or levers, will be applied. The deterrence-based message is reinforced through intense engagement of individuals, or groups of individuals (group or collective violence), who continue to create harm despite previous attempts to intervene. In addition to deterring violent behavior, the strategies also reward positive behavior change among targeted individuals by providing significant financial incentives for participation and positive behavior as a gateway to developing intrinsic motivation that arises from internal and not external rewards.

Focused deterrence strategies generally target youth and adults engaged in group violence.

Many focused deterrence interventions have primarily targeted incidents of homicide and serious violence (criminalized activities that usually involve repeated violent behavior) in urban settings (Kennedy 2006).
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The focused deterrence framework was developed in Boston during the 1990s. Operation Ceasefire (Boston) was a problem-oriented policing project to stop serious group violence by directly communicating to groups of individuals that violence would no longer be tolerated and was backed by harsh legal sanctions for those who continued to engage in or commit harm.

At the same time, youth workers, probation and parole officers, and other community-based organizations offered services and resources to groups engaged in criminalized behaviors.

While certain aspects of Ceasefire are beneficial, such as the targeted efforts, threats of or enacting harsh sanctions are not. CBOs should be prioritized in the response, and the response should be restorative and non-punitive.

At a general level, the approach of focused deterrence strategies should include the following:

1. Selecting a particular crime problem (such as homicide),

2. Convening an interagency working group that may include law enforcement, and prioritize social service, and community-based practitioners,

3. Developing a response to individuals or groups of individuals that uses a variety of sanctions (“pulling levers”) to stop continued violent behavior,

4. Focusing social services and community resources on target individuals identified by law enforcement, and

5. Directly and continually communicating with individuals to offer support and provide a better understanding of the implications of violence on individuals and communities.

For more information on focused deterrence, please review the links below:

1. https://www.crimesolutions.gov/Practice Profile Details

2. National Network for Safe Communities – Group Violence Intervention: An Implementation Guide

3. National Network for Safe Communities – Custom Notifications

4. The National Network for Safe Communities – Drugs, Race, and Common Ground:

Reflections on the High Point Intervention
Goal versus Objective
Goals and objectives are terms in common use, sometimes used interchangeably because both refer to the intended results of program activities. Goals are longer-term than objectives, more broadly stated, and govern the specific objectives to which program activities are directed.

In proposals, goals are defined by broad statements of what the program intends to accomplish, representing the long-term intended outcome of the program. 4 Examples of goal statements include:5
4 Justice Research and Statistics Association, Juvenile Justice Evaluation Center. (2003, June). Juvenile Justice Program Evaluation: An overview (Second Edition). Retrieved from www.jrsa.org/pubs/juv-justice/programevaluation.pdf. See also New York State Division of Criminal Justice Services. A Guide to Developing Goals and Objectives for Your Program. Retrieved from http://www.criminaljustice.ny.gov/ofpa/goalwrite.htm. 5 Id. at p. 4.
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• To reduce the number of youth repeating criminalized behaviors. • To divert youth who commit nonviolent crimes from state juvenile correctional institutions.
• To restore the losses suffered by the victims of crimes.

Objectives are defined by statements of specific, measurable aims of program activities. 6 Objectives detail the tasks that must be completed to achieve goals. 7 Descriptions of objectives
in the proposals should include three elements:
8 1. Direction – the expected change or accomplishment (e.g., improve, maintain);

2. Timeframe – when the objective will be achieved; and

3. Target Population– who is affected by the objective.

Examples of program objectives include:9
• By the end of the program, youth suffering from addiction will recognize the long-term consequences of drug use.
o To place eligible youth in an intensive healing program within two weeks of adjudication to ensure offender accountability and community safety. • To ensure that youth carry out all of the terms of the mediation agreements they have worked out with their victims by program completion.

Hospital-Based Violence Intervention Programs (www.nnhvip.org) Hospital-based violence intervention programs (HVIPs) vary in the specifics of their design and scope, but typically include a brief intervention in the emergency department or at hospital bedside and post-discharge intensive community-based case management services. HVIP services are provided by culturally competent Violence Prevention Professionals who often also serve in a mentorship capacity. HVIPs are rooted in the philosophy that violence is preventable, and that violent injury offers a “teachable moment” and unique opportunity to break cycles of violence. HVIPs embrace a public health approach to violence prevention as they are grounded in data which indicate that victims of violence are at elevated risk for reinjury and violence perpetration. This model has been the subject of numerous peer-reviewed studies indicating promising impact on injury recidivism, criminal justice contact, and trauma symptoms. HVIPs are now a recommended practice by the federal government.

This strategy aims to (1) provide trained crisis intervention and long-term case management and mentoring home visits and follow-up assistance to youth who are hospitalized for violent injuries, on probation, or identified as being highly at risk for dropout or suspension from school, 6 National Center for Justice Planning. Overview of Strategic Planning. Where Do We Want to Be? Goals and Objectives. Retrieved from https://web.archive.org/web/20180116031203/http:/ncjp.org/strategicplanning/overview/where-do-we-want-be/goals-objectives. 7 Id.; see supra fn 1.
8 Justice Research and Statistics Association, Juvenile Justice Evaluation Center. (2003, June). Juvenile Justice Program Evaluation: An overview (Second Edition) p. 5. Retrieved from www.jrsa.org/pubs/juv-justice/programevaluation.pdf 9 Id.
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as well as to their family and friends; (2) prevent retaliatory violence and reduce the total number of youth injured by interpersonal violence; (3) reduce reentry into the hospital and the criminal justice system; (4) prevent dropout and suspension from school for violent incidents; (5) link youth with local resources that help them live nonviolent lifestyles; and (6) provide positive peer role models and promote positive alternatives to violence.

