Agenda packet — Palm Desert City Council, June 11, 2026 (part 3 of 3)

City of Palm Desert Staff Report
Meeting Date: June 11, 2026
Prepared By: Angelique Hodges, Management Analyst
Shannon Vonnegut, Director of Library Services
Department: Library Services
Subject: Establishment of Live Scan Fingerprinting Services at the Palm Desert Library Recommendation
Receive and file the staff report regarding the establishment of Live Scan fingerprinting services at the Palm Desert Library.

Background
The Palm Desert Library is in the process of becoming a Live Scan fingerprinting location, further expanding the Library’s role as a community resource and service center. As the City continuously evaluates its processes and the evolving needs of both the organization and the community it serves, this initiative will provide a convenient, accessible option for residents, employees, students, volunteers, and local organizations requiring fingerprinting services for employment, licensing, certifications, and background clearances.

The establishment of Live Scan fingerprinting services is anticipated to be supported through Innovation Reserve Fund identified cost savings to support the pilot program start-up costs, including equipment, software, staff certification, and related implementation needs. This qualifies as an innovative use of funds because it uses one-time cost savings to launch a new service delivery model that expands public access, improves internal City workflows, reduces reliance on outside fingerprinting providers, and may offset ongoing costs through future City service fees if the pilot program is successful. Ongoing service fees, including applicable California Department of Justice (DOJ), Federal Bureau of Investigation (FBI), and City of Palm Desert service fees, may be established to support operational and administrative costs associated with providing the service upon success of the pilot program. Operational policies will be adopted by the City Manager.

Staff will coordinate with partnering departments, including Finance, Human Resources, Marketing, Information Technology, and other applicable departments, throughout implementation of the Live Scan service. This coordination will support fee administration, employee and volunteer fingerprinting workflows, public outreach and marketing, technology 459

Page 2 ends

setup, and related operational procedures to ensure the service is implemented efficiently and consistently across City operations.

The benefit is twofold. The City will be able to fingerprint new employees and volunteers, reducing coordination and onboarding time. The public will gain an additional community resource, giving those who need fingerprinting a convenient option at the Library.

The Library will collaborate with other City departments to market and promote the service to the community, ensuring residents are aware of this new local resource. As the Library continues to evolve to meet the changing needs of the community, this added service reflects the City’s commitment to innovation, accessibility, and customer service while enhancing the overall experience for the Palm Desert community.

Legal Review
This report has been reviewed by the City Attorney’s Office.

Financial Impact
The establishment of Live Scan fingerprinting services can be supported through the Innovation Reserve Fund. The Innovation Reserve Fund provides opportunities to utilize identified cost savings from the current fiscal year to support projects and ideas that improve processes, increase productivity and efficiency, or reduce costs. For this service, the Human Resources Division has identified cost savings in the FY 2025-26 Citywide Training Account to support the pilot program. The estimated cost to provide start-up funding for the pilot program is $15,000.

Ongoing service fees, including applicable California Department of Justice (DOJ), Federal Bureau of Investigation (FBI), and City of Palm Desert service fees, may be established to support on-going operational and administrative costs associated with providing the service, if successful. Any proposed user fee for Live Scan services will be brought back to the City Council at a future meeting for consideration and approval. 460

Page 3 ends

Conflict of Interest Awareness Checklist
Note: This checklist is informational only and does not constitute a legal determination. Each Councilmember remains responsible for identifying, disclosing, and evaluating any disqualifying interests under the Political Reform Act and applicable FPPC regulations.

1. Site-Specific Property Interest
Does this item involve a project site or other identifiable real property? ☐ Yes
☒ No
If yes, identify the project site:

Councilmembers should consider whether they own, lease, or hold interests in real property within 1,000 feet of the project site. (Gov. Code § 87103(b); FPPC Reg. 18702.2).

Page 1 ends

City of Palm Desert Staff Report
Meeting Date: June 11, 2026
Prepared By: Amy Lawrence, Deputy Director of Economic Development Department: Economic Development
Subject: Consideration of an ISA Para Surfing Championship Sponsorship Recommendation

1. Approve a sponsorship contribution in the amount of $75,000 for the 2026 International Surfing Association (ISA) World Para Surfing Championship, contingent upon a matching sponsorship contribution of $75,000 from Visit Greater Palm Springs and a contribution of $150,000 from DSRT Surf and its partners, for a total event sponsorship package of $300,000.

2. Authorize the City Manager to execute any necessary agreements and related documents associated with the sponsorship, subject to City Attorney review.

Executive Summary
DSRT Surf has requested sponsorship support from the City of Palm Desert for the 2026 ISA World Para Surfing Championship, an international adaptive surfing competition organized by the International Surfing Association (ISA). The ISA, founded in 1964, is recognized by the International Olympic Committee as the World Governing Authority for surfing. The event would take place at DSRT Surf in Palm Desert from November 19–22, 2026, and would include competition events, athlete training, opening and closing ceremonies, and related community activities.

A sponsorship contribution in the amount of $75,000 is proposed, contingent upon a matching contribution from Visit Greater Palm Springs in the amount of $75,000 and DSRT Surf’s contribution of $150,000, for a total sponsorship package of $300,000. The event would provide international exposure for Palm Desert, support adaptive sports programming, and generate regional tourism and economic activity. According to ISA media reports from the 2025 event, the Championship generated approximately 760,000 webcast views, 16 million social media video views, and an estimated earned media value of $1.8 million.

Background
DSRT Surf has requested sponsorship assistance from the City to help secure and host the 2026 ISA World Para Surfing Championship in Palm Desert. City participation is intended to support tourism promotion, economic development, destination branding, and community engagement opportunities associated with hosting an international sporting event.

The sponsorship request is being brought forward at this time due to event planning timelines and the need for funding commitments in advance of final event confirmation and operational coordination.
463

Page 2 ends

Analysis
The proposed sponsorship would position the City of Palm Desert and Visit Greater Palm Springs as Official Gold Sponsors of the 2026 ISA World Para Surfing Championship.

Sponsorship benefits would include logo placement on event marketing materials, event banners, newsletters, webcast advertising, social media integrations, activation space at the event site, webcast announcer mentions, and branded promotional opportunities.

According to materials provided by the ISA, the 2025 World Para Surfing Championship generated significant international visibility, including:
 760,000 webcast views
 16 million social media views
 300,000 social media interactions
 85,000 website visits
 Approximately $1.8 million in earned media value
The proposed event is scheduled during a period when hotel occupancy is typically lower than peak season levels. By attracting participants and visitors from outside the region, the event may contribute to increased lodging activity and visitor spending within the City and surrounding area.

DSRT Surf and its partners would serve as the primary operators of the event and would be responsible for venue operations, wave production, event setup and teardown, security, food and beverage services, athlete hospitality coordination, and collaborative marketing efforts with the ISA.

The City’s role would primarily consist of sponsorship participation and coordination assistance as needed. DSRT Surf has indicated that additional support requests may include permitting coordination and assistance in identifying a venue for opening or closing ceremonies if those activities are held outside of DSRT Surf.

Due to the timing of the proposed event and the limited amount of time available for planning and coordination, staff has advised DSRT Surf that the City may not be able to provide a location, staffing, or operational resources for an opening ceremony, closing ceremony, or parade component. Staff will continue discussions with event organizers regarding feasible operational support should the event move forward.

Sponsorship Structure
The proposed sponsorship structure is as follows:

Contributor Amount
City of Palm Desert $75,000
Visit Greater Palm Springs $75,000
DSRT Surf and Partners $150,000
Total $300,000
464

Page 3 ends

Environmental Review
Pursuant to CEQA Guidelines sections 15060(c)(3) and 15378, this action is not a project under the California Environmental Quality Act “CEQA” because it is an administrative, organizational, procedural, fiscal, or informational activity that will not result in a direct or reasonably foreseeable indirect physical change in the environment.

Legal Review
This report has been reviewed by the City Attorney’s Office.

Financial Impact
The recommended action would authorize a one-time sponsorship contribution in the amount of $75,000 for the 2026 ISA World Para Surfing Championship. The City’s contribution is contingent upon confirmation of a matching sponsorship contribution from Visit Greater Palm Springs in the amount of $75,000 and a contribution of $150,000 from DSRT Surf and its partners.

Funds are available in FY 2025-26 City Sponsored Events Account Number 1104416-4306201 for this purpose.

Attachments

1. 2025 World Para Surfing Championship Media Report
465

Page 4 ends

1. Site-Specific Property Interest
Does this item involve a project site or other identifiable real property? ☐ Yes
☒ No
If yes, identify the project site:

Councilmembers should consider whether they own, lease, or hold interests in real property within 1,000 feet of the project site. (Gov. Code § 87103(b); FPPC Reg. 18702.2).

2. SB 1439 / Gov. Code § 84308 Applicability (Campaign Contributions) Does this item involve a license, permit, other entitlement for use, or a contract or franchise agreement that is not competitively bid, a labor agreement, or a personal employment contract?
☒ Yes
☐ No
If yes, identify the parties: DSRT Surf and International Surfing Association Councilmembers should review campaign contributions received within the prior 12 months from parties or participants to the proceeding and must not accept contributions over $500 from those parties for 12 months following the final decision. (Gov. Code § 84308). 466
467
468
469
470
471
472
473
474
475
476
477
478
479
480
481
482

Page 1 ends

City of Palm Desert Staff Report
Meeting Date: June 11, 2026
Prepared By: Ivan Tenorio, Homeless and Supportive Services Manager Pedro Rodriguez, Code Compliance and Supportive Services Manager Department: Development Services
Subject: Approve a Professional Services Agreement with Jewish Family Service of San Diego for Homeless Outreach and Engagement Services
Recommendation

1. Approve a Professional Services Agreement with Jewish Family Service of San Diego in an amount not to exceed $200,000 for homeless outreach and engagement services from July 1, 2026, through June 30, 2027, with two optional one-year extensions.

2. Authorize the City Attorney to make necessary non-monetary changes to the agreement.

3. Authorize the City Manager to execute the agreement, exercise the two optional oneyear extensions, and execute any documents necessary to effectuate this action, subject to available budget authority.

Executive Summary
Staff recommends approval of a Professional Services Agreement with Jewish Family Service of San Diego (JFSSD) to provide homeless outreach and engagement services in Palm Desert for an initial term of July 1, 2026, through June 30, 2027, with two optional one-year extensions. The proposed annual agreement amount is $200,000 and will be fully funded through the City’s Opioid Settlement Fund. The Fiscal Year 2026/27 agreement amount is included in the Fiscal Year 2026/27 budget.

This action formalizes the City’s transition to a new homeless outreach and engagement service provider while maintaining continuity of services. The City’s current agreement with Kingdom Causes dba City Net began in 2023 and has no remaining renewal options after June 30, 2026. Approval of the proposed agreement with JFSSD will allow the City to continue direct street-level outreach, case management, housing navigation, behavioral health and substance use linkages, and service referrals without a service gap.

Staff determined that JFSSD is well qualified to provide the City’s next homeless outreach services based on its experience in Riverside County and the Coachella Valley, direct-service staffing model, and ability to coordinate with City staff, Code Compliance, public safety partners, service providers, and community stakeholders. .
483

Page 2 ends

Background
The City has contracted for homeless outreach services since July 2019, when it began contracting with the County’s Homeless Outreach Program. That program provided outreach support to individuals experiencing homelessness in Palm Desert; however, service levels changed over time due to reduced County staffing and program availability.

For context, the County Homeless Outreach Program was originally budgeted at approximately $330,000 in Fiscal Year 2019/20, with future years budgeted at $262,000 and then $168,000 to reflect reduced staffing. By 2023, the program had been reduced to approximately one day per week at an estimated cost of approximately $3,000 to $5,000 per month, depending on availability. This reduction in available County service contributed to the City’s decision to pursue a dedicated local outreach provider.

In 2023, the City moved way from County provided services and the City issued a request for proposals and selected Kingdom Causes dba City Net as the City’s homeless outreach provider. On September 28, 2023, the City Council approved an agreement with City Net to provide homeless outreach and engagement services beginning October 1, 2023. The agreement included two outreach staff dedicated to street outreach, engagement, case management, and housing navigation.

The current City Net agreement has no remaining renewal options after June 30, 2026. A new agreement is therefore necessary to avoid a lapse in homeless outreach and engagement services.

Request for Proposals Process
On December 10, 2025, staff issued a formal solicitation through OpenGov for homeless outreach and engagement services. The solicitation maintained the City’s core scope of work, including street outreach, engagement, case management, housing navigation, service referrals, and reporting.

The RFP established an annual not-to-exceed amount of $200,000 per fiscal year to support long-term sustainability of the City’s Opioid Settlement Fund while maintaining direct streetlevel outreach services. The annual limit was set so the City could continue these services using Opioid Settlement Fund revenues, without relying on the General Fund.

Six proposals were received. A review panel evaluated the proposals using the RFP criteria, including proposer experience, service approach, outreach emphasis, data and reporting systems, and cost and budget reasonableness. Proposals were scored on a 100-point scale.

Based on the evaluation criteria, the proposals were reviewed as follows:

Contractor Location (Main
Office)
Total Score Evaluation
Outcome
Total Bid
Jewish Family Service of
San Diego
San Diego, CA 91 Recommended
Provider
$200,000.00
Wellness Equity Alliance Scotts Valley, CA 89 Interviewed $200,000.00 Alinea Health Brea, CA 76 Interviewed $200,000.00
484

Page 3 ends

Contractor Location (Main
Office)
Total Score Evaluation
Outcome
Total Bid
Kingdom Causes dba City
Net
Anaheim, CA 76 Not advanced;
exceeded RFP cost
limit
$253,048.32
Shelter Share Oklahoma City, OK 65 Reviewed; not
interviewed
$198,500.00
External Love Non-Profit
Organization
Palm Desert, CA 39 Reviewed; not
interviewed
$200,000.00
The review panel consisted of the City’s Public Safety Coordinator, Contracts Senior Management Analyst, Homeless and Supportive Services Manager, and Code Compliance and Supportive Services Manager.

The three highest-scoring proposals within the RFP cost limit were advanced to interviews:

JFSSD, Wellness Equity Alliance, and Alinea Health. Shelter Share submitted the lowest bid but did not score as highly under the full evaluation criteria. City Net scored competitively in several qualitative categories, but its proposed cost exceeded the RFP’s $200,000 annual limit.

The RFP did not require award to the lowest-cost proposer. Cost was evaluated as part of the overall score, along with experience, service approach, outreach emphasis, and data/reporting capacity. Following proposal review and interviews, JFSSD was selected as the recommended provider.

Analysis
Recommended Provider – Jewish Family Service of San Diego JFSSD was selected because it proposed a clear service approach, an appropriate staffing structure, and demonstrated familiarity with the coordination and data systems used by the City and regional homeless service providers. JFSSD also demonstrated substantial experience delivering homeless outreach, housing navigation, case management, and supportive services in Riverside County and the Coachella Valley, including experience with local service systems and collaboration with cities, County programs, law enforcement agencies, and service providers.

The proposed scope of work includes:
 Street outreach and engagement in Palm Desert
 Case management
 Housing navigation
 Behavioral health and substance use linkages
 Participation in HMIS and CES
 Monthly reporting
 Coordination with City staff, Code Compliance, public safety partners, regional providers, and community stakeholders
JFSSD’s proposed service model includes two full-time outreach case managers assigned to deliver the required services in Palm Desert. The model is intended to support individuals 485

Page 4 ends

through practical assistance, including service planning, document readiness, benefits connections, shelter and housing referrals, treatment linkages, and follow-up.

Current Provider – Kingdom Causes dba City Net
City Net has served as the City’s homeless outreach and engagement provider since 2023 and has been a valued partner in supporting the City’s outreach efforts. The proposed transition reflects the end of the current agreement’s available renewal period and the City’s completion of a new solicitation process. A new agreement is needed to continue homeless outreach and engagement services without a service gap after June 30, 2026.

Based on the full evaluation process, staff determined that JFSSD provided the strongest overall fit for the City’s next phase of homeless outreach and engagement services. The proposed agreement also provides an opportunity to strengthen communication, follow-up, and coordination among outreach staff, City staff, Code Compliance, public safety partners, and service providers. The City will continue to prioritize outreach, engagement, and service connection while maintaining a coordinated response when conditions affect public health, safety, or quality of life.

Environmental Review
This action is not a project under the California Environmental Quality Act because it is an administrative, organizational, procedural, fiscal, or informational activity that will not result in a direct or reasonably foreseeable indirect physical change in the environment. (14 Cal. Code Regs. §§ 15060(c), 15378(b), 15061(b)(3).)
Legal Review
This report has been reviewed by the City Attorney’s Office.

Financial Impact
The agreement will be funded through the City’s Opioid Settlement Fund, Account No. 2264212- 4309000. The proposed annual agreement amount is $200,000 for the initial term and is included in the Fiscal Year 2026/27 budget.

If exercised by the City, the two optional one-year extensions would also be in an amount of $200,000 per fiscal year and would be subject to available budget authority in the applicable fiscal year. The optional extension years are shown below for planning purposes only and remain subject to actual opioid settlement revenues, annual budget approval, and the City’s exercise of each optional extension.

Fiscal
Year*
Opioid Settlement
Fund Starting
Balance
Projected
Revenue
Projected
Fund Balance
JFSSD
Agreement
Cost
Ending Balance
FY 26/27 $319,278.61 $145,793.05 $465,071.66 $200,000 $265,071.66 486

Page 5 ends

FY 27/28 $265,071.66 $136,570.85 $401,642.51 $200,000 $201,642.51 FY 28/29 $201,642.51 $157,626.31 $359,268.82 $200,000 $159,268.82 * Figures for FY 2027/28 and FY 2028/29 are projections and are subject to the City’s exercise of the optional one-year extensions, available budget authority, and actual Opioid Settlement revenues.

Attachments

1. Professional Services Agreement

2. JFSSD Proposal
487

Page 6 ends

1. Site-Specific Property Interest
Does this item involve a project site or other identifiable real property? ☐ Yes
☒ No
If yes, identify the project site:

Councilmembers should consider whether they own, lease, or hold interests in real property within 1,000 feet of the project site. (Gov. Code § 87103(b); FPPC Reg. 18702.2).

PROFESSIONAL SERVICES AGREEMENT

1. Parties and Date. This Agreement is made and entered into on July 1, 2026, by and between the City of Palm Desert, a municipal corporation organized under the laws of the State of California with its principal place of business at 73-510 Fred Waring Drive, Palm Desert, California 92260-2578 (“City”) and Jewish Family Service of San Diego, a Nonprofit corporation, with its principal place of business at 8804 Balboa Avenue, San Diego, CA 92123 ("Consultant"). The City and Consultant are sometimes individually referred to herein as "Party" and collectively as "Parties."

1.1 City Council Approval.

On May 28, 2026, City Council approved the award of this Agreement to the vendor above.

2. Recitals.

2.1 Project.

The City is a public agency of the State of California and is in need of professional services for the following project:

Homeless Outreach and Engagement Services
(hereinafter referred to as “the Project”).

2.2 Consultant.

Consultant desires to perform and assume responsibility for the provision of certain professional services required by the City on the terms and conditions set forth in this Agreement. Consultant is duly licensed and has the necessary qualifications to provide such services.

3. Terms.

3.1 Scope of Services and Term.

3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the services necessary for the Project ("Services"). The Services are more particularly described in Exhibit "A" attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations.

3.1.2 Term. The term of this Agreement shall be from July 1, 2026 to June 30, 2027, unless earlier terminated as provided herein. The City shall have the unilateral option, at its sole discretion, to renew this Agreement for no more than two (2) additional one-year terms. Contractor shall complete the Services within the term of this Agreement and shall meet any other established schedules and deadlines. 489
Contract No. ___________
2 3.2 Responsibilities of Consultant.

3.2.1 Independent Contractor; Control and Payment of Subordinates. The Services shall be performed by Consultant or under its supervision. Consultant will determine the means, methods, and details of performing the Services subject to the requirements of this Agreement. City retains Consultant on an independent contractor basis and not as an employee. Any personnel performing the Services shall not be employees of City and shall at all times be under Consultant's exclusive direction and control. Neither City, or any of its officials, officers, directors, employees, or agents shall have control over the conduct of Consultant or any of Consultants officers, employees or agents, except as set forth in this Agreement. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to:
social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers' compensation insurance.

3.2.2 Schedule of Services. Consultant shall perform the Services in a prompt and timely manner in accordance with the Schedule of Services set forth in Exhibit "B" attached hereto and incorporated herein by reference. Consultant represents that it has the professional and technical personnel required to perform the Services expeditiously. Upon request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services.

3.2.3 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the approval of City.