For more information on hospital-based intervention, please review the links below:

1. National Network of Hospital-based Violence Intervention Programs: www.nnhvip.org

2. Key Components of Hospital-based Violence Intervention Programs

3. The Health Alliance for Violence Intervention: www.thehavi.org Mentoring
For more information on mentoring, please review the links below:

1. The Center for Evidence-Based Mentoring

2. Mentor Resources and Publications

3. How to Start a Mentoring Program
Principles of Effective Intervention
During the past two decades, there has been renewed interest in examining correctional research. These efforts have been led by researchers such as Gendreau, Andrews, Cullen, Lipsey and others.10 Much evidence has been generated, leading to the conclusion that many rehabilitation programs have, in fact, produced significant reductions in recidivism. The next critical issue became the identification of those characteristics most commonly associated with effective programs. Through the work of numerous scholars (Andrews et al., 199011; Cullen and Gendreau, 200012; Lipsey 199913), several “principles of effective intervention” have been identified. These principles can be briefly categorized as the following:
• Assess Actuarial Risk/Needs
• Enhance Intrinsic Motivation
• Target Interventions
o Risk Principle
o Need Principle
o Responsivity Principle
o Dosage
o Treatment Principle
• Skill Train with Directed Practice
10 For a thorough review of this research, see Cullen, F.T. and B.K. Applegate. 1998. Offender rehabilitation:

Effective correctional intervention. Brookfield, Vt.: Ashgate Darthmouth. 11 Andrews, D.A., I. Zinger, R.D. Hoge, J. Bonta, P. Gendreau and F.T. Cullen. 1990. Does correctional treatment work? A clinically relevant and psychologically informed meta-analysis. Criminology 28(3):369-404. 12 Cullen, F.T. and P. Gendreau. 2000. Assessing correctional rehabilitation: Policy, practice, and prospects. In Criminal justice 2000: Volume 3 – Policies, processes, and decisions of the criminal justice system, ed. J. Horney, 109-175. Washington, D.C.: U.S. Department of Justice, National Institute of Justice. 13 Lipsey, M.W. 1999. Can intervention rehabilitate serious delinquents? The Annuals of the American Academy of Political and Social Science, 564(2):142-166.
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• Increase Positive Reinforcement
• Engage Ongoing Support in Natural Communities
• Measure Relevant Processes/Practices
• Provide Measurement Feedback
Street Outreach
Street outreach typically occurs inside the framework of a cooperative relationship with other agencies, including probation, law enforcement, social services, and schools. Outreach workers are referred to as “street” outreach workers because their work is not office-based or even institutional- or school-based, but occurs primarily in the targeted neighborhoods, at the street and home level. The model relies on the use of culturally appropriate staff that respond to shootings to prevent retaliation and detect and resolve conflicts that are likely to lead to shootings. They develop relationships with high-risk individuals who are likely to engage in gun violence and link them with resources such as education and job training. Staff collaborates with neighborhood organizations and other community groups to organize neighborhood events and public education activities that promote a no-shooting message. The strategy aims to change behaviors, attitudes, and social norms directly related to gun violence.

Example of Street Outreach: The Cure Violence Approach (www.cvg.org) Cure Violence is an example of a street outreach model that is used around the country. The Cure Violence model was developed in 1995 by the Chicago Project for Violence Prevention, under the auspices of the University of Illinois at Chicago’s School of Public Health. Cure Violence takes a public health approach to stopping shootings and killings, focusing on interrupting violence and the transmission of norms that promote it.

Using a multi-pronged approach to prevent shootings involving youth and young adults from ages 14-25, the model relies on the use of culturally appropriate staff who respond to shootings to prevent retaliation and detect and resolve conflicts that are likely to lead to shootings. They develop relationships with high-risk individuals who are likely to engage in gun violence and link them with resources such as education and job training. Staff collaborates with neighborhood organizations and other community groups to organize neighborhood events and public education activities that promote a no-shooting message. The strategy aims to change behaviors, attitudes, and social norms directly related to gun violence.

Cure Violence stops the spread of violence by using the methods and strategies associated with disease control:

1. Detecting and interrupting conflicts
Trained violence interrupters and outreach workers prevent shootings by identifying and mediating potentially lethal conflicts in the community and following up to ensure that the conflict does not reignite.
a. Prevent Retaliations: Whenever a shooting happens, trained workers immediately work in the community and at the hospital to cool down emotions and prevent retaliations – working with the victims, friends and family of the victim, and anyone else connected with the event.
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b. Mediate Ongoing Conflicts: Workers identify ongoing conflicts by talking to key people in the community about ongoing disputes, recent arrests, recent prison releases, and other situations and use mediation techniques to resolve them peacefully.
c. Keep Conflicts ‘Cool’: Workers follow up with conflicts for as long as needed, sometimes for months, to ensure that the conflict does not become violent.

2. Identifying and treating the highest risk individuals Trained, culturally-appropriate outreach workers work with the highest risk individuals to make them less likely to commit violence by meeting them where they are at, talking to them about the costs of using violence, and helping them to obtain the social services they need – such as job training and drug treatment. a. Access Highest Risk: Workers utilize their trust with high-risk individuals to establish contact, develop relationships, begin to work with the people most likely to be involved in violence.
b. Change Behaviors: Workers engage with high-risk individuals to convince them to reject the use of violence by discussing the cost and consequences of violence and teaching alternative responses to situations.
c. Provide Treatment: Workers develop a caseload of clients who they work with intensively – seeing several times a week and assisting with their needs such as drug treatment, employment, leaving gangs.

3. Mobilizing the community to change norms
Workers engage leaders in the community as well as community residents, local business owners, faith leaders, service providers, and the high risk, conveying the message that the residents, groups, and the community do not support the use of violence.
a. Respond to Every Shooting: Whenever a shooting occurs, workers organize a response where dozens of community members voice their objection to the shooting.
b. Organize Community: Workers coordinate with existing and establish new block clubs, tenant councils, and neighborhood associations to assist. c. Spread Positive Norms: Program distributes materials and hosts events to convey the message that violence is not acceptable.

System-Impacted
Berkely Underground Scholars defines system-impacted as a person who is legally, economically, or familiarly affected in a negative way by the incarceration of a close relative.

System-impacted also includes people who have been arrested and/or convicted without incarceration.
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Appendix F: Level One Evaluation Requirement
Guidelines for the Local Evaluation Plan and Local Evaluation Report For the CalVIP grant program, the Board of State and Community Corrections (BSCC) requires grantees to complete a Level One Evaluation of their grant-funded project. A Level One Evaluation focuses on achievement of the project’s goals and objectives.

Demonstration of completing this requirement will require the submission of two documents, a Local Evaluation Plan and a Local Evaluation Report. Both are described below along with their due dates.
• Local Evaluation Plan (LEP) – A written document that describes the data collection, management, and analysis and reporting plan that will be implemented to ensure that achievement of the project’s goals and objectives can and will be assessed.

Ideally it should be developed before the project starts or during project implementation, before services or activities begin.
• Local Evaluation Report (LER) – A written document that provides the interpretation of various data elements intended to assess whether the project was successful in achieving its goals and objectives.

These guidelines identify the minimum required content that must be included within each document, respectively.

Local Evaluation Plan
Cover Page
The cover page provides a descriptive report title and identifies the grantee(s), author(s), project period, and funding source.

Project Overview
This section provides a concise overview of the project's activities, services, or interventions, emphasizing their relevance to the target population (if applicable). The information provided should focus on the essential information necessary to understand the project's goals and objectives (next section). It should not describe the need for the project. This section shall not exceed two (2) pages in length.

Data Collection Plan
For each of the project’s goals and associated objectives, this section identifies the data elements, including their source and frequency of collection, that will be used to measure their achievement. To complete this section, first use the table template provided (refer to example below) to list each of the project’s goals and associated objectives as documented in the grant agreement.14 One table template should be used for each goal and its 14 The goals and objectives shall be those within the grant agreement unless changes were preapproved by the assigned BSCC Field Representative.
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associated objectives. Next, complete each table by listing, on separate rows, each distinct data element that will be collected to measure achievement toward the respective goal or its objective(s). For each data element, use the remaining columns to identify the data source, frequency of data collection, and the goal or objective that is the target. Definitions for these terms follow.
• Data element – a basic unit of information, or data, to be collected that has a unique meaning (e.g., gender, race, city, age, arrest date, graduation rate). Please note that the data elements must be logically related to the respective goal or objective it is intended to assess.
• Data source – the location from which the data element originates (e.g., intake form, case management system, standardized assessment, interview, focus group, MOU with partner agency).
• Frequency of data collection – defines how often the data element will be collected or pulled from the data source (e.g., at enrollment, at project/program exit/completion, every 6 months, annually, quarterly, during case management sessions, at course completion).
• Target – the goal or objective(s) that the data element is intended to assess.

Data Collection Plan for Goal 1 (Table Template)
Goal 1:

Objective a:

Objective b:

Objective c:

Objective d:

Data Elements Data Sources Frequency of Collection Target

1. ☐Goal
☐Objective(s):

2. ☐Goal
☐Objective(s):

3. ☐Goal
☐Objective(s):

Data Management
This section provides a concise description of the process that will be used to acquire, validate, store, protect, and monitor the data elements identified in the section(s) above.

The description shall not exceed one page and should, at a minimum, include:
• Identification of who is responsible for implementing the data collection plan(s). • Detail data sharing agreements with external partners, if applicable. • How the data will be monitored throughout the duration of the project and adjustments, if needed, will be identified and made in a timely manner to the data collection plan(s).
• How incomplete or inconsistent data will be identified and corrected. • Where the data will be stored and kept secure.
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Data Analysis and Reporting
This section provides a concise description of the process that will be used to analyze and present the data in a meaningful way. The description shall not exceed one page and should, at a minimum, include:
• Identification of who is responsible for analyzing the data. • How the data will be used to determine achievement of the goal(s) or objective(s) (e.g., comparison between two points in time).
• The analytical tools that will be used (e.g., Excel, Sheets, SPSS, SAS, R). • Identification of who is responsible for communicating the findings and writing the LER.