3.2.4 City's Representative. The City hereby designates Ivan Tenorio, Homeless and Supportive Services Manager, or his/her designee, to act as its representative in all matters pertaining to the administration and performance of this Agreement ("City's Representative"). City's Representative shall have the power to act on behalf of the City for review and approval of all products submitted by Consultant but not the authority to enlarge the scope of Services or change the total compensation due to Consultant under this Agreement. The City Manager shall be authorized to act on City's behalf and to execute all necessary documents which enlarge the scope of services or change the Consultant's total compensation subject to the provisions contained in Section

3.3 of this Agreement. Consultant shall not accept direction or orders from any person other than the City Manager, City's Representative or his/her designee.

3.2.5 Consultant's Representative. Consultant hereby designates Dana Toppel, Chief Executive Officer, or his/her designee, to act as its representative for the performance of this Agreement ("Consultant's Representative"). Consultant's Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant's Representative shall supervise and direct the Services, using his/her best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.

3.2.6 Substitution of Key Personnel. Consultant has represented to City that certain key personnel will perform and coordinate the Services. Should one or more 490
Contract No. ___________
3 of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval of City. In the event that City and Consultant cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause. The key personnel for performance of this Agreement are as follows: Becky Ruiz, Director of Supportive Housing; Angelita Lima, Program Manager; Lead Outreach Case Manager and Outreach Case Manager, as further identified in Exhibit A-1

3.2.7 Coordination of Services. Consultant agrees to work closely with City staff in the performance of Services and shall be available to City's staff, consultants, and other staff at all reasonable times.

3.2.8 Standard of Care; Performance of Employees. Consultant shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants that all employees and subconsultants shall have sufficient skill and experience to perform the Services assigned to them. Consultant represents that it, its employees and subconsultants have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, and that such licenses and approvals shall be maintained throughout the term of this Agreement. Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant's failure to comply with the standard of care provided herein. Any employee of the Consultant or its sub-consultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by the Consultant and shall not be re-employed to perform any of the Services or to work on the Project.

3.2.9 Period of Performance. Consultant shall perform and complete all Services under this Agreement within the term set forth in Section 3.1.2 above (“Performance Time”). Consultant shall also perform the Services in strict accordance with any completion schedule or Project milestones described in Exhibits “A” or “B” attached hereto, or which may be separately agreed upon in writing by the City and Consultant (“Performance Milestones”). Consultant agrees that if the Services are not completed within the aforementioned Performance Time and/or pursuant to any such Performance Milestones developed pursuant to provisions of this Agreement, it is understood, acknowledged and agreed that the City will suffer damage.

Neither City nor Consultant shall be considered in default of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the nonperforming Party. For purposes of this Agreement, such circumstances include a Force Majeure Event. A Force Majeure Event shall mean an event that materially affects a Party’s performance and is one or more of the following: (1) Acts of God or other natural disasters; (2) terrorism or other acts of a public enemy; (3) orders of governmental authorities (including, without limitation, unreasonable and unforeseeable delay in the issuance of permits or approvals by governmental authorities that are required for the 491
Contract No. ___________
4 services); (4) strikes and other organized labor action occurring at the site and the effects thereof on the services, only to the extent such strikes and other organized labor action are beyond the control of Consultant and its subcontractors, and to the extent the effects thereof cannot be avoided by use of replacement workers; and (5) pandemics, epidemics or quarantine restrictions. For purposes of this section, “orders of governmental authorities,” includes ordinances, emergency proclamations and orders, rules to protect the public health, welfare and safety, and other actions of a public agency applicable to the services and Agreement.

Should a Force Majeure Event occur, the non-performing Party shall, within a reasonable time of being prevented from performing, give written notice to the other Party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement. Force Majeure Events and/or delays, regardless of the Party responsible for the delay, shall not entitle Consultant to any additional compensation. Notwithstanding the foregoing in this section, the City may still terminate this Agreement in accordance with the termination provisions of this Agreement.

3.2.10 Laws and Regulations; Employee/Labor Certification. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with the Services and this Agreement. All violations of such laws and regulations shall be grounds for the City to terminate the Agreement for cause.

3.2.10.1 Employment Eligibility; Consultant. Consultant certifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time and shall require all subconsultants and sub-subconsultants to comply with the same.

Consultant certifies that it has not committed a violation of any such law within the five (5) years immediately preceding the date of execution of this Agreement and shall not violate any such law at any time during the term of the Agreement.

3.2.10.2 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer, and it shall not discriminate against any subconsultant, employee or applicant for employment because of race, religion, color, national origin, physical disability, ancestry, sex, age, marital status, gender, gender identity, gender expression, sexual orientation, reproductive health decision making, veteran or military status, or any other consideration made unlawful by federal, state, or local laws. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City's Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.

3.2.10.3 Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal 492
Contract No. ___________
5 laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed.

3.2.11 Insurance.

3.2.11.1 Minimum Requirements. Without limiting Consultant’s indemnification of City, and prior to commencement of the Services, Consultant shall obtain, provide, and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form that is satisfactory to City.
(A) General Liability Insurance. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage.

The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted. (B) Automobile Liability Insurance. Consultant shall
maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident. The City’s Risk Manger may modify this requirement if it is determined that Consultant will not be utilizing a vehicle in the performance of his/her duties under this Agreement.
(C) Workers’ Compensation Insurance. Consultant shall
maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000). Consultant shall submit to City, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of the City, its officers, agents, employees, volunteers, and representatives. (D) Umbrella or Excess Liability Insurance. Consultant
may opt to utilize umbrella or excess liability insurance in meeting insurance requirements. In such circumstances, Consultant shall obtain and maintain an umbrella or excess liability insurance policy with limits that will provide bodily injury, personal injury and property damage liability coverage at least as broad as the primary coverages set forth above, including commercial general liability and employer’s liability. Such policy or policies shall include the following terms and conditions:
(1) A drop-down feature requiring the policy to respond if any primary insurance that would otherwise have
applied proves to be uncollectible in whole or in part
for any reason;
(2) Pay on behalf of wording as opposed to
reimbursement;
493
Contract No. ___________
6 (3) Concurrency of effective dates with primary
policies; and
(4) Policies shall “follow form” to the underlying primary policies.
(5) Insureds under primary policies shall also be

3.2.11.2 Other Provisions or Requirements.
(A) Proof of Insurance. Consultant shall provide
certificates of insurance to City as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers’ compensation. Insurance certificates and endorsements must be approved by City’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with City at all times during the term of this Agreement. City reserves the right to require complete, certified copies of all required insurance policies, at any time. (B) Duration of Coverage. Consultant shall procure and
maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the Services hereunder by Consultant, his/her agents, representatives, employees or subconsultants.
(C) Primary/Non-Contributing. Coverage provided by
Consultant shall be primary and any insurance or self-insurance procured or maintained by City shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of City before the City’s own insurance or self-insurance shall be called upon to protect it as a named insured.
(D) City’s Rights of Enforcement. In the event any policy of insurance required under this Agreement does not comply with these specifications, or is canceled and not replaced, City has the right, but not the duty, to obtain the insurance it deems necessary, and any premium paid by City will be promptly reimbursed by Consultant, or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may terminate this Agreement. (E) Acceptable Insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the City’s Risk Manager. (F) Waiver of Subrogation. All insurance coverage
maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against the City, its elected or appointed officers, agents, officials, 494
Contract No. ___________
7 employees, volunteers, and representatives or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against the City, its elected or appointed officers, agents, officials, employees, volunteers and representatives and shall require similar written express waivers and insurance clauses from each of its subconsultants.
(G) Enforcement of Contract Provisions (non estoppel).

Consultant acknowledges and agrees that any actual or alleged failure on the part of the City to inform Consultant of non-compliance with any requirement imposes no additional obligations on the City nor does it waive any rights hereunder. (H) Requirements Not Limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Consultant maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.
(I) Notice of Cancellation. Consultant agrees to oblige its insurance agent or broker and insurers to provide City with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage.
(J) Additional Insured Status. General liability, automobile liability, and if applicable, pollution liability and cyber liability, policies shall provide or be endorsed to provide that the City and its officers, officials, employees, agents, volunteers and representatives shall be additional insureds with regard to liability and defense of suits or claims arising out of the performance of the Agreement, under such policies. This provision shall also apply to any excess/umbrella liability policies. (K) Prohibition of Undisclosed Coverage Limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.
(L) Separation of Insureds. A severability of interests provision must apply for all additional insureds ensuring that Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any crossliability exclusions. (M) Pass Through Clause. Consultant agrees to ensure
that its subconsultants, subcontractors, and any other party involved with the Project who is brought onto or involved in the Project by Consultant, provide the same minimum 495
Contract No. ___________
8 insurance coverage and endorsements required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subconsultants, subcontractors, and others engaged in the Project will be submitted to City for review. (N) City’s Right to Revise Specifications. The City and the City’s Risk Manager reserve the right at any time during the term of the Agreement to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in additional cost to the Consultant, the City and Consultant may renegotiate Consultant’s compensation. If the City reduces the insurance requirements, the change shall go into effect immediately and require no advanced written notice.
(O) Self-Insured Retentions. Any self-insured retentions must be declared to and approved by City. City reserves the right to require that selfinsured retentions be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these specifications unless approved by City. (P) Timely Notice of Claims. Consultant shall give City prompt and timely notice of claims made or suits instituted that arise out of or result from Consultant’s performance under this Agreement, and that involve or may involve coverage under any of the required liability policies.
(Q) Additional Insurance. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the Services.

3.2.12 Water Quality Management and Compliance. Consultant shall keep itself and all subcontractors, staff, and employees fully informed of and in compliance with all local, state and federal laws, rules and regulations that may impact, or be implicated by the performance of the Services including, without limitation, all applicable provisions of the City’s ordinances regulating water quality and storm water; the Federal Water Pollution Control Act (33 U.S.C. § 1251, et seq.); the California Porter-Cologne Water Quality Control Act (Water Code § 13000 et seq.); and any and all regulations, policies, or permits issued pursuant to any such authority. Consultant must comply with the lawful requirements of the City, and any other municipality, drainage district, or other local agency with jurisdiction over the location where the Services are to be conducted, regulating water quality and storm water discharges. Failure to comply with laws, regulations, and ordinances listed in this Section is a violation of federal and state law.

Consultant warrants that all employees and subcontractors shall have sufficient skill and experience to perform the work assigned to them without impacting water quality in violation of the laws, regulations, and policies of this Section.

3.3 Fees and Payments.

3.3.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit “C” attached hereto and incorporated herein by reference. The total 496
Contract No. ___________
9 compensation shall not exceed Two Hundred Thousand and 00/100 Dollars ($200,000.00) without written approval of the City Council or City Manager, as applicable.

3.3.2 Payment of Compensation. Consultant shall submit to City monthly invoices which provide a detailed description of the Services and hours rendered by Consultant. City shall, within 30 days of receiving such invoice, review the invoice and pay all non-disputed and approved charges. If the City disputes any of Consultant's fees, the City shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth therein. Consultant shall submit its final invoice to City within thirty (30) days from the last date of provided Services or termination of this Agreement and failure by the Consultant to submit a timely invoice may constitute a waiver of its right to final payment. Payment shall not constitute acceptance of any Services completed by Consultant. The making of final payment shall not constitute a waiver of any claims by the City for any reason whatsoever.

3.3.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by City or included in Exhibit "C" of this Agreement.

3.3.4 Travel Expenses. In accordance with Government Code section 53232.2(c), the Internal Revenue Service rates for reimbursement of travel, meals, lodging, and other actual and necessary expenses as established in Publication 463, or any successor publication, shall be used to determine reimbursement rates for Consultant. Travel in business class, first class or any category on any flight above the coach/economy level will not be reimbursed.

3.3.5 Extra Work. At any time during the term of this Agreement, City may request that Consultant perform Extra Work. As used herein, "Extra Work" means any work which is determined by City to be necessary for the proper completion of the Project, but which the Parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform, nor be compensated for, Extra Work without written authorization from the City.

3.4 Labor Code Requirements.

3.4.1 Prevailing Wages. Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works" and "maintenance" projects. If the Services are being performed as part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, Consultant agrees to fully comply with such Prevailing Wage Laws. City shall provide Consultant with a copy of the prevailing rates of per diem wages in effect at the commencement of this Agreement. Consultant shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request and shall post copies at the Consultant's principal place of business and at the project site. It is the intent of the parties to effectuate the requirements of sections 1771, 1774, 1775, 1776, 1777.5, 1813, and 1815 of the Labor Code within this Agreement, and Consultant shall therefore comply 497
Contract No. ___________
10 with such Labor Code sections to the fullest extent required by law. Consultant shall defend, indemnify, and hold the City, its officials, officers, employees, agents, volunteers and representatives, free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

3.4.2 Registration/DIR Compliance. If the Services are being performed on a public works project of over $25,000 when the project is for construction, alteration, demolition, installation, or repair work, or a public works project of over $15,000 when the project is for maintenance work, in addition to the foregoing, then pursuant to Labor Code sections 1725.5 and 1771.1, the Consultant and all subconsultants must be registered with the Department of Industrial Relations (“DIR”). Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants. This Project may also be subject to compliance monitoring and enforcement by the DIR. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements, including the submission of payroll records directly to the DIR.

Any stop orders issued by the DIR against Consultant or any subconsultant that affect Consultant’s performance of Services, including any delay, shall be Consultant’s sole responsibility. Any delay arising out of or resulting from such stop orders shall be considered Consultant caused delay and shall not be compensable by the City.

Consultant shall defend, indemnify, and hold the City, its officials, officers, employees, agents, volunteers and representatives free and harmless from any claim or liability arising out of stop orders issued by the DIR against Consultant or any subconsultant.

3.4.3 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Worker's Compensation or to undertake self-insurance in accordance with the provisions of that Code and agrees to comply with such provisions before commencing the performance of the Services.

3.5 Accounting Records.

3.5.1 Maintenance and Inspection. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement.

3.6 General Provisions.

3.6.1 Termination of Agreement.

3.6.1.1 Grounds for Termination. City may, by written
notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Consultant shall be compensated only for those Services 498
Contract No. ___________
11 which have been adequately rendered to City, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause.

The rights and remedies of the City provided in this section shall not be exclusive and are in addition to any other rights and remedies provided by law, equity or under this Agreement.

3.6.1.2 Effect of Termination. If this Agreement is
terminated as provided herein, City may require Consultant to provide all finished or unfinished Documents and Data and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request.

3.6.1.3 Early Termination. Notwithstanding any
provision herein to the contrary, if for any fiscal year of this Agreement the City Council fails to appropriate or allocate funds for future payment under the Agreement after exercising reasonable efforts to do so, the City may upon seven (7) days’ written notice, order work on the Project to cease. Upon termination, Consultant shall be compensated only for those Services which have been adequately rendered to City, and Consultant shall be entitled to no further compensation.

3.6.1.4 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.

3.6.2 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose:

Consultant: Jewish Family Service of San Diego
8804 Balboa Avenue
San Diego, CA 92123
ATTN: Dana Toppel, Chief Executive Officer
City: City of Palm Desert
73-510 Fred Waring Drive
Palm Desert, CA 92260-2578
ATTN: Ivan Tenorio, Homeless and Supportive
Services Manager
Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.

3.6.3 Ownership of Materials and Confidentiality.

3.6.3.1 Documents & Data; Licensing of Intellectual
Property. This Agreement creates a non-exclusive and perpetual license for City to copy, 499
Contract No. ___________
12 use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). All Documents & Data shall be and remain the property of City and shall not be used in whole or in substantial part by Consultant on other projects without the City’s express written permission. Within thirty (30) days following the completion, suspension, abandonment or termination of this Agreement, Consultant shall provide to City reproducible copies of all Documents & Data, in a form and amount required by City. City reserves the right to select the method of document reproduction and to establish where the reproduction will be accomplished. The reproduction expense shall be borne by City at the actual cost of duplication. In the event of a dispute regarding the amount of compensation to which the Consultant is entitled under the termination provisions of this Agreement, Consultant shall provide all Documents & Data to City upon payment of the undisputed amount. Consultant shall have no right to retain or fail to provide to City any such documents pending resolution of the dispute. In addition, Consultant shall retain copies of all Documents & Data on file for a minimum of fifteen (15) years following completion of the Project and shall make copies available to City upon the payment of actual reasonable duplication costs. Before destroying the Documents & Data following this retention period, Consultant shall make a reasonable effort to notify City and provide City with the opportunity to obtain the documents.

3.6.3.2 Subconsultants. Consultant shall require all
subconsultants to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subconsultant prepares under this Agreement.

Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by professionals other than Consultant or its subconsultants, or those provided to Consultant by the City.

3.6.3.3 Right to Use. City shall not be limited in any way in its use or reuse of the Documents and Data or any part of them at any time for purposes of this Project or another project, provided that any such use not within the purposes intended by this Agreement or on a project other than this Project without employing the services of Consultant shall be at City’s sole risk. If City uses or reuses the Documents & Data on any project other than this Project, it shall remove the Consultant’s seal from the Documents & Data and indemnify and hold harmless Consultant and its officers, directors, agents, and employees from claims arising out of the negligent use or re-use of the Documents & Data on such other project. Consultant shall be responsible and liable for its Documents & Data, pursuant to the terms of this Agreement, only with respect to the condition of the Documents & Data at the time they are provided to the City upon completion, suspension, abandonment, or termination. Consultant shall not be responsible or liable for any revisions to the Documents & Data made by any party other than Consultant, a party for whom the Consultant is legally responsible or liable, or anyone approved by the Consultant.
500
Contract No. ___________
13 3.6.3.4 Indemnification – Documents and Data.

Consultant shall defend, indemnify and hold the City, its directors, officials, officers, employees, volunteers, agents and representatives free and harmless, pursuant to the indemnification provisions of this Agreement, for any alleged infringement of any patent, copyright, trade secret, trade name, trademark, or any other proprietary right of any person or entity in consequence of the use on the Project by City of the Documents & Data, including any method, process, product, or concept specified or depicted.

3.6.3.5 Confidentiality. All ideas, memoranda,
specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents & Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of City, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use City's name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.

3.6.3.6 Confidential Information. The City shall refrain from releasing Consultant’s proprietary information ("Proprietary Information") unless the City's legal counsel determines that the release of the Proprietary Information is required by the California Public Records Act or other applicable state or federal law, or order of a court of competent jurisdiction, in which case the City shall notify Consultant of its intention to release Proprietary Information. Consultant shall have five (5) working days after receipt of the release notice to give City written notice of Consultant's objection to the City's release of Proprietary Information. Consultant shall indemnify, defend, and hold harmless the City, and its officers, directors, employees, agents, volunteers and representatives from and against all liability, loss, cost or expense (including attorney’s fees) arising out of a legal action brought to compel the release of Proprietary Information.

City shall not release the Proprietary Information after receipt of an objection notice unless either: (1) Consultant fails to fully indemnify, defend (with City's choice of legal counsel), and hold City harmless from any legal action brought to compel such release; and/or (2) a final and non-appealable order by a court of competent jurisdiction requires that City release such information.

3.6.4 Cooperation; Further Acts. The Parties shall fully cooperate with one another and shall take any additional acts or sign any additional documents as may be necessary, appropriate, or convenient to attain the purposes of this Agreement.

3.6.5 [Reserved]

3.6.6 Indemnification.

3.6.6.1 To the fullest extent permitted by law,
Consultant shall defend (with counsel of City’s choosing), indemnify and hold the City, its 501
Contract No. ___________
14 officials, officers, employees, volunteers, agents, and representatives free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subconsultants or agents in connection with the performance of the Consultant’s Services, the Project or this Agreement, including without limitation the payment of all expert witness fees, attorney’s fees and other related costs and expenses except such loss or damage caused by the sole negligence or willful misconduct of the City.

Consultant's obligation to indemnify shall survive expiration or termination of this Agreement and shall not be restricted to insurance proceeds, if any, received by Consultant, the City, its officials, officers, employees, agents, volunteers, or representatives.

3.6.6.2 If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

3.6.7 Entire Agreement. This Agreement contains the entire agreement of the Parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings, or agreements.

3.6.8 Governing Law. This Agreement shall be governed by the laws of the State of California. Venue shall be in Riverside County.

3.6.9 Time of Essence. Time is of the essence for each and every provision of this Agreement.

3.6.10 City's Right to Employ Other Consultants. City reserves right to employ other consultants in connection with this Project.

3.6.11 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the Parties.

3.6.12 Assignment; Subcontracting. Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall constitute grounds for termination. Consultant shall not subcontract any portion of the Services required by this Agreement, except as expressly stated herein, without prior written approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement.

3.6.13 Construction; References; Captions. Since the Parties or their 502
Contract No. ___________
15 agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not workdays. All references to Consultant include all personnel, employees, agents, and subconsultants of Consultant, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, volunteers, and representatives except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement.

3.6.14 Amendment; Modification. No supplement, modification, or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties.