Local Evaluation Report
Cover Page
The cover page provides a descriptive report title and identifies the grantee(s), author(s), project period, and funding source.

Project Overview
This section provides a concise overview of the project's activities, services, or interventions, emphasizing their relevance to the target population (if applicable). The information provided should focus on the essential information necessary to understand the project's goals and objectives (next section). It should not describe the need for the project. This section shall not exceed two (2) pages in length.

Goal Achievements
For each of the project’s goals, this section(s) should highlight the most important results and analyses of the data elements collected that describe the extent to which the goal was achieved. Follow the results with a brief narrative that provides necessary context to understand the findings. The report writer can decide the proper heading(s) for this section(s). That is, rather than “Goal Achievements” as a single heading and section, a heading that is appropriate for each goal and its achievement can be used to organize the report (e.g., “Recidivism was Reduced by 50 Percent”, “85 Percent of Participants Actively Engaged in Treatment”). The goals and objectives of the project should be clearly provided either within the text of this section or by providing the data collection tables from the LEP as an appendix.15
Discussion
This section is the final portion of the report and provides a holistic description of the meaning, importance, and relevance of the achievements reported. The content may also include a discussion of limitations, challenges, recommendations for future projects, and lessons learned. This section shall not exceed one (1) page in length. 15 These should be the original goals and objectives for the project as defined in the project’s proposal unless they were modified with the approval of the assigned BSCC Field Representative. If they were modified, indicate so and provide a brief explanation for the modification. #5..
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Grantee Highlights
This section provides the grantee the opportunity to share a brief, visually appealing highlight or success story that provides additional information related to the project’s success over the grant cycle. Optional graphs, charts, or photos may be included. 16 This
highlight may be included in a statewide report for the grant program. While every effort will be made to include these in a statewide report, inclusion in the report is not guaranteed.

This section shall not exceed one (1) page in length.

Appendix (Optional)
The appendix(ices) may be provided to present the Data Collection table for each goal from the Local Evaluation Plan. Other content may be provided as appropriate. 16 The BSCC will only accept photographs in which all persons depicted are over 18 years of age and have consented to both being photographed and to the use and release of their image. By submitting photographs to the BSCC, the submitter acknowledges that all approvals have been obtained from the subjects in the photograph(s) and that all persons are over 18 years of age. Further, by submitting the photographs, the submitter irrevocably authorizes the BSCC to edit, alter, copy, exhibit, publish or distribute the photographs for purposes of publicizing BSCC grant programs or for any other lawful purpose. All photographs submitted will be considered public records and subject to disclosure pursuant to the California Public Records Act. #5..
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Attachment A: CalVIP Project Budget Template
Required Attachment: Applicants will be prompted to upload this document from the BSCC CalVIP Webpage to the BSCC Submittable Application Portal. Do not use this version.

Instructions for Budget Attachment
This Budget Attachment is Section 5. This Budget Attachment is included in the official proposal and upon submission will be rated as such per the requirements set forth in the Request for Proposals (RFP). Applicants are solely responsible for the accuracy and completeness of the information entered into this budget workbook.

CITY & COUNTY APPLICANTS - IMPORTANT - PLEASE READ:
* There is a mandatory 50% pass-through requirement for City and County Applicants. Be sure to denote these funds clearly in the budget table.

Authorizing statute requires that all city and county grantees pass through at least 50 percent (50%) of the grant funds they receive to one or more of the following:
• Non-governmental, community-based organizations (show these funds in the NGO Subcontractors line item)
• Public agencies that are not law enforcement whose primary mission is violence prevention or community safety (show these funds in the Public Agency Subcontracts line item) • Tribal governments (show these funds in the NGO Subcontractors line item) 
Enter the name of the Applicant at the top of the Project Budget worksheet.  The maximum amount for which any single Applicant may apply is listed below by category:
▪ Categories 1, 2 or 6 = up to $5,000,000
▪ Category 3 = up to $2,000,000
▪ Categories 4 & 7 = up to $1,000,000
▪ Category 5 = up to $3,000,000
Applicants are encouraged to request only the amount of funds needed to support their proposal and the amount that can be justified with supporting documentation/information. All Applicants must build their proposal, objectives, activities, timelines, and budget information for all three years and six months of the grant cycle (36-month project period and 6-month audit and evaluation period).

Request funds in whole dollars only. Do not use decimals. 
Applicants are limited to the use of the budget line items listed. Applicants are not required to request funds for every line item. If no money is requested for a certain line item, enter $0 in the budget table and "N/A" in the corresponding narrative.  This workbook is protected. Applicants may enter information only in the unshaded cells. All other cells in the Project Budget worksheet will auto-populate based upon the applicant's entries.
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
The purpose of the narrative for each corresponding line item is to provide a brief narrative description of the item(s) and how the items and amounts requested will serve to meet the stated goals, objectives, and planned activities of the project. To start a new paragraph within a narrative cell, hold down the Alt key and then press Enter.  All funds must be used consistently with the requirements of the BSCC Grant Administration Guide, located on the BSCC website, including any updated version that may be posted during term of the Grant Agreement. The BSCC will notify grantees whenever an updated version is posted.

Budget Line Item Instructions

1. Salaries and Benefits: List the classification/title, percentage of time, salary or hourly rates, and benefits (if applicable) for every staff person from the Applicant that will be funded by the grant (please show the math behind the benefit calculations). Briefly describe their roles/responsibilities within the CalVIP Grant project. Applicants are encouraged to account for cost escalations and/or raises during the grant period when budgeting for salaries and benefits.

In this line item, include salaries and benefits ONLY for staff of the Applicant. Salaries and benefits associated with subcontractors should be included in the applicable line item (e.g., Professional Services, NGO Subcontractors, etc.).

2. Services and Supplies: Include and itemize all services and supplies to be purchased by the Applicant. Services and supplies purchased by subcontractors should be included in the applicable line item (e.g. Professional Services, NGO Subcontractors, etc.).

Be advised: Meals, snacks, incentives and participant support items will require separate and prior written approval by BSCC after the grant is awarded, even if included here.

3. Professional Services/Independent Contractors: List the names of any non-public agency professional consultants and/or independent contractors that will work on the project (e.g., auditors, evaluators, accountants, bookkeepers, staff trainers, technical assistance providers, etc.). Show the amount of funds allocated to each and itemize the services that will be provided. List any positions to be funded, including classification/title, percentage of time, salary or hourly rates, and benefits (if applicable).

4. Public Agency Subcontracts: List the names of any public agencies that will receive funds to work on the CalVIP Grant project. Show the amount of funds allocated to each agency and itemize the services that will be provided. List any positions to be funded, including classification/title, percentage of time, salary or hourly rates, and benefits (if applicable).

5. Non-Governmental Organization (NGO) Subcontractors: List the names of all NGOs that will work on the project providing direct services to clients. Show the amount of funds allocated to each and itemize the services that will be provided. List any positions to be funded, including classification/title, percentage of time, salary or hourly rates, and benefits (if applicable). If an NGO subcontractor has not been selected as of the date of the submission of the application, identify the amount of grant funds that will be allocated and describe the services to be provided.
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6. Equipment and Fixed Assets: Include grant funds associated with equipment and fixed assets purchased by the Applicant. Equipment and fixed assets are defined as nonexpendable personal property having a useful life of more than one year and an acquisition cost of $3,500 or more per unit. Items that do not meet this threshold should be included in the Services and Supplies category. Itemize all equipment and fixed assets to be purchased by the Applicant only. Equipment and fixed assets purchased by subcontractors should be included in the applicable line item (e.g., Professional Services, NGO Subcontractors, etc.).

Be advised: Equipment and fixed assets over $3,500 require separate and prior written approval by BSCC after the grant is awarded, even if included here.

7. Other (Travel, Staff Training, etc.): Itemize all costs that do not fit into the categories listed above, including travel and training. At a minimum, Applicants should budget for two 2-day trips to Sacramento for 3-5 key grant team members. For this line item, include "other" costs for use by the Applicant only. Similar type costs allocated by subcontractors must be included in the applicable line item (e.g., Professional Services, NGO Subcontractors, etc.).

Note: Out-of-state travel using grant funding is permissible in rare cases. The use of state funds for out-of-state travel is monitored very closely and granted only in limited cases. Outof-state travel included in the proposed budget does not guarantee automatic approval; outof-state travel requests require separate and written prior approval by the BSCC after the grant is awarded. Participant travel that exceeds $100 per day requires separate and prior written approval by BSCC after the grant is awarded, even if included here.

8. Indirect Costs: Indirect costs are shared costs that cannot be directly assigned or identified to a particular activity, but that are necessary to the operation of the organization and the performance of the project. Indirect cost guidelines can be found in the BSCC Grant Administration Guide, located on the BSCC website.

For this grant program, indirect costs may be charged to grant funds using only one of the following options:
• Organizations that do not have a federally approved indirect cost rate may request reimbursement for indirect costs not to exceed fifteen percent (15%) of the total direct costs, less equipment costs. Organizations may be required to provide a methodology or list of costs/activities to support the indirect costs charged to the grant upon request. • Organizations with a federally approved indirect cost rate may request reimbursement for indirect costs up to the federally approved indirect cost rate, not to exceed twenty percent (20%) of the total direct costs, less equipment costs. Organizations may not request more than their federally approved rate and will be required to submit their federally approved rate documentation in order to receive reimbursement.

In the Indirect Costs Narrative section, please identify the types or categories of expenses that will be supported by the indirect cost rate and what record keeping process will be used to provide source documentation. Note: A project costs must be consistently treated as either a direct or indirect cost, i.e., it cannot be included in both categories. For example, rent for office space cannot be included as an indirect cost and also be included in the methodology used to calculate indirect costs.
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PART III, Page | 70
2025 California Violence Intervention & Prevention (CalVIP) Grant - Project Budget and Budget Narrative
Name of Applicant:

Contract Term: January 1, 2026 - June 30, 2029
Important: This is not an annual budget. Applicants should develop a budget to cover the entire 42- month contract term.