3.6.15 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.

3.6.16 No Third-Party Beneficiaries. There are no intended third-party beneficiaries of any right or obligation assumed by the Parties.

3.6.17 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3.6.18 Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid, nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer, or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

3.6.19 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement.

Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.

3.6.20 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.
503
Contract No. ___________
16 3.6.21 Survival. All rights and obligations hereunder that by their nature are to continue after any expiration or termination of this Agreement, including, but not limited to, the indemnification obligations, shall survive any such expiration or termination. [SIGNATURES ON FOLLOWING PAGE]
504
Contract No. ___________
17 SIGNATURE PAGE TO PROFESSIONAL SERVICES AGREEMENT

BY AND BETWEEN THE CITY OF PALM DESERT

AND JEWISH FAMILY SERVICE OF SAN DIEGO
IN WITNESS WHEREOF, each of the Parties has caused this Agreement to be executed on the day and year first above written.

Office Use:

Quality Check Insurance
City Clerk Contracts Initial Review Final Review

CITY OF PALM DESERT
__________________________________
Chris Escobedo
City Manager
Attest:
__________________________________
Anthony J. Mejia
City Clerk
Approved as to form:
________________________________
Isra Shah
City Attorney

JEWISH FAMILY SERVICE OF SAN
DIEGO, a Nonprofit corporation
__________________________________
Dana Toppel
Chief Executive Officer
_________________________________
Shreya Sasaki
Chief Programs & Impact Officer
505
Contract No. ___________
Exhibit “A”
EXHIBIT “A”

SCOPE OF SERVICES

1. CONSULTANT RESPONSIBILITIES

1.1 Staffing
Consultant shall assign the following staff to perform services under this Agreement:
• Lead Outreach Case Manager (1.0 FTE): Responsible for street outreach and engagement, case management, housing navigation, and peer leadership to the Outreach Case Manager. Provides program oversight when the Program Manager is unavailable.
• Outreach Case Manager (1.0 FTE): Responsible for street outreach and engagement, case management, housing navigation, and transportation services for program participants.
• Program Manager (0.02 FTE): Provides oversight of day-to-day program operations and supervision of outreach case managers.
• Director of Supportive Housing (0.01 FTE): Responsible for contract and goal monitoring, budget oversight, and monthly HMIS data quality review. • Administrative Services Manager (0.02 FTE): Oversees HMIS data entry, ensuring data accuracy, completeness, and timeliness.
• Administrative Services Coordinator (0.02 FTE): Provides administrative support including processing of programmatic expenses and client file auditing.
• Senior Director of Patient Advocacy and Housing Services (0.01 FTE):

Responsible for overall program compliance and grant administration.

All outreach case managers shall conduct a standardized substance use disorder (SUD) screening with each participant prior to the delivery of direct assistance services.

SUD screening is a prerequisite for the provision of housing-related assistance and vital document support, which includes any financial or logistical assistance provided to a participant in connection with housing stability or personal identification, broadly construed. Consultant shall not substitute key personnel without prior written approval of the City’s Representative as required under Section 3.2.4 of this Agreement.

1.2 Outreach and Engagement
Consultant shall generally work Monday through Friday, with specific workdays and hours established by the City. The City may modify Consultants staff schedules on an as-needed basis to include evening or weekend service hours, provided that such schedule adjustments are coordinated in advance with Consultant whenever practicable.
506
Contract No. ___________
Exhibit “A”
Consultant shall conduct street outreach throughout the City of Palm Desert, including any location within City limits where individuals experiencing homelessness may be present Consultant shall:
• Identify, locate, and engage unsheltered individuals and families experiencing homelessness throughout the City of Palm Desert.
• Provide basic needs supplies and immediate support to address urgent needs encountered during outreach.
• Administer standardized SUD screening tools, VI-SPDAT assessments, and any other assessments or documentation required to connect participants to permanent housing programs.
• Divert participants from the homeless system where possible by exploring family reunification, natural supports, and other available resources. • Refer individuals to emergency shelter, interim housing, or motel voucher programs as appropriate.
• Assist participants in enrolling in health coverage, mainstream benefits (including IEHP, EBT, SSDI/SSI, and General Relief), and other applicable programs.
• Provide or arrange transportation to service appointments, housing appointments, shelter, medical facilities, and government offices. • Respond to service referrals from City staff, Sheriff, Code Compliance, and residents, including referrals submitted through City-operated digital reporting platforms.
• Provide culturally competent outreach to all populations including veterans, youth, older adults, individuals with mental illness, individuals with substance use disorders, and people experiencing domestic violence.

1.3 Case Management
Consultant shall provide comprehensive case management services to all enrolled participants. Each participant shall be assigned a case manager who will develop an individualized service plan. Case management services shall include:
• Conducting initial and ongoing assessments of housing, health, and service needs.
• Developing individualized housing and service plans that outline a path to permanent housing stability.
• Assisting participants in obtaining documentation required for housing and benefits, including photo identification, birth certificates, social security cards, Veteran DD-214 forms, and homelessness verification forms. 507
Contract No. ___________
Exhibit “A”
• Assisting participants with disability benefit applications, with SOAR-certified staff supporting SSDI/SSI applications where applicable. • Providing living skills training, budgeting instruction, and employment readiness assistance.
• Facilitating pet care planning where applicable.
• Conducting monthly status checks with each enrolled participant and reporting participant progress to the Program Manager.
• Maintaining complete, accurate, and confidential participant records in compliance with HIPAA standards.

1.4 Housing Navigation
Consultant shall assist each participant throughout the housing placement process.

Housing navigation services shall include:
• Developing individualized housing stabilization plans with the goal of moving participants from unsheltered locations into shelter and permanent housing. • Assisting with housing applications, required documentation, and forms for all housing programs for which participants may be eligible. • Submitting prioritization requests to the Riverside County Coordinated Entry System (CES) for eligible participants and attending weekly CES Navigators meetings.
• Accompanying participants through the housing process, including property inspections, utility startups, and move-in support.
• Utilizing flexible funds for housing-related costs such as application fees, security deposits, and short-term rental assistance, as authorized within the approved program budget under Exhibit “C.”
• Engaging landlords and property managers to advocate for participant placement in rental housing throughout the region.
• Referring eligible participants to Rapid Rehousing, Permanent Supportive Housing (PSH), and other housing programs through the Riverside County CES.

1.5 Care Coordination
Consultant shall coordinate with regional partners to ensure comprehensive, nonduplicative service delivery. Care coordination activities shall include:
• Coordinating with the Coachella Valley Association of Governments (CVAG) as a regional partner when appropriate to align services for shared participants.
508
Contract No. ___________
Exhibit “A”
• Coordinating with community providers including the Coachella Valley Rescue Mission, Indio Recovery Opportunity Center, Riverside University Health System Behavioral Health, and other Continuum of Care partners. • Actively participating in the Riverside County Continuum of Care. • Collaborating with the City of Palm Desert across all departments and functions to respond to referrals and requests involving individuals experiencing homelessness.
• Coordinating with County Homeless and Clinical Teams, jail diversion programs, and mental health and drug courts to connect individuals to appropriate services.
• Developing relationships with local businesses, schools, and housing managers to facilitate referrals.

1.6 Linkages to Mental Health and Substance Use Treatment All staff assigned to this program shall be trained in and competent to administer standardized SUD screening tools. Consultant shall:
• Provide brief intervention and referral to treatment for participants with identified substance use needs.
• Refer participants to behavioral health services including outpatient mental health programs, detox, sober living, recovery residences, and crisis counseling through established partner agencies.
• Provide referrals to harm reduction services through appropriate partner agencies.
• Assist participants at risk of mental health involuntary treatment, incarceration, or arrest through linkage to community-based alternatives. • Train all field staff on naloxone (Narcan) administration for use in emergency field situations.

1.7 By-Name List
Consultant shall establish and maintain a Palm Desert-specific By-Name List.

Consultant shall:
• Establish the By-Name List within sixty (60) days of contract execution, incorporating any existing participant data provided by the City. • Update the By-Name List on an ongoing basis through street outreach, tracking each participant’s progress toward personal goals and housing stability.
509
Contract No. ___________
Exhibit “A”
• Track post-housing stability for participants housed through the program, including whether participants remain housed at reasonable follow-up intervals established by the City’s Representative. Follow-up may be conducted by phone or other reasonable means, subject to participant consent, availability, and applicable confidentiality requirements. • Remove participants from the list upon housing placement, death, voluntary withdrawal, or loss of contact.
• Make the By-Name List available for review by the City’s Representative on a schedule established by the Representative.

1.8 Data Collection and Reporting
Consultant shall collect, track, and report program data in compliance with Riverside County HMIS requirements, HUD standards, and City reporting requirements.

Consultant shall:
• Enter all participant data into the Riverside County HMIS and the Riverside County CES in a complete, accurate, and timely manner.
• Retain documentation of all SUD screenings administered under this Agreement in a format accessible for review by the City’s Representative upon request, in compliance with applicable confidentiality and privacy requirements.
• Submit monthly progress reports to the City’s Representative by the 15th day of the following month, using a reporting format, dashboard, or template established or approved by the City. The City may modify the required reporting format, dashboard, template, data fields, and performance metrics from time to time to evaluate program activity, outcomes, and compliance with this Agreement.
• Submit a Final Annual Report within thirty (30) days of contract expiration, including cumulative outcome data, a program narrative, and recommendations for the subsequent contract year.
• Maintain participant confidentiality in accordance with HIPAA standards. All physical client files shall be secured behind two locks and may not be removed from the office.
• Submit monthly ArcGIS heat maps of outreach and engagement encounter locations as part of the monthly progress report. Consultant shall use Citydesignated ArcGIS products, applications, surveys, QR-code forms, dashboards, maps, layers, datasets, reports, exports, or related GIS tools as directed by the City, and shall provide the City access to all related GIS data and outputs in a format acceptable to the City. The City may use such GIS tools, data, and outputs for internal planning, program evaluation, reporting, 510
Contract No. ___________
Exhibit “A”
service coordination, operational response, and other municipal purposes, subject to applicable confidentiality, HIPAA, and privacy requirements. City IT will assist with installation, configuration, updates, and support of Citydesignated GIS tools on program phones used by Consultant staff. • Consultant shall cooperate with City IT staff to facilitate this setup at the commencement of services and shall ensure that program phones remain available for any required software updates or support throughout the contract term.

1.9 Crisis Response
Consultant shall train all field staff in trauma-informed de-escalation techniques and emergency field protocols. Crisis response activities shall include:
• De-escalating behavioral health crises encountered during field outreach to reduce the need for emergency responder involvement where safe and appropriate.
• Contacting law enforcement or emergency medical services when a situation presents imminent risk to staff, participants, or the public. • Providing crisis intervention service planning for participants with identified mental health needs.
• Participating in law enforcement-provided de-escalation training as made available by the City or the Riverside County Sheriff’s Department.

1.10 Work Schedule
Consultant staff shall generally work Monday through Friday, with specific workdays and hours established by the City’s Homeless and Supportive Services Manager. The City may modify Consultant staff schedules on an as-needed basis to include evening or weekend service hours, provided that such schedule adjustments are coordinated in advance with Consultant whenever practicable.

Schedule adjustments under this section are intended to remain within the staffing levels, weekly work hours, and compensation authorized in Exhibit “C”. For example, if the City requests Consultant staff to work at a Saturday event, the City may adjust the staff schedule so that the Saturday hours replace other regularly scheduled weekday hours during the same workweek.

Evening or weekend service hours may include, but are not limited to, the following activities:
(a) Respond to urgent or emergent situations involving individuals experiencing homelessness;
(b) Facilitate treatment or detox placement when opportunities arise; (c) Conduct linkage to shelter, housing, or support services; and (d) Communicate with City or law enforcement partners when necessary. 511
Contract No. ___________
Exhibit “A”
(e) Participate in City-sponsored or City-approved community events, or other service coordination activities related to individuals experiencing homelessness or housing instability.

The City does not prescribe a fixed weekend schedule. Consultant shall make reasonable efforts to accommodate City-requested schedule adjustments, subject to reasonable advance notice when practicable, staff availability, safety considerations, and applicable labor requirements. Schedule adjustments that remain within the staffing levels, weekly work hours, and compensation authorized in Exhibit “C” shall not be considered Extra Work. Any services that exceed those authorized staffing levels, weekly work hours, or compensation shall be treated as Extra Work under Section 3.3.5 and shall require prior authorization by the City’s Representative or designee.

1.11 Equipment
Consultant shall ensure that all equipment acquired or utilized with funds provided under this Agreement is necessary for the performance of services. Consultant shall maintain a comprehensive inventory of all such equipment throughout the term of this Agreement and make the inventory available to the City upon request.

For any equipment purchased using Agreement funds, the following provisions apply:
• All equipment purchased with Agreement funds shall remain the property of the City throughout the duration of this Agreement and thereafter. • Consultant is responsible for the proper use, maintenance, and security of City-owned equipment during the term of this Agreement. • Upon completion, expiration, or termination of this Agreement, Consultant shall return all equipment purchased with Agreement funds to the City within thirty (30) days.
• The City reserves the right to audit and inspect inventory records and physical equipment at any time during the Agreement term and upon its conclusion. • Failure to comply with these equipment provisions may result in the City pursuing legal action to recover the equipment or its equivalent value and may affect Consultant’s eligibility for future agreements with the City.

For any equipment that is leased or otherwise not purchased outright with Agreement funds, the following provisions apply:
• Consultant shall ensure that all leased devices are used solely for the performance of services under this Agreement.
• Consultant shall maintain the applicable lease or service agreement in good standing throughout the term of this Agreement.
• Consultant shall include all leased devices in the program equipment inventory and make that inventory available to the City upon request. 512
Contract No. ___________
Exhibit “A”
• Upon completion, expiration, or termination of this Agreement, Consultant shall ensure that all City-related program data, participant records, and confidential information are fully wiped or securely removed from all leased devices within thirty (30) days, in compliance with HIPAA applicable data security requirements.
• Consultant shall provide written certification to the City’s Representative confirming that all program data has been removed from leased devices within the thirty (30) day period.

2. CITY RESPONSIBILITIES
The City shall have the following responsibilities under this Agreement:
• City staff will provide Consultant staff with access to appropriate City facilities as needed to perform services.
• City staff will provide workspace (cubicle or equivalent) for Consultant staff to complete office-based work, if available.
• City will pay Consultant for approved services in accordance with Exhibit “C.” • City’s Representative will participate in periodic program review meetings with Consultant.

City will provide Consultant with relevant referral contacts and program coordination information to support service launch. Participant records maintained by prior service providers are subject to HIPAA and applicable privacy laws and remain with those providers. City and Consultant will work in good faith to support continuity of care for individuals transitioning between service providers within the bounds of applicable law.

City and Consultant may mutually agree in writing to additional duties or responsibilities not otherwise specified herein.
513
Contract No. ___________
EXHIBIT “B”
EXHIBIT "B"

SCHEDULE OF SERVICES
JFSSD shall provide the Scope of Services as described in Exhibit “A” through the term of the Agreement as defined in Section 3.1.2. JFSSD shall submit monthly progress reports to the City’s Representative by the 15th day of the following month. All participant data shall be entered into Riverside County HMIS, the Coordinated Entry System, and the Palm Desert By-Name List on an ongoing basis.

Annual Service Deliverables, Administrative Tasks, and Performance Milestones Performance Targets
● No less than 750 – Cumulative annual total of outreach service contacts, counted on a duplicated basis, meaning repeated contacts with the same individual may be counted separately. This measure does not represent the number of unique individuals experiencing homelessness in Palm Desert.
● No less than 20 – Unduplicated individuals who receive case management services. ● No less than 20 – Unduplicated individuals who complete a CES/VI-SPDAT assessment.
● No less than 7 – Unduplicated individuals who are linked to shelter or interim housing. ● No less than 10 – Unduplicated individuals who are housed in permanent housing, subject to participant eligibility, housing availability, CES prioritization, and availability of appropriate housing resources.
● 6 – Target average number of outreach engagements per service day with unhoused individuals, subject to referral volume, field conditions, participant availability, safety considerations, and City-directed priorities.

Startup and Administrative Tasks
● Designate the Consultant’s Representative and confirm key personnel assignments. ● Coordinate with the City’s Representative to establish reporting templates, communication protocols, and data-sharing procedures.
● Begin mobilizing staff, including initiating recruitment for the Lead Outreach Case Manager and Outreach Case Manager positions if not yet filled. ● Procure program supplies, vehicles, and equipment necessary to commence field operations.
● Submit the first Monthly Progress Report by the 15th day of the following month. 514
Contract No. ___________
EXHIBIT “B”
EXHIBIT "C"

COMPENSATION
Annual compensation for services provided under this Agreement shall not exceed Two Hundred Thousand Dollars ($200,000.00) per fiscal year. This amount includes all labor, operations and program expenses, equipment, indirect costs, and authorized reimbursable expenses identified in this Exhibit “C.”
Blended Hourly
Rate (Salary &
Benefits
combined}
Annual Total -
Blended

1. Labor - Client Services
Lead Outreach Case Manager, 1.0 FTE $32.94 $68,515.20
Outreach Case Manager, 1.0 FTE $33.62 $69,929.60

2. Labor - Staff Support
Program Manager, 0.02 FTE $49.41 $1,926.99
Administrative Services Coordinator, 0.02 FTE $38.43 $1,498.77 Administrative Services Manager, 0.02 FTE $49.41 $1,926.99 Director, 0.01 FTE $61.76 $1,605.76
Senior Director, 0.01 FTE $82.34 $1,070.42
Total Labor (Salary+ Benefits) $146,473.73

3. Operations and Program Expenses
a. Transportation
Gas, Insurance and Maintenance for agency vehicle ($7,200) $7,200 b. Officing (office telephone, internet, postage, office supplies) Postage ($335), Office Supplies - Client files, copy paper, misc. ($1,000) $1,335.00 c. HousingAssistance (flexible funds for client-related housing costs) Credit checks, rental application fees, birth certificates, Rapid rehousing, bus passes, airline tickets, Amtrak, Greyhound, and move-in costs
$10,834.40
d. Materials and Supplies (outreach supplies)
Sleeping bags, clothing, hygiene, backpacks, shoes, etc. $13,500.00 e. Equipment
Fullcomputer set-up, cellphones (lease and usage) $3,460.00 TotalOperations and Program Expenses $36,329.40

4. Indirect Costs
Calculated at 10% $17,196.87
Total Proposed Budget $200,000.00
515
516
City of Palm Desert
CMO - City Manager
Chris Escobedo, City Manager
73-510 Fred Waring Drive, Palm Desert, CA 92260
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT RFP No. 2025-RFP-217
Homeless Outreach and Engagement Services
RESPONSE DEADLINE: January 23, 2026 at 5:00 pm
Report Generated: Monday, January 26, 2026
Jewish Family Service of San Diego Response

CONTACT INFORMATION
Company:

Jewish Family Service of San Diego
Email:
[email protected]
Contact:

Ben Coyle
Address:
8804 Balboa Ave
San Diego, CA 92123
Phone:
(858) 637-3000
Website:
www.jfssd.org
Submission Date:

Jan 23, 2026 11:31 AM (Pacific Time)
517
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT RFP No. 2025-RFP-217
Homeless Outreach and Engagement Services
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT Request For Proposal - Homeless Outreach and Engagement Services

Page 2 ends

ADDENDA CONFIRMATION
Addendum #1
Confirmed Jan 23, 2026 9:20 AM by Ben Coyle
Addendum #2
Confirmed Jan 23, 2026 9:20 AM by Ben Coyle
Addendum #3
Confirmed Jan 23, 2026 9:20 AM by Ben Coyle

QUESTIONNAIRE

1. Cover Letter*
Provide a cover letter that:

1. Briefly introduces the firm.

2. Summarize general qualifications.

3. Include an executive summary of the proposed approach which will be used to deliver the Services.

4. Identify the individual(s) authorized to negotiate Agreement terms, including name, title, address, phone number, and email.

JFSSD_1._Cover_Letter.pdf

2. List the Signatory(s) Authorized to Sign and Bind an Agreement.* (If two (2) signatures are required, include the following information for both signatories)

1. Full Name

2. Title

3. Physical Business Address
518
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT RFP No. 2025-RFP-217
Homeless Outreach and Engagement Services
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT Request For Proposal - Homeless Outreach and Engagement Services

Page 3 ends

4. Email Address

5. Phone Number

1. Full Name : Dana Toppel

2. Title: Chief Executive Officer

3. Physical Business Address: 8804 Balboa Avenue San Diego CA 92123

4. Email Address: [email protected]

5. Phone Number: 858-637-3000

3. Provider Qualifications*

1. Background. Provide a summary of your firm's experience delivering homeless outreach, engagement, housing navigation, case management, or related services. Include dates, major funding sources, and service populations.