CITY & COUNTY APPLICANTS - IMPORTANT - PLEASE READ:
* There is a mandatory 50% pass-through requirement for City and County Applicants. Be sure to denote these funds clearly in the budget table.

Authorizing statute requires that all city and county grantees pass through at least 50 percent (50%) of the grant funds they receive to one or more of the following:
• Non-governmental, community-based organizations (show these funds in the NGO Subcontractors line item)
• Public agencies that are not law enforcement whose primary mission is violence prevention or community safety (show these funds in the Public Agency Subcontracts line item) Tribal governments (show these funds in the NGO Subcontractors line item) Note: The top table (Budget Line Items) will auto-populate based on the information entered in the sections below.

Budget Line Item Grant
Funds

1. Salaries and Benefits $0

2. Services and Supplies $0

3. Professional Services/Independent Contractors $0

4. Public Agency Subcontractors $0

5. Non-Governmental Organization (NGO) Subcontractors Providing Direct Services $0

6. Equipment/Fixed Assets $0

7. Other (Travel, Staff Training, etc.) $0

8. Indirect Costs $0
TOTAL $0
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PART III, Page | 71
1a. Salaries and Benefits
Position Title (Show as either % FTE or Hourly Rate) &
Benefits
Grant
Funds
Example (Hourly): Fiscal Manager $50/hour x 10 hours/month x 36 months = $18,000 + benefits @ 22% = $3,960 $21,960
Example (FTE): Counselor .25 FTE @ $60,000 x 3 years = $45,000 $45,000 $0
$0
$0
TOTAL $0
1b. Salaries and Benefits Narrative: Provide a brief description for each position that addresses their role on the grant project.

Enter narrative here. You may expand cell height if needed. 2a. Services and Supplies
Name of Services or Supplies Calculation for Expenditure Grant Funds
Example: Supportive Services (e.g., bus
passes, gas cards, hygiene items) $500 x 100 clients $50,000 $0
$0
$0
TOTAL $0
2b. Services and Supplies Narrative: Provide a brief description for each item that explains how it will be used toward fulfilling grant objectives.

Enter narrative here. You may expand cell height if needed. 3a. Professional Services/Independent Contractors
Name of Professional Service(s) Calculation for Expenditure Grant Funds
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PART III, Page | 72
Example: XYZ Accounting Program Compliance Audit covering 36-month service delivery period $25,000
Example: ABC Evaluation Services $ $0
$0
$0
$0
TOTAL $0
3b. Professional Services/Independent Contractors Narrative: List each Professional Services subcontractor or independent contractor (includes evaluators, accountants, bookkeepers, grants management, training, technical assistance, etc.). Provide a brief description of the services that will be provided.

Enter narrative here. You may expand cell height if needed. 4a. Public Agency Subcontracts
Description Calculation for Expense Grant
Funds
$0
$0
$0
TOTAL $0
4b. Public Agency Subcontracts Narrative: List each public agency that will receive grant funds. Provide a brief description of the services that will be provided.

Enter narrative here. You may expand cell height if needed. 5a. Non-Governmental Organization (NGO) Subcontractors Providing Direct Services Name and Description Calculation for Expenditure Grant
Funds
Example: Community Resources, Inc. 10-week Training Class $450 per client x 25 clients $11,250 $0
$0
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PART III, Page | 73
$0
TOTAL $0
5b. NGO Subcontractors Narrative: List each NGO subcontractor that will be providing direct client-centered services. Provide a brief description of the services that will be provided.

Enter narrative here. You may expand cell height if needed. 6a. Equipment/Fixed Assets
Description of Equipment/Fixed
Asset Calculation for Expense Grant Funds
$0
$0
$0
TOTAL $0
6b. Equipment/Fixed Assets Narrative: List any equipment or fixed assets that will be purchased with grant funds and provide a brief description of each item that explains how it will be used toward fulfilling grant objectives.

Enter narrative here. You may expand cell height if needed. 7a. Other (Travel, Staff Training, etc.)
Description Calculation for Expense Grant
Funds
$0
$0
$0
TOTAL $0
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PART III, Page | 74
7b. Other (Travel, Staff Training, etc.) Narrative: Provide a brief explanation for how each item listed above will contribute toward fulfilling grant objectives. Please budget for at least two 2-day trips to Sacramento for 3-5 key grant team members.

Enter narrative here. You may expand cell height if needed. 8a. Indirect Costs
Indirect costs may be charged to grant funds by choosing either Option 1) or 2) listed below:

Grant
Funds
1) Indirect costs will be charged as 15% of total direct costs, less equipment. Applicable if the organization does not have a federally approved indirect cost rate. $0 If using Option 1) grant funds allocated to Indirect Costs may not exceed: $0 2) Indirect costs will be charged up to 20% of total direct costs, less equipment. Applicable if the organization has a federally approved indirect cost rate. Amount claimed may not exceed the organization's federally approved indirect cost rate.

If using Option 2) grant funds allocated to Indirect Costs may not exceed: $0 Regardless of which option is chosen, if the amount entered in the Grant Funds column turns red, adjust it to not exceed the maximum noted just below it: TOTAL $0 8b. Indirect Costs Narrative:

Enter narrative here. You may expand cell height if needed. #5..
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PART III, Page | 75
Attachment B: CalVIP Project Work Plan
REQUIRED ATTACHMENT: You will be prompted to upload this document to the BSCC-Submittable Application.