2. References. Provide a list of contracts similar in scope and function to this RFP. Include a brief program description, client name, and contact information (name, title, phone number, and email).

3. Experience. Summarize your firm's experience collaborating with cities, community service providers, and law enforcement in delivering homeless services.

JFSSD_3._Provider_Qualifications.pdf

4. Staffing Plan*

1. Staffing Structure. Identify the number and type of staff dedicated to this program. Describe the Firm's capacity to provide additional personnel as needed. Staffing proposals must prioritize direct street-level outreach, with minimal overhead costs.

2. Key Personnel: Identify key individuals responsible for program oversight and direct service delivery. Describe their roles and responsibilities.

3. Recruitment and Training. Describe your process for recruiting, training, supervising, and retaining qualified outreach staff.

4. Team Organization. Provide a description of the proposed team organization, including identification and responsibilities. 519
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT RFP No. 2025-RFP-217
Homeless Outreach and Engagement Services
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT Request For Proposal - Homeless Outreach and Engagement Services

Page 4 ends

5. Subcontractors. Identify any proposed subcontractors and describe the functions they will perform.

6. Job Descriptions. Provide brief job descriptions for each program position, including minimum qualifications, relevant experience, and primary duties.

JFSSD_4._Staffing_Plan.pdf

5. Project Team Resumes*
Submit resumes of all key personnel and support staff who will perform work under the Services. Resumes should describe each individual's qualifications, education, relevant experience, and any applicable professional licenses or certifications.

JFSSD_5._Project_Team_Resumes.pdf

6. Service Delivery Approach*

1. Explain how your agency will provide:

A. Outreach and Engagement
B. Case Management
C. Housing Navigation
D. Care Coordination
E. Linkages to mental health and substance use treatment F. Creation and maintenance of a City By-Name List
G. Summarize experience with CES, housing vouchers, Rapid Rehousing, or similar housing programs.

2. Crisis Response. Describe how your team will respond to behavioral health crises or public safety concerns encountered during field outreach.

3. Data Collection and Reporting. Explain how you will collect, track, and report program data, maintain client confidentiality, and comply with CES/HMIS requirements. Provide examples of outcome reporting used in previous contracts. 520
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT RFP No. 2025-RFP-217
Homeless Outreach and Engagement Services
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT Request For Proposal - Homeless Outreach and Engagement Services

Page 5 ends

4. Screening Tools and Outcome Measures. Identify the screening tools and outcome measures (e.g., VI-SPDAT, SBIRT, SUD screening tools) your agency will use.

JFSSD_6._Service_Delivery_Approach.pdf

7. Performance Measures*

1. Outcome Tracking. Describe how your agency will track unduplicated individuals, outreach engagements, referrals, linkages to treatment and supportive services, and housing placements.

2. Experience and Outcome-Based Programs. Summarize your agency's experience implementing outcome measures for outreach or homeless services and discuss how that experience will be applied to this program.

JFSSD_7._Performance_Measures.pdf

8. Fee Proposal*
Provide an annual lump-sum, not-to-exceed fee proposal for the Scope of Services described in this RFP. The fee shall represent the total cost to provide all required services for one fiscal year and shall not exceed $200,000 per fiscal year.

Include a supplemental line-item breakdown detailing how the lump-sum amount was calculated, including all personnel costs, operating expenses, and program-related costs. The breakdown should clearly identify costs associated with direct client services (outreach, engagement, case management, housing navigation, data entry/reporting) and any flexible funds proposed for housingrelated or client support expenses.

Because this project is funded with Opioid Settlement Funds, the City requires that all proposed costs reflect responsible stewardship of public funds. Overhead, administrative expenses, and executive-level costs must be minimal, clearly justified, and proportional to the level of direct service being provided. Proposers must identify all overhead and administrative charges separately within the cost breakdown. Proposals that allocate a disproportionate share of the budget to administrative or executive costs rather than direct services may receive lower scores in the cost evaluation.

JFSSD_8._Fee_Proposal.pdf

9. Non-Collusion Declaration*
The undersigned declares:
521
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT RFP No. 2025-RFP-217
Homeless Outreach and Engagement Services
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT Request For Proposal - Homeless Outreach and Engagement Services

Page 6 ends

I am an authorized representative of my company, the party making the foregoing Bid, to certify the following.

The Bid is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or corporation. The Bid is genuine and not collusive or sham. The Bidder has not directly or indirectly induced or solicited any other Bidder to put in a false or sham bid. The Bidder has not directly or indirectly colluded, conspired, connived, or agreed with any Bidder or anyone else to put in a sham bid, or to refrain from bidding. The Bidder has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the Bid Price of the Bidder or any other Bidder, or to fix any overhead, profit, or cost element of the Bid Price, or of that of any other Bidder. All statements contained in the Bid are true. The Bidder has not, directly or indirectly, submitted his or her Bid Price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, to any corporation, partnership, company, association, organization, bid depository, or to any member or agent thereof to effectuate a collusive or sham bid, and has not paid, and will not pay, any person or entity for such purpose.

Any person executing this declaration on behalf of a Bidder that is a corporation, partnership, joint venture, limited liability company, limited liability partnership, or any other entity, hereby represents that he or she has full power to execute, and does execute, this declaration on behalf of the Bidder.

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Confirmed

10. SAM.gov*
Please enter your legal entity name for SAM.gov verification.

Jewish Family Service of San Diego
Click to Verify Value will be copied to clipboard

11. Type of Business*
Other
522
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT RFP No. 2025-RFP-217
Homeless Outreach and Engagement Services
[JEWISH FAMILY SERVICE OF SAN DIEGO] RESPONSE DOCUMENT REPORT Request For Proposal - Homeless Outreach and Engagement Services

Page 7 ends

12. Litigation*
Provide litigation history for any claims filed by your firm or against your firm related to the provision of Services in the last five (5) years (or type "N/A").

There have been no lawsuits or pending litigation for JFS or its principals in the past five years related to performance under contracts similar to the one proposed in this RFP.

13. Changes to Agreement*
The City's standard professional services agreement contract is included as an attachment herein. The Proposer shall identify any objections to and/or request changes to the standard contract language in this section of the proposal (or type "N/A"). If you are identifying changes here ALSO upload a copy of the redlined Language/Agreement with your Proposal. Changes requested may affect the City's decision to enter into an Agreement.

N/A

14. No Deviations from the RFP*
In submitting a proposal in response to this RFP, Proposer is certifying that it takes no exceptions to this RFP including, but not limited to, the Agreement. If any exceptions are taken, such exceptions must be clearly noted here, and may be reason for rejection of the proposal. As such, Proposer is directed to carefully review the proposed Agreement and, in particular, the insurance and indemnification provisions therein (or type "N/A").

N/A

15. Certification of Proposal*
The undersigned hereby submits its proposal and, by doing so, agrees to furnish services in accordance with the Request for Proposal (RFP), and to be bound by the terms and conditions of the RFP.

Confirmed
523
524
525
526

3. Provider Qualifications 2025-RFP-217 1
Jewish Family Service of San Diego

3. Provider Qualifications

Jewish Family Service of San Diego is dedicated to ending homelessness and has the necessary experience, capacity, and infrastructure to implement an outreach and engagement service in the city of Palm Desert. For 20 years, JFSSD has successfully partnered with federal funders, county and city governments, local community providers, and law enforcement agencies, consistently growing and adapting programs to best suit funders’ goals and participants’ needs. This includes specific supportive services for people who are chronically homeless, veterans, youth (under the age of 25), people experiencing domestic violence, families, people with mental illness, people with HIV/AIDS, and people with substance use disorders (SUD).

Below is a brief summary of JFSSD’s past and current contracts:

In 2005, JFSSD began operating in the Coachella Valley with a one-year $250,000 Riverside County grant to serve adults experiencing homelessness. The grant ended that year, but JFSSD was approached by Riverside County to take over Nightengale Manor, which was a 14-unit homeless shelter for families with a $400,000 annual budget. From 2006 to 2009, JFSSD operated Nightengale Manor as a homeless shelter.

In 2008, Riverside County DPSS requested that JFSSD take over the 36- bed Desert Horizon Transitional Housing Program from an under-performing contractor. The budget was also $400,000. In 2009, Nightengale was closed by the county to shift funding to Roy’s Desert Resource Center. JFSSD was selected as the operator of Roy’s, which had an operating budget of $1.5 million. Roy’s ceased operation in 2016 due to lack of funding.

In 2011, Riverside County DPSS requested that JFSSD take over the Desert Vista Permanent Supportive Housing Program from an under-performing contractor. This was a 40-bed, 27-unit permanent housing program with a budget of $1.1 million. In 2014, due to a shift in HUD funding, Desert Horizon was changed from a transitional housing program (2-year max residency) to a permanent supportive housing program with 18 beds in 12 units. The funding level remained the same.

In 2018, at the request of Riverside County, JFSSD expanded Desert Vista, adding 75 additional beds in 63 units and increasing the budget for an additional $500,000 to $1.6 million. Concurrently, JFSSD entered into a contract with the Inland Empire Health Program (IEHP) to provide supportive services to their patients being discharged from skilled nursing. In 2018, JFSSD served 15 participants with a budget of $16,500.

In 2020, JFSSD was awarded a grant from Riverside County’s Continuum of Care to provide individuals and/or families with housing, educational, and supportive services for them and their children. Families were also aided in enrolling their children into Head Start, if they so desired.

In 2021, JFFSD was awarded Emergency Solutions Grant from County of Riverside Department of Housing, Homeless Prevention and Workforce Solutions in the total of $246,639 for street outreach services.

In 2022, JFSSD received $1 million in Incentive Funding through IEHP to supplement the expanding of Community Supports being offered in San Bernardino and Riverside Counties.

In 2023, JFSSD was awarded a $409,000 grant through the Homeless Housing Incentive Program (HHIP) for outreach services throughout Riverside County.
527

3. Provider Qualifications 2025-RFP-217 2
In 2024, JFSSD opened the Moreno Valley office and expanded our IEHP services throughout Riverside and San Bernardino Counties.

In 2025, JFSSD began a new partnership with LeSar Development Corp for a 3-year, $2.5 million contract to provide street outreach/supportive services necessary to place 50 non-housed individuals in the city of Palm Springs into permanent housing. Also in 2025, JFSSD signed a contract with Desert Community College District to provide outreach and engagement services for eligible students at College of the Desert which provides regular outreach and screening assessments to eligible students experiencing housing insecurity or homelessness. This includes detailed case management, tracking and monitoring service delivery and providing direct student aid (including direct financial assistance, basic needs, rent assistance, transportation).

These contracts have given JFSSD a wealth of firsthand experience in developing best practices in providing homeless services, collaborating with local communities, adhering to contractual requirements, and responsibly stewarding public funds.

2. References. Provide a list of contracts similar in scope and function to this RFP. Include a brief program description, participant name, and contact information (name, title, phone number, and email).

Coachella Valley Association of Governments (CVAG)
JFSSD collaborates with CVAG on providing services for residents of their permanent supportive housing program.

Tom Kirk, Executive Director
(760) 346-1127
[email protected]
Inland Empire Health Plan (IEHP)
JFSSD provides Community Supports services to homeless IEHP members. IEHP refers members to JFSSD who may be in need of housing assistance and support.

Karina Marquez, Community Supports Coordinator
(909) 727-5209
[email protected]
Jewish Family Service of the Desert
JFS of the Desert provides behavioral health services for JFSSD program participants as well as provides JFSSD staff with behavioral health support training.

Kraig Johnson, Executive Director
(760) 325-4088
[email protected]

3. Experience. Summarize your firm's experience collaborating with cities, community service providers, and law enforcement in delivering homeless services.

JFSSD has a long history of collaborating with cities throughout the Coachella Valley in delivering homeless services, with most grants and contracts being in partnership with local governments. The depth and growth of our partnership is exemplified by our early work with the City of Palm Springs; in 2011, we were awarded an $85,000 CDBG grant from the City of Palm Springs to convert the Nightengale property from a shelter to a transitional housing facility. In 2016, we were again awarded a CDBG grant from the City of Palm Springs totaling $116,000 to grow the Nightengale property. This funding allowed JFSSD to convert three storage units at the Nightengale property into housing units and to build a storage garage on the property.

The continued partnership over several years saw increased Permanent Supportive Housing (PSH) housing units within the city, providing a path forward to reduce the number of people who are chronically homeless. This 528

3. Provider Qualifications 2025-RFP-217 3
partnership continues to this day. In our current outreach contract with LeSar Development, we are also working on a regular basis with the City of Palm Springs and with the Palm Springs Navigation Center. Working with these partners, JFSSD provides intensive outreach to 55 individuals residing in unsheltered locations prioritized under the City of Palm Springs’ Encampment Resolution Funding (ERF) project. JFSSD connects and supports 50 prioritized individuals with interim and permanent housing services. Enrollment in the ERF program is determined based on the City of Palm Springs’ established encampment prioritization criteria. JFSSD staff also partner in multi-city activities such as working with the City of Palm Springs, Desert Hot Springs, and Cathedral City to assist in facilitating the annual Point–in-Time counts.

For services not provided in-house, JFSSD refers program participants to trusted community providers.

With 20 years of service, JFSSD has built a vast network of partnerships that benefit our programs’ participants. As an active member of Riverside County’s Continuum of Care, JFSSD works with local service providers such as the Coachella Valley Rescue Mission, Jewish Family Service of the Desert, Indio Recovery Opportunity Center, Riverside University Health System Behavioral Health, Public Health Nurses, Medi-Cal, Housing Authority, Workforce Development, APS, IHSS, the Board of Supervisors, DPSS, and emergency services providers. JFSSD currently has an MOU in place with Coachella Valley Association of Governments (CVAG) to collaborate services for mutual participants. JFSSD is an active member of the Riverside Continuum of Care, and JFSSD’s current work relies on and supports partners’ work.

While operating Roy’s Desert Resource Center, JFSSD worked very closely with the Chief of Police and law enforcement agencies throughout the Coachella Valley. This partnership has continued to grow over the years, with JFSSD staff working in tandem with law enforcement for daily operations and staff training. Our primary partnerships included Desert Hot Springs Police, Palm Springs Police, and Cathedral City Police departments. 529

4. Staffing Plan 2025-RFP-217 1
Jewish Family Service of San Diego

4. Staffing Plan

Initially, JFSSD will utilize current staff to provide services. This will allow JFSSD to begin providing services while recruiting the two full-time staff members who will be dedicated to this program. As we add additional staff members, they will be able to take on the bulk of the assigned tasks while still having the support of the experienced team. JFSSD will hire one Outreach Case Manager and one Lead Outreach Case Manager to provide the services in this contract. JFSSD’s Case Managers will be Screening, Brief Intervention, and Referral to Treatment (SBIRT) certified and will administer SUD assessments as necessary.

The Case Managers will work with clients to assist them in obtaining all relevant documentation to meet the burden of proof of eligibility for mainstream benefits, treatment programs, and housing linkages. JFSSD will transport clients from encampments, from the street, or from other locations throughout Riverside County. Case Managers will ensure benefit applications are complete and submitted in a timely manner. JFSSD staff will attend the weekly Coordinated Entry System (CES) Navigators meeting in an effort to continually identify housing opportunities for eligible clients. Due to JFSSD’s capacity, technical expertise, and extensive history within the County, other staff members can be allocated to this project should there be cause for the Case Managers to temporarily step away (i.e., due to sickness or family emergency). Should the scope of work need to be expanded and other team members be permanently added, JFSSD requests the right to re-negotiate the contract with the City.

Administrative staff have been included in JFSSD’s proposed budget for activities related to HMIS data entry and programmatic monitoring. Additionally, they will assist in purchasing supplies, auditing files, and processing all program documents. The Program Manager, Director, and Senior Director will be responsible for program oversight and case conferencing as needed. Their time on this contract is minimal, with the combined FTE being .08.

2. Key Personnel: Identify key individuals responsible for program oversight and direct service delivery.

Describe their roles and responsibilities.

The following individuals will be responsible for program oversight and direct service delivery:

Mike Phillips – Senior Director of Patient Advocacy and Housing Services Responsible for the overall management of the Patient Advocacy Program, Safe Parking Program, and Riverside County Housing programs. Has been with JFSSD for over 17 years and was a Staff Attorney at the University of San Diego before that. He is responsible for administering numerous federal, state and local grants.

He has a law degree from the University of San Diego School of Law.

Becky Ruiz – Director of Supportive Housing
Oversees the daily operations of JFSSD Permanent Supportive Housing Consolidation, Desert Rose Permanent Supportive Housing, multiple outreach programs, and IEHP-funded Community Supports.

Responsibilities include annual grant renewals, program compliance, budgeting and cash management, leasing, tenant/landlord relations and supervision of the Program Managers, Administrative Services Manager, and the Landlord Engagement Specialist. Ms. Ruiz has been with JFSSD since 2010, working continuously in our HUDfunded programs since then. Previously, she worked for three years in Los Angeles County as a housing specialist and case manager for a HUD-funded program. Ms. Ruiz has over 16 years of experience in HUD-funded programs and holds a bachelor’s degree in cultural anthropology. 530

4. Staffing Plan 2025-RFP-217 2
Angelita Lima – Program Manager
Responsible for the oversight of case managers and outreach staff. Provides overall supervision for the day-to-day operations of JFSSD’s Street Outreach Programs.

Yesenia Aguilar – Administrative Services Manager
Oversees HMIS data entry, ensuring that data is accurate, timely, and maintained.

Thea Mitchell – Administrative Services Coordinator
Processes all financial payments through accounting for grants and other revenue streams such as donations as well as assists with HMIS data entry and the auditing of client files.

TBD – Lead Outreach Worker
Provides outreach and navigation services for unhoused individuals and families. Will remove barriers that are impeding upon a person’s level of self-sufficiency, including financial challenges, mental health and medical issues, basic need insecurity, and lack of support system/community.

TBD – Outreach Worker
Works alongside the Lead Outreach Worker to provide street outreach and navigation services, including offering transportation services, guiding clients through benefit assistance, service referrals, and more.

3. Recruitment and Training. Describe your process for recruiting, training, supervising, and retaining qualified outreach staff.

Recruiting
The Human Resources team at JFSSD has extensive experience hiring staff. A variety of job websites and community partnerships will be used to advertise for positions, including but not limited to: the JFSSD website, LinkedIn, Indeed, NPworks.org (a website with local nonprofit agency job openings managed by Nonprofit Management Solutions), and announcements distributed to relevant community partners. Candidates may apply through our website’s job board, which asks that they submit a cover letter and resume, as well as answer questions specific to their desired role.

The HR team and the hiring manager review all candidates’ submitted materials to determine which candidates should move forward in the process. Selected candidates are invited to a phone interview. Regardless of whether candidates moved to the next stage or not, HR communicates the supervisor’s decision to candidates so that they are aware of their current position in the hiring process. If candidates move to the next stage, they are invited to a panel interview with their potential direct supervisor and coworkers. JFSSD believes that these interviews are a two-way process and encourages candidates to also ask questions of their potential supervisor and coworkers; there is also time for the supervisor to step away, so that the candidate can ask questions specifically to their potential coworkers.

Once the candidate pool has been narrowed down to the top two candidates, JFSSD conducts a reference check; candidates must have at least two positive professional references, ideally from a past coworker and supervisor. If the reference check is passed, JFSSD sends an offer of employment to the candidate, conditional on if they pass a background check.

After the conditional offer has been accepted, HR works with the candidate to prepare them for their first day of employment: scheduling them for orientation, filling out tax forms, and gathering pertinent information (i.e., social security number, I-9 paperwork, etc.).
531

4. Staffing Plan 2025-RFP-217 3
Training
During the first 90 days, the new employee goes through a general orientation, including specific trainings in our Learning Management System, the Learning Hub. Trainings include education on emergency safety, JFSSD values, workplace violence prevention, HIPAA and HITECH compliance, False Claims Act, and trauma-informed practices. Staff under this contract will complete SBIRT Training (Screening, Brief Intervention, and Referral to Treatment for Substance Use) and complete the Understanding Substance Use Disorders training via the University of Kansas’ School of Social Welfare.

Beyond the initial trainings, leadership takes steps to ensure that JFSSD is a place of continuous learning.

Every month, a new training takes place, whether through internal staff cross-training or through inviting partners to share best practices. Topics include things like harm reduction, how to use naloxone, and fair housing practices.

Annually, staff go to a fair housing conference, using the time to deepen their knowledge and meet fellow professionals.

Supervising
Managerial and directorial staff have weekly one-on-one meetings with direct reports, emphasizing goal setting and encouraging staff to bring up challenges and frustrations. Every other week, departments meet within their internal groups to discuss updates, challenges, and successes. Director of Supportive Housing Programs, Becky Ruiz, also has weekly meetings with managers and leads all-staff meetings twice a month.

Retention
JFSSD invests deeply in each individual employee’s growth, leading to a culture of retention. Beyond training in professional development, each employee establishes goals for themselves; during their first three months, these come as manageable goals at the 30-, 60-, and 90-day mark. Managers review these goals and work with employees to achieve them during weekly one-on-one meetings which continue after the 90-day probationary period. For more in-depth discussions, management provides quarterly meetings to discuss employees’ personal goals. Additionally, Director of Supportive Housing, Becky Ruiz, meets annually with each employee to gather feedback and establish rapport across multiple levels of the organization. JFSSD also sends out an annual staff survey, requesting anonymous feedback on culture, improving retention, and growth opportunities; leadership reviews this survey to establish the upcoming year’s goals.

4. Team Organization. Provide a description of the proposed team organization, including identification and responsibilities.

Existing staff have extensive experience working in the community, providing case management, and serving the target population. These staff members will support Palm Desert staff on an on-going basis to ensure client needs and program goals are met.

JFSSD’s proposed services will be overseen by the Director of Supportive Housing Programs. The Director of Supportive Housing Programs is broadly responsible for the management of all JFSSD programs located in Riverside County. This includes oversight and supervision of all program staff, contract and goal monitoring, program budget oversight, and formal supervision of the administrative staff.

The Outreach Program Manager will be the primary supervisor on the Palm Desert outreach program, provide oversight of day-to-day operations, and supervise and support the two outreach Case Managers. The two full-time Outreach Case Managers will be responsible for overall client care and coordination, including but not limited to client outreach, client assessments, assist clients with interim housing, transport clients to 532

4. Staffing Plan 2025-RFP-217 4
appointments as needed. The Administrative staff support the program with HMIS data entry, miscellaneous admin tasks, audit preparation, and maintenance of program documents.

In total, seven staff members will be dedicated to this program. This includes two full-time employees (one Lead Outreach Case Manager and one Outreach Case Manager) who will conduct street outreach solely on this grant and five staff members who will oversee, implement, and track the grant in various capacities. The two Outreach Case Managers are prioritized in the budget with the other five staff members involved only according to necessity such as HMIS data entry, generating monthly performance reports, and reviewing the case managers’ progress towards goals.

5. Subcontractors. Identify any proposed subcontractors and describe the functions they will perform.

JFSSD will be providing engagement and case management services directly and will not use a subcontractor.

6. Job Descriptions. Provide brief job descriptions for each program position, including minimum qualifications, relevant experience, and primary duties.

Please see the documents below.
533

4. Staffing Plan 2025-RFP-217 5
Lead Outreach Case Manager, Palm Springs
Job Title: Lead Outreach Case Manager
Organization: Jewish Family Service of San Diego
Position Type: Full Time, 40 hours per week, non-exempt Pay Rate: $24.00
Benefits: Benefits for this position include a 401(k) plan, medical, dental and vision coverage, flexible spending accounts, life insurance and generous holiday benefits.

Overview: The Lead Outreach Case Manager delivers assistance crucial to enhancing/improving a client’s standard of living, emotional health, physical health, spiritual health, and community health. The Lead Outreach Case Manager strives to remove barriers that are impeding upon a person’s level of self-sufficiency, including financial challenges, mental health and medical issues, basic need insecurity, and lack of support system/community.

The position is primarily Street Outreach and navigation services for the homeless population in the Coachella Valley. This position provides peer leadership to the Outreach Case Manager position.

The Lead Outreach Case Manager will start off each morning in Palm Springs picking up a company vehicle and sometimes traveling 1-2 hours to pick up clients and guide the client through mainstream benefits. This position requires traveling 80-90 % of the time with only about 10% of office work.

What You Will Do:
• Provide program oversight when manager is out or unavailable • This position spends 80 – 90% of the time in the field working throughout the Coachella Valley.
• Assess displaced client and family needs out in the field • Develops comprehensive care plans for families to become self-sufficient • Coordinates needed services
• Develops links with a continuum of services and agendas • Maintains up-to-date client records
• Provides crisis and/or short-term counseling
• Provides information and referral to community and staff • Engages in outreach activities
• Ensure compliance with all Department of Housing and Urban Development policies.

MINIMUM DESIRED EDUCATION AND EXPERIENCE:
• 2+ years’ experience providing case management services preferred • Baccalaureate level of conceptual thinking, organization and expression obtained by a degree in Sociology/Psychology/ or other related field or equivalent work experience. • Knowledge of and experience with motivational interviewing preferred • Must be able to pass a Livescan, background check and drug test. 534

4. Staffing Plan 2025-RFP-217 6
MINIMUM DESIRED JOB KNOWLEDGE, SKILLS AND ABILITIES:
• Must possess a current driver’s license, Insurance, reliable car and have a clean driving record. This job requires 80 – 90% travel around the Coachella Valleyy. • Strong crisis intervention and honed assessment skills, including high risk issues • Extensive knowledge of Coachella Valley community resources • Ability to work independently as well as in a team
• Capacity to form professional relationships with clients and maintain appropriate boundaries
• Ability to apply common sense and critical thinking to carry out instructions and make decisions within scope of authority
• Good to excellent spelling, grammar and written communication skills • Excellent telephone and oral communication skill.
• Ability to read and interpret documents such as memos, general clerical documents, project and grant reports, safety rules, instruction booklets and manuals • Ability to write well (e.g., memos, reports, e-mails, agendas, minutes) • Ability to analyze data
• Ability to deal with problems involving several variables • Proficiency in Word, Excel and Outlook
• Ability to write clear concise e-mails
PHYSICAL DEMANDS:

The physical demands described here are representative of those that must be met by an employee to successfully perform the essential duties and responsibilities of this job. As a routine part of work, employees will generally be required to use their hands to manipulate, handle, or feel objects, tools or controls; reach with hands and arms; climb stairs; and talk and hear. Specific vision abilities include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus. The table on the next page provides additional details of certain physical demands of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. 535

4. Staffing Plan 2025-RFP-217 7
Outreach Case Manager, Palm Springs
Job Title: Outreach Case Manager
Organization: Jewish Family Service of San Diego
Position Type: Full Time, 40 hours per week, non-exempt Pay Rate: $23.00
Benefits: Benefits for this position include a 401(k) plan, medical, dental and vision coverage, flexible spending accounts, life insurance and generous holiday benefits.

Overview: The Outreach Case Manager delivers assistance crucial to enhancing/improving a client’s standard of living, emotional health, physical health, spiritual health, and community health. The Outreach Case Manager strives to remove barriers that are impeding upon a person’s level of self-sufficiency, including financial challenges, mental health and medical issues, basic need insecurity, and lack of support system/community.

The position is primarily Street Outreach and navigation services for the homeless population in the Coachella Valley. This position provides peer leadership to the Outreach Case Manager position.

The Outreach Case Manager will start off each morning in Palm Springs picking up a company vehicle and sometimes traveling 1-2 hours to pick up clients and guide the client through mainstream benefits. This position requires traveling 80-90 % of the time with only about 10% of office work.

What You Will Do:
• This position spends 80 – 90% of the time in the field working throughout the Coachella Valley.
• Assess displaced client and family needs out in the field • Develops comprehensive care plans for families to become self-sufficient • Coordinates needed services
• Develops links with a continuum of services and agendas • Maintains up-to-date client records
• Provides crisis and/or short-term counseling
• Provides information and referral to community and staff • Engages in outreach activities
• Ensure compliance with all Department of Housing and Urban Development policies.

4. Staffing Plan 2025-RFP-217 8
MINIMUM DESIRED JOB KNOWLEDGE, SKILLS AND ABILITIES:
• Must possess a current driver’s license, Insurance, reliable car and have a clean driving record. This job requires 80 – 90% travel around the Coachella Valleyy. • Strong crisis intervention and honed assessment skills, including high risk issues • Extensive knowledge of Coachella Valley community resources • Ability to work independently as well as in a team
• Capacity to form professional relationships with clients and maintain appropriate boundaries
• Ability to apply common sense and critical thinking to carry out instructions and make decisions within scope of authority
• Good to excellent spelling, grammar and written communication skills • Excellent telephone and oral communication skill.
• Ability to read and interpret documents such as memos, general clerical documents, project and grant reports, safety rules, instruction booklets and manuals • Ability to write well (e.g., memos, reports, e-mails, agendas, minutes) • Ability to analyze data
• Ability to deal with problems involving several variables • Proficiency in Word, Excel and Outlook
• Ability to write clear concise e-mails
PHYSICAL DEMANDS:

5. Project Team Resumes 2025-RFP-217 1
Jewish Family Service of San Diego

5. Project Team Resumes
Submit resumes of all key personnel and support staff who will perform work under the Services. Resumes should describe each individual's qualifications, education, relevant experience, and any applicable professional licenses or certifications.

Mike Phillips – Senior Director of Patient Advocacy and Housing Services Mr. Phillips has been with JFSSD for over 17 years and was a Staff Attorney at the University of San Diego from 2005-2008. He is responsible for administering numerous federal, state and local grants for our supportive housing and patient advocacy programs. He has a law degree from the University of San Diego School of Law. In 2024, Mr.

Phillips was awarded the Community Leadership Award from the Hospital Association of San Diego & Imperial Counties.

Becky Ruiz – Director of Supportive Housing Programs
Ms. Ruiz has been with JFSSD since 2010, working continuously in our HUD-funded programs since then. She oversees all JFSSD programs in Riverside County. Previously, she worked for three years in Los Angeles County as a housing specialist and case manager for a HUD-funded program. Ms. Ruiz has over fifteen years of experience in HUD-funded programs and holds a bachelor’s degree in cultural anthropology.

Angelita Lima – Program Manager
Ms. Lima joined the JFSSD team in 2022. She oversees daily operations and staff, including case managers and outreach staff. She has over two years of prior experience as a street outreach worker helping the homeless with critical services and compassionate support and assisted with housing, food, clothing, and additional resources.

Yesenia Aguilar –Administrative Services Manager
Ms. Aguilar has been part of the JFSSD team since 2018. In her current role, she assists with HMIS data entry, client outreach, and interfacing with landlords. Ms. Aguilar is currently working towards a bachelor’s degree in psychology.

Thea Mitchell – Administrative Services Coordinator
Ms. Mitchell joined JFSSD in August 2021. She provides administrative support in processing account payable for programmatic expenses. Prior to joining the team, she had many years of experience as an office manager overseeing budgets and staff. She brings with her extensive customer service experience and has significantly impacted the lives of our clients.

Vacant Position – Outreach Case Manager
The Outreach Case Manager will have two years or more experience providing case management services and a degree in sociology/psychology/or another related field or equivalent work experience. They should have extensive knowledge of Coachella Valley community resources.

Vacant Position – Lead Outreach Case Manager
The Lead Outreach Case Manager will provide peer leadership during outreach activities. They will have two years or more experience providing case management services and a degree in sociology/psychology/or another related field or equivalent work experience. They should have extensive knowledge of Coachella Valley community resources.
538

6. Service Delivery Approach 2025-RFP-217 1
Jewish Family Service of San Diego

6. Service Delivery Approach

1. Explain how your agency will provide:

A. Outreach and Engagement
Using compassionate, trauma-informed practices, JFSSD staff will conduct daily outreach on the street, shelters, hospitals, food banks, or encampments in Palm Desert. Street outreach will be held each weekday; consistent outreach will help build trust and rapport with unsheltered individuals and families. Unsheltered individuals will be offered case management, substance use assessments, links to health services (i.e., crisis counseling), transportation assistance, enrollment in health coverage or other essential benefits, and address urgent needs including the distribution of meals, blankets, toiletries, and emergency water. To strengthen coordination of services and reduce duplication of resources, JFSSD will also provide referrals to mental health and substance use services, and link individuals to the Coordinated Entry System (CES). Data will further be entered into the Homeless Management Information System (HMIS) and through City of Palm Desert’s custom By-Name List to track individuals’ progress toward housing and treatment goals.

JFSSD will ensure that all participants are evaluated through standardized assessment tools, including VI-SPDAT and will utilize SBIRT and substance use assessment tools such as the Alcohol, Smoking and Substance Involvement Screening Test (ASSIST), Durg Abuse Self-Screening Test, Alcohol Abuse Self-Screening Test, Cannabis Disorder Identification Test. Clients will be referred to local shelters to meet their immediate needs. All participants will be assessed and when possible, diverted away from the homeless system. If, after multiple engagements, the individual or family is unable to self-resolve, outreach staff will complete assessments for updates or initial entry into the Coordinated Entry System. As needed, JFSSD staff will verify individuals’ homelessness status.

B. Case Management
JFSSD staff will provide daily, ongoing street outreach services and will be assigned a caseload of homeless or at risk of homelessness participants identified through the triage process that identifies those with the most severe needs.

JFSSD staff will conduct monthly status checks with participants and will have regular check-ins with supervisors to report on participant status and concerns. To coordinate services across multiple services and within JFSSD’s internal systems, all participant data will be entered into the County’s Homeless Management Information System (HMIS), the Riverside County Coordinated Entry System (CES) (for participant placement in stable housing), Palm Desert’s By-Name list, and JFSSD’s in-house database software, Efforts to Outcomes (ETO).

Once enrolled in the program, all clients will be assigned to a case manager who will use the previously named screenings and assessments to build a custom, dignified plan that suits each participant’s unique needs and goals.

Supportive services provided to program participants may include assessment of services; diversion assistance; intensive case management; employment assistance and job training; food assistance; housing search and counseling services; life skills training; mental health service referrals; substance abuse treatment referrals; transportation assistance; referrals to additional community-based services; living skills; budgeting instruction; advocacy with medical and social service providers, and other services as needed.

JFSSD will implement a rapid resolution model by diverting clients out of homelessness. This may be done by exploring the possibility of participants returning to family and/or friends for housing assistance or working with participants to investigate other diversion opportunities. JFSSD explores natural supports, resources, and options that are already available to the client. Additionally, JFSSD will work with workforce development and other local job readiness programs to assist participants in securing employment. Staff will also facilitate family reunification and provide pet care planning.

Through this process, JFSSD will refer clients to appropriate service providers who will assist them with accessing mainstream benefits for which they may qualify. Staff will regularly assess clients for service needs and, as necessary, verify if an individual is homeless.
539

6. Service Delivery Approach 2025-RFP-217 2
JFSSD will transport participants from encampments, the street, or other locations throughout Palm Desert to access behavioral health services, to medical services, to government offices to apply for benefits, to other service providers, and to various housing appointments. JFSSD will be utilizing two JFSSD vehicles to provide this service.

JFSSD staff are SSI/SSDI Outreach, Access, and Recovery (SOAR) certified and will assist participants with any disability applications needed.

C. Housing Navigation
JFSSD is committed to assisting participants throughout the housing process. Each participant will have an individualized plan designed to support their long-term success and stabilize their housing situation; participants will have assistance with housing applications and preparing documentation for CES, be accompanied throughout the housing process, and supported during move-in, and form a collaborative environment between the new resident, landlord/property manager, and JFSSD. Funds have been designated in our proposed budget to support participants’ stability by offering flexible funding for housing-related costs such as application fees, deposits, and/or short-term rental assistance.

JFSSD will utilize rapid housing resolution techniques to ensure participants’ stability. This may include providing transportation out of the area or state to reunify with family to permanent housing. Staff will also refer participants to local shelters, assist in applying for motel vouchers, referrals into the CES system, and will provide assistance in applying for all affordable housing units they qualify for, including alternative housing options. When appropriate, this may include submitting a prioritization request to the Riverside County CES system to refer a qualifying household to either rapid rehousing or permanent supportive housing programs.

D. Care Coordination
In support of regional coordination efforts, JFSSD works with local service providers such as the Coachella Valley Rescue Mission, Jewish Family Service of the Desert, Indio Recovery Opportunity Center, local law enforcement, and emergency services providers. JFSSD currently has an MOU in place with Coachella Valley Association of Governments (CVAG) to collaborate with services for mutual participants. Due to our longstanding history in Riverside County, JFSSD has developed strong relationships with landlords and property managers, and will leverage our relationships to provide stable, affordable housing.

E. Linkages to mental health and substance use treatment JFSSD will refer participants to treatment and recovery services. All staff in this program will have SBIRT Certification and will provide appropriate interventions and referrals for needed services. JFSSD has recently partnered with several agencies to provide behavioral health, legal, and medical services—however, these agencies will not be subcontractors under this funding opportunity. Jewish Family Service of the Desert and Beacon Associates will provide behavioral health services to our mutual participants. Starting Over Inc. will provide legal assistance to participants. JFSSD has partnered with California State University, San Bernardino Nursing Education program to provide outpatient mental health nursing and community health services such as foot soaks, vital checks, and health education. JFSSD works with Indio Opportunity Recovery Center (IORC) and collaborates with them on their diversion program, connecting our participants to their housing programs and supportive services. While we do not directly provide harm-reduction services, JFSSD partners with other service providers who provide harm-reduction services and will refer clients to the appropriate partner.

F. Creation and maintenance of a City By-Name List
JFSSD agrees to create and maintain a Palm Desert specific By-Name List. Initially, JFSSD will work with City staff to gather existing client information, if any. After the creation of the By-Name List, the two full-time outreach workers will continue updating the list via street outreach, tracking each participant’s progress towards their personal goals and housing 540

6. Service Delivery Approach 2025-RFP-217 3
stability. As necessary, JFSSD staff will remove participants’ names from the list, such as if they have secured housing.

Program Manager Angelita Lima will oversee the creation and maintenance of the list. JFSSD can meet with City staff to review this list on a regular cadence as established by the City.

G. Summarize experience with CES, housing vouchers, Rapid Rehousing, or similar housing programs.

JFSSD fully participates in the Coordinated Entry System (CES). Being one of the few access points in east Riverside County, JFSSD routinely engages chronically homeless individuals and/or families during street outreach, community-based engagement, and/or in our office in Palm Springs. In addition to utilizing the CES, case managers conduct outreach through community presentations, relationships with law enforcement, clergy, and other service providers. For anyone referred due to this outreach, staff complete an initial assessment of their needs identifying any potential barriers and provide referrals to the most appropriate housing options for them. They are then entered into the CES. JFSSD does not screen out participants based on any perceived barriers and will provide services to all eligible participants that are referred to our program. As indicated by HUD and Riverside County Continuum of Care, Coordinated Entry is a key step in assessing the needs of homeless individuals and families and prioritizing them for assistance and should be integrated with communities’ outreach work to ensure that people living in unsheltered locations are prioritized.

Through our partnership with CES, we connect clients with any eligible housing vouchers. Coordinated Entry prioritizes persons with the longest histories of homelessness and the most extensive needs, and lower barriers to entering programs or receiving assistance.

JFSSD attends the weekly Coordinated Entry System Navigators meeting to continually identify and engage homeless individuals. Riverside County Continuum of Care has implemented a policy of “No Wrong Door” to ensure that regardless of which agency people contact for help, they can access information about the options available across all agencies in their community. To that end, JFSSD actively engages homeless individuals on a daily basis and refers to other providers. Additionally, JFSSD exclusively provides Permanent Supportive Housing services through the CES system to eligible, Chronically Homeless Individuals, Unaccompanied Youth, and Families who are referred to any vacancies.

JFSSD’s two permanent housing programs—Desert Rose and Desert Vista (currently named JFSSD PSH Consolidated)—deliver comprehensive housing services to individuals and families experiencing homelessness or housing insecurity, including many older adults, people with disabilities, and individuals with complex medical or behavioral health needs. These services meet people where they are and support them in moving from crisis to permanent housing with dignity and sustained support. Core program components include 1) working directly with clients and landlords during the housing process such as identifying housing options, applications, move-in logistics, and engaging landlords during and after move-in, 2) ongoing, individualized case management that address barriers to housing stability, such as access to benefits, healthcare, behavioral health services, employment resources, and financial education, 3) stabilization and retention services, including budgeting assistance, connecting participants to community resources, transportation support, and crisis intervention, and 4) street outreach to engage individuals experiencing unsheltered homelessness, build trust, and connect them to housing and supportive services. With over 20 years serving the community, these programs have continued to evolve, each time changing to better meet the needs of our community.

2. Crisis Response. Describe how your team will respond to behavioral health crises or public safety concerns encountered during field outreach.

JFSSD takes the safety of our staff seriously, and each staff member is trained on how to safely and appropriately respond to unsafe situations during outreach. All staff are taught how to de-escalate a situation so that participants experiencing a mental health crisis are stabilized and the need for additional assistance (i.e., emergency responders) is reduced or removed. Staff are also taught to recognize unsafe environments and how to take steps to protect themselves and others from safety hazards. Law enforcement is also brought in to provide de-escalation training for staff.