Instructions: Applicants must complete a Project Work Plan using the format below. Provided goals and objectives must have a clear relationship to the need and intent of the grant. The Project Work Plan must attempt to identify activities/services and estimate timelines for the entire grant term. A minimum of one goal and corresponding objectives must be identified. Completed plans should identify:

1. the project’s top goals and objectives.

2. how the goal(s) will be achieved in terms of the activities/services, responsible staff/partners, and the timelines.

3. a list of the data elements to be collected.
(1) Goal: >
Objectives (A., B., etc.) A.>
B.

C.

Project activities and services that support the identified goal and objectives:

Responsible staff/partners Timeline
Start Date End Date

1.>

2. 3.

1.>

2. 3.

1.>

2. 3.

1.>

2. 3.

List the data elements that will be used to measure the extent to which the goal and its objectives are achieved. See Appendix F for the definition of a data element. >
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PART III, Page | 76
(2) Goal: >
Objectives (A., B., etc.) A.>
B.

C.

Project activities and services that support the identified goal and objectives:

Responsible staff/partners Timeline
Start Date End Date

1.>

2. 3.

1.>

2. 3.

1.>

2. 3.

1.>

2. 3.

List the data elements that will be used to measure the extent to which the goal and its objectives are achieved. See Appendix F for the definition of a data element. >
(3) Goal: >
Objectives (A., B., etc.) A.>
B.

C.

Project activities and services that support the identified goal and objectives:

Responsible staff/partners Timeline
Start Date End Date

1.>

2. 3.

1.>

2. 3.

1.>

2. 3.

1.>

2. 3.

List the data elements that will be used to measure the extent to which the goal and its objectives are achieved. See Appendix F for the definition of a data element. >
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PART III, Page | 77
Attachment C: Criteria and Assurance for Non-Governmental Organizations that Receive BSCC Grant Funds as a Subcontractor
Required Attachment: Applicants will be prompted to upload this document from the BSCC CalVIP webpage to the BSCC Submittable Application Portal.

The CalVIP RFP includes requirements that apply to non-governmental organizations that receive BSCC grant funds as subcontractors. Grantees are responsible for ensuring that all subcontracted third parties continually meet these requirements as a condition of receiving any CalVIP funds. The RFP describes these requirements as follows:

Any non-governmental organization that receives CalVIP funds must:
• Have been duly organized, in existence, and in good standing at least six (6) months prior to the start date of the applicant’s Grant Agreement with BSCC.

Note: Non-governmental organizations that have recently reorganized or have merged with other qualified non-governmental organizations that were in existence prior to the six (6) month date are also eligible, provided all necessary agreements have been executed and filed with the California Secretary of State prior to the start date of the applicant’s Grant Agreement with BSCC.
• Be registered with the California Secretary of State’s Office, if applicable. • Have a valid business license, Employer Identification Number (EIN), and/or Taxpayer ID (if sole proprietorship).
• Have any other state or local licenses or certifications necessary to provide the services requested (e.g., facility licensing by the Department of Health Care Services), if applicable.

In the table below, provide the name of the Grantee and list all subcontracted third parties.

Name of Grantee:

Refer to next page for signature block.

Name of Subcontracted
Third Party Address Email / Phone Meets All
Requirements
Yes ☐ No ☐
Yes ☐ No ☐
Yes ☐ No ☐
Yes ☐ No ☐
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PART III, Page | 78
Grantees are required to update this list and submit it to BSCC any time a new third-party subcontract is executed after the initial assurance date. Grantees shall retain (on-site) applicable source documentation for each contracted party that verifies compliance with the requirements listed in the CalVIP RFP. These records will be subject to the records and retention language found in Appendices A and C of the Standard Agreement.

The BSCC will not reimburse for costs incurred by any third party that does not meet the requirements listed above and for which the BSCC does not have a signed grantee assurance on file.

A signature below is an assurance that all requirements listed above have been met.

AUTHORIZED SIGNATURE
(This document must be signed by the person who is authorized to sign the Grant Agreement.)

NAME OF AUTHORIZED OFFICER TITLE TELEPHONE NUMBER EMAIL ADDRESS

STREET ADDRESS CITY STATE ZIP CODE
APPLICANT’S SIGNATURE (verified e-signature is acceptable) DATE x
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PART III, Page | 79
Attachment D: Certification of Compliance with BSCC Policies Regarding Debarment, Fraud, Theft and Embezzlement
Required Attachment: Applicants will be prompted to upload this document from the BSCC CalVIP webpage to the BSCC Submittable Application Portal.

It is the policy of the BSCC to protect grant funds from unreasonable risks of fraudulent, criminal, or other improper use. As such, the Board will not enter into contracts or provide reimbursement to applicants that have been:

1. debarred by any federal, state, or local government entities during the period of debarment; or

2. convicted of fraud, theft, or embezzlement of federal, state, or local government grant funds for a period of three (3) years following conviction.

Furthermore, the BSCC requires grant recipients to provide an assurance that there has been no applicable debarment, disqualification, suspension, or removal from a federal, state or local grant program on the part of the grantee at the time of application and that the grantee will immediately notify the BSCC should such debarment or conviction occur during the term of the Grant contract.