Throughout these scenarios, JFSSD staff are focused on creating a compassionate environment that is protective of themselves, the program participants, and the general public. By working with program participants throughout difficult times, JFSSD further builds rapport and shows themselves to be a trusted partner in the participant’s journey to stability. 541

6. Service Delivery Approach 2025-RFP-217 4

3. Data Collection and Reporting. Explain how you will collect, track, and report program data, maintain participant confidentiality, and comply with CES/HMIS requirements. Provide examples of outcome reporting used in previous contracts.

With JFSSD’s extensive experience in working with government-funded programs comes a deep understanding of data collection, data use, security, and program evaluation. In 2014, JFS implemented a client data collection software system, Efforts to Outcomes (ETO), to track client outcomes, measure services and resources, and understand ongoing client needs. JFSSD has a Community Impacts team that is dedicated to guiding and supporting impact measurement at all levels of the organization. Community Impacts work closely with program staff to establish measurable program outcomes; produce reports related to client and program progress; and provide accurate and meaningful data to promote informed decision making. All client data will be entered into the County’s HMIS, the Riverside County CES (for client placement in stable housing), and JFSSD’s in-house database software, Efforts to Outcomes (ETO).

JFSSD agrees to maintain complete and accurate participant records in CES/HMIS and collect data on all services delivered. Monthly reports will be submitted to the City of Palm Desert, including data on all items detailed in the NOFA 1.5 (p. 7). While we do not currently utilize ArcGIS, we are willing to utilize this tool. Becky Ruiz, Director of Supportive Housing, will meet with the City to review HMIS data quality each month.

All collection and tracking are done through HMIS and our internal database, ETO (Efforts to Outcomes). This includes our ongoing, regular assessments of clients, which happen, at a minimum, once a month if not more. JFSSD is well-versed in providing reports for federal funders, government partners, and private foundations; the ETO system provides efficient and comprehensive reports for staff to pull.

All staff are trained in maintaining participant confidentiality according to both HIPAA and HITECH standards. All physical files with client data are locked behind two locks; no files may be removed from the office at any time. To respect clients’ private information, only select staff have access to client data. Additionally, all staff must sign a confidentiality agreement, and no information is released with signed consent from the participant.

4. Screening Tools and Outcome Measures. Identify the screening tools and outcome measures (e.g., VI-SPDAT, SBIRT, SUD screening tools) your agency will use.

All clients participating in the program will be screened using SBIRT, VI-SPDAT, and SUD screening tools for alcoholism, smoking, and cannabis use disorders. Clients will then be enrolled in Riverside County HMIS, CES, Palm Desert’s By-Name List, and JFSSD’s database, Efforts to Outcomes (ETO).

Outcome measures are as follows:
• 100% of eligible clients will complete VI-SPDAT and HMIS assessments and receive appropriate referrals as a result.
• 50% of eligible clients will complete Substance Use Disorder (SUD) Self-Assessments. • 100% of all clients will be provided with the opportunity to complete an Alcohol, Smoking, and Substance Involvement Screening Test (ASSIST) administered by JFSSD staff. All staff will be Screening, Brief Intervention, and Referral to Treatment (SBIRT) certified to complete this tool. • 100% of clients interested in enrollment in a SUD treatment program will be provided referrals and advocacy to access the needed services.
• 100% of clients will be offered case management and supplies to meet their urgent physical needs such as food, hygiene kits, clothing, etc.
• 100% of eligible clients will be referred to housing/shelter services. • 50% of clients will exit the program to a permanent housing destination (e.g., private housing, subsidized housing, permanent supportive housing). "Successful" exits also can include temporary housing options like emergency shelters or transitional housing.
542

7. Performance Measures 2025-RFP-217 1
Jewish Family Service of San Diego

7. Performance Measures

1. Outcome Tracking. Describe how your agency will track unduplicated individuals, outreach engagements, referrals, linkages to treatment and supportive services, and housing placements.

Utilizing our custom data program ETO, HMIS, Palm Desert’s By-Name List, and other databases, JFSSD staff will be able to capture data and track outcomes for each client. Each week, managers will meet to engage in case conferencing. This invaluable meeting will provide opportunities to track each client’s progress towards stability and identify ways to remove barriers to housing. Programs will be created specifically in ETO and HMIS so that data on each client, their outreach engagements, referrals, linkages, and housing placements can be easily pulled into a report.

Each month, this information will then be accumulated into a report, allowing managers to assess progress to JFSSD’s outcomes as well as determine, on an individual level, progress towards each client’s goals.

JFSSD has 20 years of experience working with outreach and homeless services within Riverside County, consistently outperforming agreed-upon metrics. With contracts spanning federal, county, city, and private funding initiatives, our scope has expanded year over year due to our collective dedication, collaboration, and passion for the work we do. Each contract has increased our technical expertise and capacity, building a team that is highly experienced in utilizing a variety of tools, building and leveraging relationships, and implementing high-quality, compassionate care for our unsheltered neighbors. This includes two Permanent Supportive Housing projects, County-wide outreach and engagement services, and supportive services.

JFSSD’s $62 million operating budget comes largely from grants, including federal, state, county, and city grants. As such, JFSSD has built out processes upon award of contract to establish outcomes and responsibilities.

This includes regular meetings with Finance, Institutional Giving (Grants), and Supportive Housing teams to ensure that programmatic and financial activities are on track. 543

8. Fee Proposal 2025-RFP-217 1
Jewish Family Service of San Diego

8. Fee Proposal
Provide an annual lump-sum, not-to-exceed fee proposal for the Scope of Services described in this RFP. The fee shall represent the total cost to provide all required services for one fiscal year and shall not exceed $200,000 per fiscal year.

Include a supplemental line-item breakdown detailing how the lump-sum amount was calculated, including all personnel costs, operating expenses, and program-related costs. The breakdown should clearly identify costs associated with direct participant services (outreach, engagement, case management, housing navigation, data entry/reporting) and any flexible funds proposed for housing-related or participant support expenses.

Proposers must identify all overhead and administrative charges separately within the cost breakdown.

Proposals that allocate a disproportionate share of the budget to administrative or executive costs rather than direct services may receive lower scores in the cost evaluation.

Jewish Family Service of San Diego has prepared a 12-month program for homeless outreach and engagement services in Palm Desert. This program’s budget is not to exceed $200,000 per year. Below is a line-item breakdown detailing the associated costs.

Role/Category Cost Notes
Outreach Case Manager $47,840 FTE 1
Lead Outreach Case Manager $49,920 FTE 1
Program Manager $1,404 FTE .02
Administrative Services Coordinator $1,092 FTE .02
Administrative Services Manager $1,404 FTE .02
Director of Supportive Housing Services $1,170 FTE .01
Senior Director of Patient Advocacy and
Housing Services
$780 FTE .01
Benefits $39,299
Total Salaries and Benefits $142,909
Postage $335
Telephone and Internet $960 For two staff’s cell phone activities Office Supplies $1,000 Includes client files, copy paper, miscellaneous office supplies
Vehicle Insurance $2,400 For one vehicle
Gas, Tolls, Parking $6,720 Staff mileage reimbursement, according to IRS 2026
reimbursement guidance
Vehicle Maintenance $600 For one vehicle
Computer Hardware $5,000 Includes items like two computers, two cell phones, two monitors, etc.

Client Assistance $14,183 Includes items like costs for reunification, bus passes, food and
544

8. Fee Proposal 2025-RFP-217 2
water, credit checks, application
fees, medication copays, etc.

Outreach Supplies $9,000 Includes items to address basic and urgent needs (shoes, sleeping bags,
clothing)
Total Operating Costs $40,198
Indirect Overhead Costs* $16,892
TOTAL BUDGET $200,000
*JFSSD follows Federal guidelines related to Cost Principles for Non-Profit Organizations laid out by the Federal Office of Management and Budget (OMB Circular A-122). As such, only costs that are allowable, in accordance with these cost principles, will be allocated to the benefitting programs. With regards to Indirect Overhead Costs, JFSSD affirms that: Indirect costs are incurred for common or joint objectives and therefore cannot be readily and specifically identified with a particular program or activity. They include management and general activities that are indispensable to the organization. These costs may include general management and oversight, accounting, audit, budgeting, financing, communications with the public, human resources, legal, and risk management. Once the indirect costs are identified they are grouped into common pool(s), the appropriate base for allocation is identified and then costs are distributed to benefiting programs. 545
546

Page 1 ends

City of Palm Desert Staff Report
Meeting Date: June 11, 2026
Prepared By: Carlos Flores, AICP, Deputy Director of Development Services Department: Development Services
Subject: Consideration of an Extension to the Temporary Outdoor Dining Deck Program and Direction to Evaluate a Permanent Outdoor Dining Program Recommendation

1. Direct staff to explore the feasibility of establishing a permanent outdoor dining program within El Paseo’s public right-of-way, including evaluation of potential permanent sidewalk structure options, such as a pedestal paver system for an elevated sidewalk, and re-evaluation of the existing lease rate structure adopted for the temporary outdoor dining program, and return to City Council with recommendations and a proposed program framework.

2. Approve an extension of the temporary outdoor dining deck program for existing permit holders that remain compliant to operate through June 30, 2027 Executive Summary
The City supports outdoor dining through a variety of regulatory mechanisms, including provisions that allow dining areas on private property. Those provisions will remain in place regardless of any action related to the Temporary Program. However, the focus of this discussion is the Temporary Outdoor Dining Deck Program (Temporary Program), which was established during the COVID-19 pandemic as a business-friendly measure to help businesses remain open and economically viable by allowing the use of public property for outdoor dining. Since the end of Covid, the City has allowed the Temporary Program to continue under revised requirements.

The Temporary Program is currently scheduled to expire on June 30, 2026.

Following a series of Subcommittee meetings, staff recommends extending the program for existing compliant permit holders through June 30, 2027, to provide a transition period while staff develops a framework for a permanent outdoor dining program within the public right-of-way. As of the date of this report, two restaurants continue to utilize outdoor dining areas within the public right-of-way. Kitchen 86, located on El Paseo, has satisfied the program's updated requirements and remains in good standing. Little Bar, located on Highway 111, continues to operate an existing outdoor dining deck but has not yet completed all updated program requirements. To remain eligible for the extended Temporary Program, operators must satisfy all application requirements and obtain any required property owner approvals by June 30, 2026.

The Subcommittee has requested staff to evaluate a permanent program concept for El Paseo that would transition away from street-placed temporary dining decks and toward a more integrated, long-term streetscape solution. This includes further analysis of a potential “pedestal paver system” that would create an elevated, accessible sidewalk extension adjacent to restaurant frontages while maintaining roadway drainage and infrastructure functionality. 547

Page 2 ends

The proposed one-year extension to the Temporary Program would provide a transition period for existing permit holders and allow the City to develop a long-term program framework, including design, accessibility, drainage, maintenance, and lease-rate considerations.

This action does not establish a permanent program. It provides direction for staff to continue evaluating permanent outdoor dining options and return to the City Council with recommendations.

Background
Since 2020, the City of Palm Desert has monitored its Temporary Program, which permits restaurant owners to build and use dining decks within city streets and public rights-of-way. The original intent of the program was for use of public property to assist private businesses to remain viable during Covid times. The program's current expiration date is June 30, 2026. The City Council has held multiple meetings since 2020 to discuss and act on the Temporary Program.  In 2021, the Council took several actions to extend and refine its outdoor dining deck program. The Temporary Program was initially extended through June 2022, with direction to develop design guidelines approved by the Architectural Review Commission (ARC). Subsequent extensions pushed the Temporary Program through June 2024 and then to June 2026, along with the adoption of updated guidelines.  In 2024 and 2025, the City held study sessions to discuss and move forward with implementing an annual lease fee and to plan for the El Paseo Street Rehabilitation project scheduled for Summer 2025.
 On June 12, 2025, the City held a study session to receive an update on the dining deck program, including the status of operators, next steps, and dining deck expectations. It was reported that, with the exception of the “Little Bar” restaurant, all dining deck operators were along El Paseo. The City Council formed an ad hoc subcommittee (Subcommittee), consisting of Mayor Trubee and Mayor Pro Tem Pradetto, to review the Outdoor Dining Deck Design Guidelines (Design Guidelines).  On August 28, 2025, the City Council considered revisions to the Design Guidelines proposed by the Subcommittee that would prohibit dining decks in the street and instead allow outdoor dining directly on the sidewalk adjacent to a restaurant. After receiving feedback, the City Council agreed not to make any changes to existing guidelines.  On February 4, 2026, the Subcommittee met with City staff to receive a status update on existing dining decks and discuss next steps. The Subcommittee agreed that the Temporary Program should expire on June 30, 2026, as previously voted by City Council, and directed staff to begin exploring a permanent program.  On March 26, 2026, City Council provided City staff direction to proceed with the Subcommittee’s recommendation to expire the Temporary Program on June 30, 2026, conduct an outreach and communication plan with operators, and begin exploration of the Permanent Program.

City Council discussions and actions relative to the Program are outlined in Table 1:

Table 1 – Council Temporary Program Summary
Date Topic/Action
548

Page 3 ends

June 24, 2021 Extended Temporary Program through June 30, 2022, and provide direction to establish ARC approved dining deck guidelines
June 9, 2022 Extended Temporary Program through June 30, 2024 November 16,
2023
Extended Temporary Program through June 30, 2026, and
adopted updated dining deck guidelines
April 11, 2024 Study session to discuss annual fee
May 23, 2024 Study session to receive direction on El Paseo Street Rehabilitation project going into Summer 2025 and move
forward with annual lease rate
October 24, 2024 Established an annual lease rate for dining decks May 22, 2025 Award contract for El Paseo Street rehab project for Summer 2025
June 12, 2025 Study session to discuss Temporary program update August 28 2025 City Council postpones implementation of the updates to the Guidelines and continues program with existing Guidelines until Summer 2026
February 4, 2026 Subcommittee meets and agrees on June 30, 2026 Temporary Program expiration and to evaluate permanent program
March 26, 2026 Council agrees with June 30, 2026 expiration of the Temporary Program and directs staff to evaluate permanent program April 22, 2026,
May 13, 2026, and
June 4, 2026
Subcommittee meets to evaluate potential Permanent Program solutions and directs staff to extend Temporary Program until June 30, 2027, for existing permit holders and discuss
timeframes for dining deck operators in the application process.

On April 22, 2026, May 13, 2026, and June 4, 2026, the Subcommittee met with City staff to review the status of the Temporary Program, discuss the operational and economic impacts associated with the removal of existing dining decks, and evaluate potential long-term solutions for outdoor dining along El Paseo. After exploring multiple options, the Subcommittee directed staff to move forward with evaluating a permanent “pedestal paver system” concept for El Paseo dining areas. The proposed system would consist of an elevated sidewalk/deck structure utilizing adjustable pedestals supporting pavers or decking panels above the existing roadway surface, creating a raised sidewalk extension while maintaining roadway drainage beneath the structure and allowing outdoor dining directly adjacent to restaurants on the existing sidewalk.

During these meetings, the Subcommittee also requested staff return to the City Council with a proposal to extend the existing temporary Outdoor Dining Deck Program through June 30, 2027, for the existing permit holders while staff develops a permanent outdoor dining program and associated design standards. Historically, several restaurants have participated in the Temporary Program, however, in 2026 there were only a few dining deck operators remaining.

As of the date of this report, Kitchen 86 (on El Paseo) has completed the updated program requirements, including approval of a revised dining deck design for 2026 and licensing agreement and continues to utilize outdoor dining areas located within the public right-of-way.

PizzaVino (on El Paseo) had an approved and operational deck with a licensing agreement 549

Page 4 ends

during 2026 but has removed the deck (comment letter provided). Little Bar (on Highway 111) continues to operate an existing dining deck but has not yet completed all updated program requirements and approvals for permitting and licensing of the deck within the right of way since their application submittal in November 2025.

Analysis
Since implementation of the Program, outdoor dining decks have contributed to increased pedestrian activity, enhanced outdoor dining opportunities, and supported local restaurant operations. Assembly Bill 592 extended certain provisions of state law related to temporary outdoor dining authorizations adopted during the COVID-19 emergency and provides cities with additional time to evaluate and transition temporary outdoor dining programs into permanent programs where appropriate.

Based on discussions held during the April 22, 2026, and May 13, 2026, Subcommittee meetings, staff is recommending that the City Council extend the temporary Outdoor Dining Deck Program for existing permit holders through June 30, 2027, while staff develops recommendations for a Permanent Program. The subcommittee’s meeting of June 4, 2026 was to discuss the status of the current operators and the parameters of the Temporary Program in response to multiple public comments in support of extending the Temporary Program, including comments from current and former program participants and members of the public supporting the continued availability of outdoor dining opportunities. The discussion included the criteria to remain eligible for participation during the extension period, operator with an existing deck must satisfy all application requirements and secure any required property owner approvals by June 30, 2026. Therefore, Little Bar would be eligible to complete the application process by June 30, 2026, to become eligible to continue to operate its dining deck and comply with all applicable requirements for continued use. Any operator that fails to satisfy the application requirements will be deemed to have an unpermitted structure within the public right-of-way and will be required to remove the structure by July 1, 2026.

As part of the Permanent Program evaluation, staff will further analyze the feasibility, cost, accessibility requirements, drainage considerations, maintenance obligations, and design standards associated with a pedestal paver system. The intent of the system would be to create a more permanent and cohesive outdoor dining environment integrated with the El Paseo streetscape while minimizing impacts to roadway drainage and infrastructure.

The proposed Permanent Program under evaluation is intended solely to address the use of public right-of-way areas (El Paseo) for outdoor dining improvements associated with existing restaurants, specifically where expansion of the sidewalk area is necessary to create a continuous and accessible pedestrian environment between the restaurant frontage and the outdoor dining area. The Program is not intended to regulate or authorize outdoor dining located entirely on private property. Restaurants that can accommodate outdoor dining fully within their private property boundaries, without encroaching into the public right-of-way, may continue to pursue such improvements through existing City planning and building permit processes, as applicable. Numerous outdoor dining facilities throughout the City have been constructed and are operating entirely on private property. These facilities may continue to operate independently of this program and without the use of public property.

As part of the Permanent Program evaluation process, staff will develop recommendations on engineering and structural standards, accessibility compliance, drainage and stormwater 550

Page 5 ends

considerations, utility coordination, maintenance obligations, operational requirements, insurance and indemnification provisions, encroachment agreements, and long-term management of improvements located within the public right-of-way. A challenge will be determining whether an edge material that balances safety and aesthetics is feasible to install along El Paseo.

The future Permanent Program would be limited to the use of public right-of-way areas to accommodate expanded sidewalk and outdoor dining areas directly adjacent to existing restaurant storefronts. Staff anticipates returning to the City Council over the next 9-12 months with proposed Permanent Program standards, conceptual design options, cost considerations, and any necessary amendments to City regulations or agreements.

Environmental Review
The proposed action is not a “project” subject to the California Environmental Quality Act (CEQA) pursuant to Section 15378 of the CEQA Guidelines because the action consists of the continuation of an existing temporary program and direction to staff to study and develop recommendations for a potential future permanent outdoor dining program.

Legal Review
This report has been reviewed by the City Attorney’s Office.

Financial Impact
The Temporary Program is subject to an annual lease rate of $7.08 per square foot per year. As part of the Permanent Program evaluation process, staff will review the existing lease rate and return with any recommended revisions for City Council consideration.

Attachments

1. Public Comments
551

Page 6 ends

1. Site-Specific Property Interest
Does this item involve a project site or other identifiable real property? ☒ Yes
☐ No
If yes, identify the project site: Because the action involves extension of outdoor dining deck approvals for existing El Paseo operators and evaluation of a permanent right-of-way program, officials should consult the City Attorney if they have real property, leasehold, business, source-of-income, or other financial interests within 1,000 feet of the affected locations or otherwise connected to the existing operators or property owners.

Councilmembers should consider whether they own, lease, or hold interests in real property within 1,000 feet of the project site. (Gov. Code § 87103(b); FPPC Reg. 18702.2).

2. SB 1439 / Gov. Code § 84308 Applicability (Campaign Contributions) Does this item involve a license, permit, other entitlement for use, or a contract or franchise agreement that is not competitively bid, a labor agreement, or a personal employment contract?
☒ Yes
☐ No
If yes, identify the applicant(s), appellant(s), party, or participant(s): The item involves consideration of an extension of existing temporary outdoor dining deck approvals for PizzaVino, Kitchen 86, and Little Bar. Councilmembers should consult the City Attorney if they have received contributions greater than $500 within the preceding 12 months from either operator, their owners, applicants, representatives, or related business or property ownership entities associated with the approvals.

Councilmembers should review campaign contributions received within the prior 12 months from parties or participants to the proceeding and must not accept contributions over $500 from those parties for 12 months following the final decision. (Gov. Code § 84308). 552
From: Sheri Pierattoni
To: Carlos Flores
Subject: Dining Decks
Date: Thursday, June 4, 2026 5:18:26 AM
Good morning Carlos,
I hope you had an enjoyable vacation. I got your voicemail about the meeting on June 11th in reference to the dining decks. I will be out of town unable to attend. I would like to voice my option with you to read at the meeting please.

To the City Council Members,
The dining decks have been a great asset to our business and patrons who have enjoyed the pleasure of outside dining taking advantage of our great weather. I believe it brings a welcoming look and causes drivers to slow down even more. With the speed bumps that have been added I don’t see how it is a hazard to have them in the street with the proper barriers. I have had many customers disappointed at the fact that mine will not be going back out.

I’ve heard the City is debating whether to allow businesses to put them on the sidewalk with the walkway being in the street. This doesn’t enhance the street of El Paseo nor the appeal of the frontage of the restaurants. I’ve also heard that the City will design them to make them uniform. Where is the character in that? No individuality just cookie cutter design. I myself wouldn’t be interested.

El Paseo is changing. It is apart of progress even though all progress isn’t always good or appealing. El Paseo is a special street that requires thought and careful planning as to maintain it current beauty and welcoming atmosphere.

Thank you for your time and consideration,
Sheri Pierattoni
PizzaVino
553
From: cheryl mittry
To: Carlos Flores
Subject: Big deck at The Little Bar
Date: Saturday, May 30, 2026 5:13:43 PM
We lOVE that deck and bar please don’t take it away!
Cheryl Mittry
Sent from my iPhone
554
From: Kari Mcwain
To: Carlos Flores
Subject: Big deck
Date: Friday, May 29, 2026 5:21:57 PM
We love the deck at little bar. So many people to visit with.

Kari
555
From: Gina DeMaria
To: Joe Pradetto; Carlos Flores
Subject: Fwd: Save our decks and parklets!
Date: Saturday, May 30, 2026 1:58:26 PM
Attachments: copyofshreddingevente-sig 65bd2cce-e1fa-4fa8-a145-35ff7db7fc6f.png pdlogo e8fc6661-d5ed-470d-b1e5-b34884233d29.png
Good afternoon,
When I heard Little Bar was ordered to remove their deck in June, I looked back to this email exchange below from the last time the deck at Little Bar was threatened with removal. It’s remarkable how false the City’s response turned out to be. Especially about El Paseo.

Little Bar is extremely popular, but extremely little. To accommodate their customers, they rely on their outdoor space, which is their large front deck. Even when the temperatures are three digits, you’ll find it full of snowbirds, tourists, and locals. Fun, safe, and a sense of community. Everybody wins.

I’m guessing your goal is not to be a business killer or a fun killer, so why would you want to remove Little Bar’s deck?
Thanks again,
Gina
---------- Forwarded message ---------
From: Ryland Penta <[email protected]>
Date: Wed, May 1, 2024 at 4:52 PM
Subject: Re: Save our decks and parklets!
To: Gina DeMaria <[email protected]>
CC: Community Relations <[email protected]> Dear Gina,
Thank you for your recent feedback regarding dining decks in Palm Desert. We appreciate your engagement and want to ensure accurate information reaches everyone.

The City of Palm Desert’s dining deck program was established in 2020 to support local businesses during the COVID-19 pandemic, allowing restaurants to remain open under state pandemic regulations. The City has extended the program to 2026 in alignment with the State of California’s regulations on this matter.

The City has no intention of requiring the removal of dining decks. However, on April 24, a letter was hand-delivered to the City’s seven dining deck operators informing them of a possible repaving project on El Paseo. The project would require the temporary removal of 556
From: Michael A. Alderete
To: Carlos Flores; Joe Pradetto
Subject: I like Little Bar"s big deck
Date: Wednesday, June 3, 2026 6:45:29 PM
Hi folks,
Little Bar opened shortly after my wife and I moved to Palm Desert (from San Francisco). We’ve been delighted patrons ever since. They serve a quality product, both food and drink. I enjoy it every time I visit.

During COVID, the big deck was necessary. Now it’s just fun.

We live here year-round, not seasonally. The big deck is a bit much in July and August, I’ll admit. PD didn’t used to get this hot in summer.

But even on a June day like today, 103° F, with the misters, the big deck is a reasonable, nice place to have a high quality drink, and maybe some lunch or early dinner.

Little Bar is, well, little inside. It’s nice to have some space for some options, when we don’t get there early.

I hope it stays.

Michael
--
Michael A. Alderete
<alderete tel: +1
557
From: Lisa Mazur
To: Carlos Flores; Joe Pradetto
Subject: Keep the Big Deck at Little Bar
Date: Friday, May 29, 2026 4:18:07 PM
I understand that the city is considering not keeping this deck open. That would be a big mistake.

Palm Desert needs more outdoor gathering spaces and the Little Bar location is perfect for it! It doesn't interfere with the other businesses around it. There is plenty of parking for all the businesses on that block.

I have enjoyed attending birthday parties and other celebrations there on multiple occasions in the past and look forward to more in the future.

I also believe having the deck there is beneficial to other businesses as it provides an UPSCALE gathering area and lessens any impact from bums loitering around the liquor and tobacco store.

Little Bar is a successful local business with a great ambiance that others on that block do not have.

Palm Desert needs a popular and clean and busy gathering spot that no other business in the area is capable of providing.

Thanks for your attention to this matter.

Sincerely,
Lisa Mazur
558
From: Arianna
To: Carlos Flores; Jprqdetto
Subject: Keep the big deck!
Date: Saturday, May 30, 2026 5:50:07 PM
Dear City of Palm Desert,
I am writing in support of keeping the Big Deck at little bar.

The Big Deck is far more than an outdoor seating area. It has become a gathering place where friends, families, neighbors, and visitors come together to enjoy some of life's simplest and most meaningful moments. It is where conversations happen, celebrations are shared, and memories are made.

Over the years, I have watched people gather on the Big Deck to celebrate birthdays, anniversaries, family visits, and special occasions. It has become a destination where people can enjoy beautiful desert evenings, live music, great food, and the company of others in a welcoming outdoor setting.

Outdoor community spaces like the Big Deck are important because they create opportunities for connection. In a world where people spend more time disconnected, places that encourage gathering, conversation, and community should be protected and supported. The Big Deck contributes to the unique character and charm of Palm Desert and offers an experience that cannot be replicated indoors.

The Big Deck has become part of the local culture and identity of our community. It has brought joy to countless residents and visitors while supporting local business and creating a vibrant atmosphere in the heart of Palm Desert.

I respectfully ask that you consider the positive impact the Big Deck has had on our community and allow it to remain in place. It would be a tremendous loss to see such a beloved gathering space disappear.

Thank you for your time, consideration, and service to our community.

Sincerely,
Arianna
CEO
www.CourteConsulting.com
This email and any files transmitted with it are confidential and intended solely for the use of the individual or entity to whom they are addressed. If you have received this email in error please notify the system manager. This message contains confidential information and is intended only for the individual named. You shall not disseminate, distribute or copy this email. Please notify the sender immediately by e-mail if you have received this e-mail by mistake and delete this e-mail from your system. If you are not the intended recipient you are 559
notified that disclosing, copying, distributing or taking any action in reliance on the contents of this information is strictly prohibited. 2023, Courte Consulting, USA. 560
From: Amanda Smith
To: [email protected]; Carlos Flores
Subject: Little Bar - Big Deck
Date: Friday, May 29, 2026 11:27:50 PM
Good evening!
I was told the future of the big deck at Little Bar will be up for discussion in a few days. I was urged to share my experience in hopes of keeping this deck alive! I’ve only ever had the most positive experience at Little Bar, inside and out. That deck is the perfect way to enjoy the sunshine with friends (extra points if we can get some live music).

I’ve laughed, I’ve cried (from laughing) and I’ve had some really amazing drinks on that deck. Please don’t take it away. We all want it to stay!!
Thank you,
Amanda Smith
561
From: Ethan Kaminsky
To: Carlos Flores; Joe Pradetto
Subject: Little Bar Big Deck
Date: Thursday, June 4, 2026 8:56:31 AM
Attachments: image001.png
To the city of Palm Desert,
I am writing as a longtime resident, business owner and regular patron to express my strong support for preserving the Big Deck at Little Bar.

This deck is more than a place to eat and drink — it's a living room for our neighborhood.

From the moment you step onto those planks and settle into a seat under the open sky, you feel what a city block can be at its very best: neighbors becoming friends, strangers striking up conversations, and a district transforming into something genuinely alive.

Outdoor gathering spaces like this one are not a luxury — they are essential infrastructure for community wellbeing. Studies consistently show that walkable, people-centered streetscapes increase foot traffic, support local businesses, and reduce social isolation. The Big Deck does all of that on a daily basis.

My favorite memories there include birthday celebrations, charity events and the forever missed Cars and Coffee. These are the kinds of moments that make a city feel like home. You can't manufacture it — you can only make room for it. Little Bar is Palm Desert’s very own Cheers, without the awful lines, overcrowding, and pretentiousness of a nearby newly reimagined bar which doesn’t even serve food.

I understand the city has concerns, and I trust those are raised in good faith. But I urge you to weigh them against the very real, very human value this space provides every single week. If there are conditions, modifications, or extensions that could allow this deck to remain — even temporarily — I ask that you pursue them seriously.

Please keep the Little Bar Deck. Our block and our city is better with it.

Respectfully,
Ethan Kaminsky
562
From: [email protected]
To: Carlos Flores; Joe Pradetto
Subject: Little Bar Big Deck
Date: Friday, May 29, 2026 1:03:46 PM
Please don't remove the Big Deck at Little Bar! (and all outdoor structures) I encourage you to communicate any intentions with the voters and residents.

Best
Bill
563
From: Mitch McCarley
To: Carlos Flores; Joe Pradetto
Subject: little bar Big Deck
Date: Sunday, May 31, 2026 2:24:29 PM
Hi CFlores and JPradetto (sorry - I don’t have your first names), I wanted to reach out to you about keeping the deck at little bar. The additional outdoor dining was the best thing to come from Covid. And little bars deck is a fantastic addition the dining and entertainment offerings in Palm Desert. We always make a point to gather with friends on the little bar deck when we are in the desert. And I’m sure its existence brings in significant additional sales tax revenue. Please do your best to keep the decks for Palm Desert and the little bar in particular. It took a pandemic to create the opportunity for the decks. And now that we’ve seen what a great addition the outdoor dining like little bars deck is for Palm Desert, it would be a shame to see the decks go away.

LONG LIVE THE LITTLE BAR DECK!
Mitch McCarley
MCM Computer Services
Mobile:
"The Small Business IT Department"
564
From: susie122161
To: Carlos Flores
Subject: Little Bar Deck
Date: Sunday, May 31, 2026 7:15:06 PM
Hello ,
I am writing to you regarding the deck at The Little Bar in Palm Desert.

As a full time PD resident I have enjoyed countless conversations and friendships on the deck at the LB.

It is a very refreshing change from the hustle and bustle of El Paseo.

It seems absolutely unfair and wrong to take this away from this one of a kind place where customers are treated like family and so many of us love to sit outside in the fresh air even in the summer.

I am politely asking for your support in keeping the LB deck.

Respectfully,
Susan J. Smith
South Palm Desert
565
From: Joseph Pickering
To: Carlos Flores; Joe Pradetto
Subject: Little Bar Deck
Date: Sunday, May 31, 2026 3:32:58 AM
This deck has become an iconic gathering point in Palm Desert.

It costs the city 3-4 public parking spots but generates so much more value.

Just financially alone it generates the city revenue by allowing additional seating for a small locally owned business.

This Bar means a lot to a lot of people, there are so many benefits that outweigh the negatives for the city.

I do not understand why this is even up for debate.

Skip Paige has gone above and beyond to help the Coachella Valley and now hes being stripped of something that helps his business.

It doesn't add up, its more than sunshine that makes this Valley home to all of us.

Lets work together to help our home...
566
From: David Soorholtz
To: Carlos Flores; Joe Pradetto
Subject: Little Bar Deck
Date: Saturday, May 30, 2026 7:14:04 AM
We are longtime regulars at Little Bar and consider it one of the best local, non-fussy restaurants. Eliminating the deck would be a mistake. We've spent many evenings there, and losing the deck would seriously hurt Little Bar's chances of staying open.

Thanks for your consideration
David Soorholtz
Indian Wells, CA 92210
567
From: Lew, Jana
To: Joe Pradetto; Carlos Flores
Subject: Little Bar Deck
Date: Friday, May 29, 2026 1:23:25 PM
Please do not close the outdoor patio at Little Bar or anywhere else. I find the outdoor space relaxing, refreshing, and calming after a day in my classroom. I have spent time in San Diego and Santa Barbara where the decks are still there. My friends and I gravitate towards the spaces where we can enjoy the fresh air.

Do the right thing and leave the deck, so we can enjoy the simple things in life while taking in the fresh air and the beautiful mountain view's that make our valley so special.

Thank you.

Sincerely,
Jana Lew
Mrs. Jana Lew
English 4 ERWC
Girls Soccer Asst. Coach
AVID Site Team
"Education is not the filling of a pail, but the lighting of a fire." — W.B. Yeats
Check Parent Vue for access to your student's grades.
568
From: Xitlaly Rodriguez
To: Carlos Flores; Joe Pradetto
Subject: Little Bar Deck
Date: Wednesday, June 3, 2026 2:31:58 PM
To whom this may concern,
Hello, my name is Laly. I have spent quite a few nights out sitting on the deck outside at Little Bar. My friends and I enjoy ending our nights on the deck. The weather has been great, and being outside is nice to enjoy when you can laugh and talk as loud as you want without feeling like you’re disrupting any of the other people around you at other tables. I hope the deck is able to be apart of Little Bar for a very long time. Thank you! 569
From: Max Bean
To: Joe Pradetto; Carlos Flores
Subject: Little Bar deck
Date: Friday, May 29, 2026 12:29:09 PM
hello!
I am writing in hopes that you’ll consider letting the outdoor deck of The Little Bar stay as is.

It is such a wonderful space. Whenever friends are visiting it is one of our first stops.

We sit out there on a warm night and enjoy some food (have you tried their chicken bites?!?).

If it’s a winter night, we sit under a heat lamp.

I hope you’ll allow it to stay as is.

Thanks!
Max Bean
San Benito Circle
Sent from my iPhone. Typos and al.
570
From: susie122161
To: Carlos Flores
Subject: Little Bar Deck
Date: Sunday, May 31, 2026 7:15:36 PM
Hello ,
I am writing to you regarding the deck at The Little Bar in Palm Desert.

As a full time PD resident I have enjoyed countless conversations and friendships on the deck at the LB.

It is a very refreshing change from the hustle and bustle of El Paseo.

It seems absolutely unfair and wrong to take this away from this one of a kind place where customers are treated like family and so many of us love to sit outside in the fresh air even in the summer.

I am politely asking for your support in keeping the LB deck.

Respectfully,
Susan J. Smith
South Palm Desert
571
From: Yahoo
To: Carlos Flores
Subject: Little bar outside deck
Date: Friday, May 29, 2026 12:33:42 PM
Many a great memories on that deck…..a Palm Desert voter……this business employees people, and pays taxes……leave sleeping dogs , sleep….especially in this struggling local economy ….Bobby Mac Murray
Sent from Yahoo Mail for iPhone
572
From: LoveyDove
To: Carlos Flores
Cc: Joe Pradetto
Subject: Little Bar outside deck
Date: Wednesday, June 3, 2026 8:00:24 PM
I’m writing to say that I live just a few blocks away from The Little Bar and I think the outdoor deck is a much appreciated asset to our neighborhood.

I heard that you wanted to make parking spaces there instead? We have plenty of street parking in the neighborhood so I don’t feel that there’s a need for that.

Please keep it as is.

Thank you,
Dan & Azalia West
spreading the love
573
From: Tammy Fox
To: Joe Pradetto; Carlos Flores
Subject: Little Bar patio
Date: Friday, May 29, 2026 1:20:16 PM
Greetings! Upon hearing of the potential loss of the Little Bar outdoor deck I had to write. I have spent a few hours on multiple occasions on that deck. Being an older lady and visiting with another older lady the ability to hear each other is much better outside. As you can imagine the noise level inside the small bar makes communication for those with diminished hearing very difficult. I appreciate your consideration of this request.

Tammy Fox
Palm Desert.
574
From: David Jones
To: Carlos Flores
Subject: Little Bar Patio
Date: Sunday, May 31, 2026 7:35:58 PM
Dear Palm Desert City Council,
I support keeping the outdoor patio at Little Bar.

Outdoor gathering spaces make cities more vibrant by bringing people together, supporting local businesses, and creating a stronger sense of community. The patio generates revenue for a local business while providing a welcoming place for residents and visitors to socialize and enjoy downtown.

Just as importantly, it prioritizes people over cars. Palm Desert already has ample parking, and it is rare to see all nearby parking spaces fully utilized.

Removing a successful community space to create additional parking would be a step backward.

Great cities are built around places where people want to spend time, not around maximizing parking spaces. The Little Bar patio contributes to the character, walkability, and economic vitality of our community.

Thank you for your consideration.

Sincerely,
David Jones
575
From: mike oster
To: Carlos Flores
Subject: Little Bar
Date: Saturday, May 30, 2026 6:13:31 PM
Please save the deck at Little bar. It's great!
Sent from Yahoo Mail for iPhone
576
From: Amy Lipton
To: Carlos Flores; Joe Pradetto
Subject: Little Bar
Date: Saturday, May 30, 2026 6:04:13 PM
Dear City of Palm Desert,
I am writing in support of keeping the Big Deck at Little Bar.

The Big Deck is a gathering place where friends meet, visitors experience our community, and locals come together to enjoy Palm Desert's beautiful weather. Outdoor spaces like this help create the sense of connection and community that makes Palm Desert special. And it is hard to find outdoor spaces with good food to enjoy our beautiful city unless you are a member of a private club.

I hope the City will consider the positive impact the Big Deck has had on the community and allow it to remain part of Little Bar's future.

Thank you for your time and consideration.

Sincerely,
Amy Lipton
Palm Desert Resident
577
Kind regards,
Amy J. Lipton
Amy Sport Co.
1214 Sandpiper Street, Palm Desert, CA 92260 | mobile: 847.736.4511 Member: Association of Golf Merchandisers
NOW BOOKING FOR THE DESERT SHOW - AUG 4 - AUG 7
SPRING/SUMMER 2026 CATALOG
FALL/WINTER 2026 CATALOG
578
From: William Hadfield
To: Carlos Flores
Subject: Little Bar
Date: Saturday, May 30, 2026 10:19:16 AM
The Deck at Little Bar has become a landmark for the community and the warmth and joy it has provided for locals and snowbirds alike make it a must maintain for Palm Desert. The original reason it came to exist is understandable but the positives it provides the community far out way any reason to shorten its existence.

A culture was born in its inception and what a better way to keep people engaged than to build on that culture.

These are the things that build our community and bring people together regardless of politics.

Little Bar has been a home run.

Bill
579
From: Jennifer Bunch Macoubray
To: Carlos Flores
Subject: Little Bar
Date: Friday, May 29, 2026 10:25:06 PM
We really enjoy the outside area at little bar and love the atmosphere and how nice the employees are. It would be really sad to see that patio area gone. Thank you, Jennifer Macoubray-Rancho mirage
580
From: Tony Huff
To: Carlos Flores
Subject: Little Bar
Date: Friday, May 29, 2026 3:08:04 PM
Hi, Tony Huff here from Palm Desert. My friends and I have been enjoying the big deck out in front of Little Bar for years. It is not an eyesore nor a hazard We would like to see it stay permanently. 581
From: John Bolton
To: Joe Pradetto; Carlos Flores
Subject: Little Bar
Date: Friday, May 29, 2026 12:39:02 PM
Attachments: img-4091afad-b937-4feb-86f1-b0f4b3fd6d9b.png Hi there,
I wanted to express my support for the continued approval of Little Bar’s Big Deck. I’ve hosted so many events in the space - from a group dinner for all our OVG employees to entertainers visiting town to small just the 2 of us date nights. It’s such a wonderful hang and place to create community and networking. It would be a travesty to turn it back into a few parking spaces.

Cheers.

John Bolton
Senior Vice President & GM
Palm Springs Historic Plaza Theatre

OAK VIEW GROUP
jbolton
PLAZA to 844-983-5237
582
From: Don Leve
To: Carlos Flores
Subject: Little Bar
Date: Wednesday, June 3, 2026 1:57:23 PM
The deck is what makes dining at the little bar so very special. Please leave it alone.