BSCC also requires that all grant recipients include, as a condition of award to a subgrantee or subcontractor, a requirement that the subgrantee or subcontractor will provide the same assurances to the grant recipient. If a grant recipient wishes to consider a subgrantee or subcontractor that has been debarred or convicted, the grant recipient must submit a written request for exception to the BSCC along with supporting documentation.

By checking the following boxes and signing below, applicant affirms that:

I/We are not currently debarred by any federal, state, or local entity from applying for or receiving federal, state, or local grant funds.

I/We have not been convicted of any crime involving theft, fraud, or embezzlement of federal, state, or local grant funds within the last three (3) years. We will notify the BSCC should such debarment or conviction occur during the term of the Grant contract.

I/We will hold subgrantees and subcontractors to these same requirements.

A grantee may make a request in writing to the Executive Director of the BSCC for an exception to the debarment policy. Any determination made by the Executive Director shall be made in writing.

AUTHORIZED SIGNATURE
(This document must be signed by the person who is authorized to sign the Grant Agreement.)

NAME OF AUTHORIZED OFFICER TITLE TELEPHONE NUMBER EMAIL ADDRESS

STREET ADDRESS CITY STATE ZIP CODE
APPLICANT’S SIGNATURE (Blue Ink or e-signature Only) DATE X
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PART III, Page | 80
Attachment E: Sample Governing Board Resolution
A Governing Board Resolution does not have to be uploaded at the time of submission but must be submitted in order for the Grant Agreement to be executed.

Instructions: Before the grant award can be finalized and funds awarded, applicants must provide evidence that the person signing the grant agreement has signing authority, which may include articles of incorporation, bylaws, or a board resolution conferring authority to the signatory.

Below is assurance language that should be included in a Governing Board resolution submitted to the Board of State and Community Corrections.

SAMPLE GOVERNING BOARD RESOLUTION
WHEREAS the (insert name of Applicant Agency) desires to participate in the Cohort 5 California Violence Intervention and Prevention (CalVIP) funded through the California State General Fund and administered by the Board of State and Community Corrections (hereafter referred to as the BSCC).

NOW, THEREFORE, BE IT RESOLVED that the (insert title of designated official) be authorized on behalf of the (insert name of Governing Board) to submit the grant proposal for this funding and sign the Grant Agreement with the BSCC, including any amendments thereof.

BE IT FURTHER RESOLVED that grant funds received hereunder shall not be used to supplant expenditures controlled by this body.

Passed, approved, and adopted by the (insert name of Governing Board) in a meeting thereof held on (insert date) by the following:

Ayes:

Noes:

Absent:

Signature: _______________________________________ Date: _________________ Typed Name and Title: ___________________________________________________ ATTEST: Signature: _______________________________ Date: _________________ Typed Name and Title: _______________________________________________________ #5..
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DATE OF MEETING:

May 12, 2025
Date: April 22, 2025
TO: Safety & Communities Committee
Jeremiah Williams, Chair
Chris Ricci, Vice Chair
Rosa Escutia-Braaton, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Allison Van Guilder, Deputy City Manager
SUBJECT: Adoption of the 2025-2027 Blight Abatement Strategy CONTACT: Simerdip Bhangoo, Management Analyst, 209-571-5571 DESCRIPTION:

Consider the update on the 2020-2025 Blight Abatement Strategy and adopting the 2025-2027 Blight Abatement Strategy and forwarding to Council for approval. (Funding Source: Not Applicable)
STRATEGIC PLAN ELEMENT:

The recommended action supports the City’s 2020-2025 Strategic Plan Initiatives: Invest in Beautification Efforts by increasing pride in Modesto’s diverse neighborhoods and business districts and investing in community assets and amenities.

BACKGROUND:

In a 2019 Citywide community survey, blight was identified as one of the most pressing concerns among Modesto residents. Since then, the City has been diligently working to address concerns raised in the community survey through the goals and strategies outlined in the 2020-2025 Blight Abatement Strategy. Achieving the progress made over the past five years has required the collaboration of various departments and divisions, including the Solid Waste Division, Parks, Recreation & Neighborhood Department (PRN), Modesto Police Department (MPD), Fire Department, as well as partnerships with the California Department of Fish & Wildlife, Natural Resource Volunteer Program, Operation 9-2-99, and the Dry Creek Trails Coalition. While the past five years have brought significant challenges, particularly with the pandemic, they also created new opportunities, such as the passage of Measure H, which has further supported our blight abatement efforts.

DISCUSSION:

The Blight Abatement Strategy is designed to consistently evaluate the City programs to mitigate blight, identify immediate opportunities for efficiency and improvement, determine potential partnerships while strengthening others, and create an initiative that is practical and fiscally sustainable. To do this successfully, in October 2020, the City officially established the Blight Abatement Advisory Committee with the goal of providing recommendations for program improvements, identifying funding opportunities, and developing strategies to increase volunteer participation. This facilitates the progress of the of the Blight Abatement Strategy through efforts to

CITY OF MODESTO

COMMITTEE AGENDA REPORT
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Safety & Communities Committee, May 12, 2025
Adoption of the 2025-2027 Blight Abatement Strategy