Don Leve .....Sent from my iPhone
583
From: Denise Donahoe
To: Carlos Flores
Subject: Little Bar, Big Deck
Date: Friday, May 29, 2026 1:58:04 PM
Hi there, my kid and my dogs love the deck at the Little Bar where we’ve met so many wonderful local characters and enjoy the burgers and beers. If the big deck is gone, we won’t be able to frequent a small local place because the inside is a bar. Please let them keep it.
584
From: Bernard Lyons
To: Carlos Flores
Cc: Skip Paige; Lyons Nancy
Subject: Little Bar
Date: Sunday, May 31, 2026 10:10:45 AM
Dear Mr. Flores,
First, thank you for your time and dedication to the City of Palm Desert. I have been coming to Palm Desert since my college days at UCLA in the 70’s. My wife and I have spent winters in PD since 2005 and we love our time in the Coachella Valley.

I was a Randy's Cafe (not a Keedy's) breakfast guy for years. Randy McWilliams, the prior owner of the business, before Skip Paige took it forward as Little Bar, was a character to say the least. As we both had Stanford connections (I graduated Stanford Med in ‘85) Randy could and would tell Bay Area and football stories forever! Randy, if you never met him, was a true local that enjoyed serving great food at fair prices and meeting (and talking to) all of his customers.

When Little Bar came along, it was like nothing changed except it was open from breakfast to closing time, again serving great food (and now specialty cocktails) at fair prices. It was immediately a ‘locals’ gathering place with an owner that was even more interesting as a storyteller than Randy! Everyone loves music and Skip’s Little Bar is a great place to get a PhD in music. Little Bar is incredibly welcoming. Skip engages with his customers and provides a setting that is not only inviting but intimate. In addition to its fabulous cheeseburger and tots, it is known for this local vibe and atmosphere of friendship.

Looking back, we were grateful to the City of Palm Desert to allow outdoor seating in 2020. So many of our favorite coffee shops, restaurants and bars added outdoor areas that were critical to our community during the COVID years. The addition of the professionally designed “Big Deck” at Little Bar was great for the business but vital to all of us that socialized on the deck with friends and family during a very trying period. As a result, Little Bar with its “Big Deck” was recognized by Palm Spring Life and voted best bar in 2021.

As you know the deck is only 400 sq. ft., but it now represents a time in PD’s past that I believe should not be lost. Like Randy’s Cafe before, Little Bar with its deck is a true local treasure. It now has a tradition like Randy’s that should continue for another 30 years or more! It remains a special place to socialize with old friends and meet new patrons, especially new visitors to the Coachella Valley.

My wife Nancy and I (and so many of our local friends) strongly encourage you to provide a permanent variance to keep the outdoor seating area at Little Bar. Carlos, having spent years in city planning, I am confident you agree with us that you could not have planned better for our local community.

Thank you for your support and consideration.

Respectfully,
Bernie and Nancy Lyons
--
585
586
From: Danielle Flanagan
To: Carlos Flores; Joe Pradetto
Subject: Little Bar/Big Deck
Date: Saturday, May 30, 2026 12:01:07 PM
To Whom It May Concern,
I would like to express my support for keeping the Big Deck at Little Bar.

Outdoor gathering spaces like the Big Deck have become an important part of our community. They provide a
welcoming place for friends, families, neighbors, and
visitors to connect, enjoy the beautiful weather, and support local businesses. Since its addition, the deck has created a relaxed and inviting atmosphere that has enhanced the
character of Little Bar and the surrounding area.

One of my favorite memories is spending time there with friends, enjoying good conversation, laughter, and the sense of community that makes places like Little Bar so special. It has become more than just extra seating—it has become a gathering place where people come together and create
lasting memories.

Local businesses faced tremendous challenges during the pandemic, and the Big Deck helped Little Bar adapt and
continue serving the community. Today, it remains a
valuable amenity that contributes to the charm and vitality of the area.

I respectfully ask that you consider allowing the Big Deck to remain. It has become a beloved feature for many
residents and visitors, and it continues to serve as a positive gathering space that benefits both the community and a local 587
small business.

Thank you for your consideration.

Sincerely,
Danielle Rubino
Coachella Valley Resident of 20 years
588
From: Brad Brown
To: Carlos Flores; Joe Pradetto
Subject: Little Bar’s Big Deck
Date: Wednesday, June 3, 2026 11:44:08 AM
Simply, I love their Big Deck, and am a frequent user during the winter months. Like El Paseo's restaurants that have street/streetside seating, the Big Deck lights up the frankly-drablooking strip mall. There is still plenty of parking with the Deck, so please let them continue to operate outside!
Brad Brown
Palm Desert, CA 92260
589
From: Brad Brown
To: Carlos Flores; Joe Pradetto
Subject: Little Bar’s Big Deck
Date: Wednesday, June 3, 2026 11:44:08 AM
Simply, I love their Big Deck, and am a frequent user during the winter months. Like El Paseo's restaurants that have street/streetside seating, the Big Deck lights up the frankly-drablooking strip mall. There is still plenty of parking with the Deck, so please let them continue to operate outside!
Brad Brown
Palm Desert, CA 92260
590
From: Cindy Willenburg
To: Carlos Flores
Date: Friday, May 29, 2026 1:38:26 PM
Please save the deck at Little Bar! Our family loves to come there for tat outside space! 591
From: Bob Mazur
To: Carlos Flores; Joe Pradetto
Subject: Please keep the Big Deck at Little Bar OPEN!
Date: Friday, May 29, 2026 3:38:03 PM
I understand that the city is considering not keeping this deck open. That would be a big mistake.

I have enjoyed attending birthday parties and other celebrations there on multiple occasions in the past and look forward to more in the future.

I also believe having the deck there is beneficial to other businesses as it provides an UPSCALE gathering area and lessens any impact from bums loitering around the liquor and tobacco store.

Little Bar is a successful local business with a great ambiance that others on that block do not have.

Palm Desert needs a popular and clean and busy gathering spot that no other business in the area is capable of providing.

Thanks for your attention to this matter.

Sincerely,
Bob Mazur
592
From: [email protected]
To: Joe Pradetto; Carlos Flores
Subject: Please Keep the Big Deck at Little Bar
Date: Friday, May 29, 2026 2:21:28 PM
Attachments: IMG 3210.jpeg
IMG 0277.jpeg
IMG 5006.jpeg
jmd-logo-sig-150.png
Dear City of Palm Desert,
I’m writing to share how much my friends, family, and I love the Big Deck at Little Bar, and why we hope it can stay around forever!
Little Bar is a great local spot, but as the name says, it really is little. The Big Deck gives people room to gather, socialize, reconnect, and enjoy the atmosphere while continuing to patronize a small business that means a lot to the community. Without that outdoor space, many of the get-togethers we’ve had there simply wouldn’t have been possible.

We’ve hosted both large and small gatherings on the deck, including casual meetups with friends and fraternity brothers. Some of my favorite memories are sitting outside with fraternity brothers, catching up, laughing, and enjoying the Palm Desert weather in a relaxed setting. That kind of outdoor gathering space is important because it brings people together in a way that feels welcoming, open, and connected to the community.

The Big Deck has become more than just extra seating. It’s part of what makes Little Bar special. It gives people a reason to come, stay longer, bring friends, and support a local business. I would love to see the City allow the deck to stick around forever so the community can continue enjoying it.

Thank you for considering the voices of those of us who truly value this space.

Sincerely,
John Mairs
John Mairs | Creative Director
JM Designs | San Clemente, CA 92673
direct
john
593
From: Janet Haire
To: [email protected]; Carlos Flores
Subject: Please let Little Bar keep its deck!
Date: Friday, May 29, 2026 12:41:43 PM
To whom it may concern
Little Bar is our favorite neighborhood bar and gathering place. Since they put the deck on, it’s been triple the fun! We go on a regular basis with good friends, celebrate birthdays there because there is always room, and it always has a fun and festive vibe.

There is plenty of parking so I am asking that you vote to allow them to keep this fun space intact for our neighborhood.

Thank you,
Janet Haire
Palm Desert CA 92260
Sent from my iPhone
594
From: Robert Carr
To: [email protected]; Carlos Flores
Subject: Please let Little Bar keep its deck!
Date: Saturday, May 30, 2026 1:45:59 PM
My friends and I really enjoy Little Bar for our get togethers for special occasions. It’s a lovely place to meet and have fun while enjoying a peaceful environment that is conducive to conversation.

Having the deck area is really
important for additional space for just such occasions.

The parking is not missed in the slightest. This area is only a single sided retail street.

Please let the deck area remain! I believe it’s an important part of keeping Little Bar an operating success.

Thank you for your consideration
Robert Carr
Fairway Drive
Palm Desert
595
From: Cary Baker
To: Carlos Flores; Joe Pradetto
Cc: Little Bar
Subject: Please preserve Little Bar"s outside deck!
Date: Friday, May 29, 2026 12:56:11 PM
Importance: High
Dear Mr. Flores and Mr. Pradetto,
I am a Palm Desert resident. And one thing that makes Palm Desert great for me is Skip Paige’s Little Bar.

We have cherished that space since moving to the desert in 2022. I am a music business veteran (a VP at six record companies in Los Angeles) who semi-retired out here a few years ago. I still write books about music history from my home office in South Palm Desert. (See links in my signature file.)
Right away upon arriving in Palm Desert, I wanted to strike a music business community. It was recommended that for a mixer party take place at Little Bar, given Skip’s background as a co-founder of Goldenvoice and the Coachella and Stagecoach Festivals.

We have had four successful music mixers in that space — the last of which doubled as my 70th birthday party! It was a lively scene – right in the heart of Palm Desert.

Would we rather have this dining and party scene – or room for a few more parked cars...that might not show up if Little Bar is relegated to little-dom.

Please HELP KEEP PALM DESERT LIVELY. A toddlin’ town — not a mausoleum.

Keep the deck!
We don’t need five more parking spaces, but we do need a space for the city’s estimable music community.

Thank you,
Cary Baker
#welikebigdecks #outdoordining #unitepalmdesert #theonegoodthingaboutcovid #savethediningdecks #parklets
Cary Baker
Cell:
carybaker1
Website: carybaker.com
Author: Down on the Corner: Adventures in Busking and Street Music 596
From: Jamie Steinberg
To: Carlos Flores; Joe Pradetto
Subject: Please Support Little Bar"s Big Deck
Date: Saturday, May 30, 2026 7:56:14 AM
Dear City of Palm Desert,
I'm writing to express my support for Little Bar's Big Deck and to encourage the City to allow it to remain in place.

The Big Deck has become much more than an outdoor seating area—it has become a gathering place for our community. It's where friends meet for happy hour, families celebrate special occasions, visitors experience the charm of Palm Desert, and neighbors connect while enjoying our beautiful desert evenings.

One of the things that makes Palm Desert special is its vibrant outdoor lifestyle. Spaces like the Big Deck help create that sense of community and provide a welcoming place for people to gather, socialize, and support local businesses.

Personally, some of my favorite memories have been made on the Big Deck. Whether enjoying a sunset, celebrating with friends, or simply spending time in a lively and welcoming atmosphere, it has become an important part of the local experience.

I respectfully ask that you consider the positive impact the Big Deck has had on residents, visitors, and Little Bar, and allow it to remain a part of our community.

Thank you for your time and consideration.

Sincerely,
Jamie Steinberg
597
From: MARDE OLSON
To: Carlos Flores
Subject: Re Little Bar deck…
Date: Friday, May 29, 2026 5:57:31 PM
Hello-PLEASE allow Little Bar to keep their big deck! This venue is a Palm Desert “gem”, and their outdoor space is an important asset for their business and customers (both local and visitors) who want to appreciate CA weather! Marde Olson (La Quinta)
Sent from my IPhone.
598
From: Tristan Murphy
To: Carlos Flores; Joe Pradetto
Subject: Save the BIG DECK at Little Bar!
Date: Friday, May 29, 2026 1:22:13 PM
Attachments: defd934a-febf-4118-93ef-963f1133efdf.png
bc6938ce-373c-4b77-8a8e-4e04d8c18f00.png
c81ad33a-cddf-4dbd-bfb2-673e446e9bda.png
b48b6a5c-69a6-4ec4-8ddc-da67bd3a62a4.png
I am a 24-year resident of Palm Desert writing to express my vote to Save the Big Deck at Little Bar !
Little Bar has become such a go-to spot for so many of us locals, and the staff has earned every accolade they get.

Best,
Tristan
Tristan Murphy
Customer Success Manager
Email: TMurphy
www.LinLines.com
599
From: Joanne Ohanesian
To: Carlos Flores; Joe Pradetto
Subject: Save the BIG DECK at Little Bar
Date: Friday, May 29, 2026 1:09:58 PM
I am a 28-year resident of Palm Desert writing to express my vote to Save the Big Deck at Little Bar !
Little Bar has become such a go-to spot for so many of us locals, and the staff has earned every accolade they get.

But there’s just not enough space inside for all of us Little Bar fans, so PLEASE do not do away with the Big Deck, we need it!
It is cozy outdoor spaces like Big Deck at Little Bar that make Palm Desert the unique and welcoming city that it is, for visitors and locals alike Joanne Ohanesian
Tourism Development Manager
Visit Greater Palm Springs
70100 Hwy 111 Rancho Mirage, CA
92270
Connect with me
qrcodeWithLogo
My Digital Business Card
600
From: Scott Cartwright
To: Carlos Flores; Joe Pradetto
Subject: Save The Little Bar Big Deck
Date: Saturday, May 30, 2026 9:04:56 AM
To whom it may concern: PLEASE LEAVE THE BIG DECK AS IS!! We come into the Coachella Valley often from San Diego, and Little Bar is always a stop during each visit. It’s a great gathering place, nice to have informal outdoor dining/imbibing options and the staff and regular patrons are the coolest!! I think it’s a great attraction in general, and helps bring new business to that shopping strip.

Please Save The Big Deck!!
Scott Cartwright
La Jolla CA
From my iPhone, typos and all
601
From: Scott Cartwright
To: Carlos Flores; Joe Pradetto
Subject: Save The Little Bar Big Deck
Date: Saturday, May 30, 2026 9:04:56 AM
To whom it may concern: PLEASE LEAVE THE BIG DECK AS IS!! We come into the Coachella Valley often from San Diego, and Little Bar is always a stop during each visit. It’s a great gathering place, nice to have informal outdoor dining/imbibing options and the staff and regular patrons are the coolest!! I think it’s a great attraction in general, and helps bring new business to that shopping strip.

Please Save The Big Deck!!
Scott Cartwright
La Jolla CA
From my iPhone, typos and all
602
From: Terry C
To: Carlos Flores
Subject: Save The Little Bar Deck
Date: Saturday, May 30, 2026 2:23:47 AM
Please accept this email from a citizen in favor of “Save The Deck”.

Yes, it might intrude a few parking spots, but the upside to that is how many happy people are on the deck! We have been to the deck, had fun on the deck and want the deck to stay where it is.

Why would you want to discontinue a business that has a unique and positive theme in Palm Desert? It would be in the City’s best interest to embrace it, promote it and enjoy it.

Signed,
Save The Deck Fan
603
From: Elisa Zapata
To: Joe Pradetto
Cc: Carlos Flores
Subject: SKIPS LITTLE BAR
Date: Friday, May 29, 2026 5:45:23 PM
Dear City of Palm Desert,
My name is Elisa Zapata, and I am writing this letter from my heart in support of keeping the Big Deck at Little Bar. To many people, it may just seem like an outdoor deck attached to a local restaurant and bar, but to me and so many others in this community, it is so much more than that. It is a place filled with memories, family, laughter, comfort, and connection. It is a place where people come together.

I worked at Little Bar for three years under my aunt, who has proudly been the head chef there for over six years. Because of this, I have seen firsthand just how much this place means to people. I have watched families gather after long weeks to sit together, laugh, and enjoy time with one another. I have seen birthday celebrations, brunches filled with friends, families reconnecting, and regular customers who walked through the doors so often they became family to us.

For me personally, the Big Deck holds so many memories. Some of my favorite moments with my family happened there during brunches and dinners. It became a place where we gathered, celebrated, and simply enjoyed being together. Those moments matter more than people realize. In life, we remember the places that brought us joy and connection, and Little Bar’s Big Deck is one of those places for so many of us.

What makes the Big Deck special is not just the seating itself but the atmosphere it creates.

The outdoor space welcomes everyone. Families feel comfortable there. Friends gather for drinks and meals. People bring their dogs and enjoy time together because pets are welcomed outside too. It creates an environment that feels warm, welcoming, and uniquely Palm Desert.

There are not many places left that truly feel like a community gathering spot, and Little Bar is one of them.

The Big Deck also plays an important role for the business itself. Little Bar is exactly what its name says, a little bar, but one full of personality, character, and heart. The deck brings muchneeded space that allows more people to gather, eat, celebrate, and support a local business.

Without it, something important would be lost, not just physically but emotionally and socially for the people who love this place.
604
Most importantly, Little Bar reflects the hard work and vision of its owner, Skip Paige.

Building a local business that becomes meaningful to an entire community takes years of dedication, sacrifice, and heart. Skip created more than just a bar or restaurant. He created a space where people feel welcomed, where memories are made, and where the community gathers. The Big Deck is such an important part of that vision. It is not just wood and tables. It represents years of hard work, tradition, and countless memories shared between families and friends.

I truly ask that the City take into consideration what this space means to the people who love it. Places like Little Bar are rare. They bring people together in a way that feels genuine and special. The Big Deck has been the backdrop for so many meaningful moments in people’s lives, including my own, and removing it would feel like losing a piece of our community.

Please keep the Big Deck at Little Bar. Preserve a place that means so much to so many people and continue allowing families, friends, and future generations to create the same beautiful memories there that so many of us already have.

Sincerely,
Elisa Zapata
605
From: Elisa Zapata
To: Carlos Flores
Cc: Joe Pradetto
Subject: SKIPS LITTLE BAR
Date: Friday, May 29, 2026 5:44:47 PM
Dear City of Palm Desert,
My name is Elisa Zapata, and I am writing this letter from my heart in support of keeping the Big Deck at Little Bar. To many people, it may just seem like an outdoor deck attached to a local restaurant and bar, but to me and so many others in this community, it is so much more than that. It is a place filled with memories, family, laughter, comfort, and connection. It is a place where people come together.

What makes the Big Deck special is not just the seating itself but the atmosphere it creates.

There are not many places left that truly feel like a community gathering spot, and Little Bar is one of them.

Without it, something important would be lost, not just physically but emotionally and socially for the people who love this place.
606
Most importantly, Little Bar reflects the hard work and vision of its owner, Skip Paige.

Sincerely,
Elisa Zapata
607
From: primeeagle
To: Joe Pradetto
Cc: Carlos Flores
Subject: The Big Deck at Little Bar
Date: Wednesday, June 3, 2026 3:30:16 PM
Hello!
I'm writing to advocate for The Big Deck at Little Bar.

Outside spaces for socializing and dining are a major draw in the desert. Even though it's so hot in the summer, most of the year these spaces are treasured to enjoy the sunny days and perfect evenings that we have here.

Please let Little Bar keep the Big Deck. It's iconic and it would be very sad to see it go! Thanks in advance for your consideration,
Deb Damon
Sent from AOL on Android
608
From: Judy Walker
To: Carlos Flores
Subject: The Big Deck at the Little Bar
Date: Friday, May 29, 2026 7:49:20 PM
Please do not remove The Big Deck at the Little Bar.

This deck has made it possible for more citizens to enjoy The Little Bar. Sitting outside on a cool evening is part of the ambiance of the place. Also sitting outside allows visitors the chance to enjoy our wonderful weather.

We live in a beautiful place and the more outdoor spaces the better.

I am a full time resident and a voter in the Palm Desert community.

Thank you for your consideration,
Judy Walker
Palm Desert CA 92260
--
Judy Walker
609
From: Eunice Somerset
To: Carlos Flores
Subject: The Little Bar - Big Deck
Date: Sunday, May 31, 2026 8:38:07 AM
Please do not close down the big deck of the Little Bar.

The deck is a place of community and fun. We sit out there to enjoy the air, food and mocktails. We meet different people, converse and enjoy. Without the deck we would probably not be able to do this as the inside of the LIttle Bar is exactly that, little which means we would either have to loiter outside until they can let us in or be turned away as nobody ever wants to leave. It is such a local, fun environment. I have such happy memories of being with friends celebrating or just catching up on the big deck. Please do not take future memories away by closing the big deck.

Thank you,
Eunice Somerset
610
From: Eunice Somerset
To: Carlos Flores
Subject: The Little Bar - Big Deck
Date: Sunday, May 31, 2026 8:38:07 AM
Please do not close down the big deck of the Little Bar.

Thank you,
Eunice Somerset
611
From: megan mcgrath
To: Carlos Flores
Subject: The Little Bar Palm Desert
Date: Friday, May 29, 2026 3:09:17 PM
it would be so sad to see this hidden gem go away.

My son in law brought me there and the food and atmosphere was so great.

Drinks were awesome.

He grew up going there and still goes every time he is in town.

Meg
612

Palm Desert City CouncilJune 11, 2026

Palm Desert City Council
June 11, 2026