Agenda packet — Placentia City Council, June 18, 2024 (part 6 of 8)

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27.38 932-73-470
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1 A

27.38 932-73-471
1 0
1 A

27.38

Page 32 of 46 ends

27.38 932-73-473
1 0
1 A

27.38 932-73-474
1 0
1 A

27.38 932-73-475
1 0
1 A

27.38 932-73-476
1 0
1 A

27.38 932-73-477
1 0
1 A

27.38 932-73-478
1 0
1 A

27.38 932-73-479
1 0
1 A

27.38 932-73-480
1 0
1 A

27.38 932-73-547
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1 A

27.38 932-73-548
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1 A

27.38 932-73-549
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1 A

27.38 932-73-550
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1 A

27.38 932-73-551
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1 A

27.38 932-73-552
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1 A

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1 A

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1 A

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1 A

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1 A

27.38 932-73-558
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1 A

27.38 932-73-559
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1 A

27.38 932-73-560
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1 A

27.38 932-73-561
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1 A

27.38 932-73-562
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1 A

27.38 932-73-563
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1 A

27.38 932-73-564
1 0
1 A

27.38 932-73-565
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1 A

27.38 932-73-566
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1 A

27.38 932-73-567
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1 A

27.38 932-73-568
1 0
1 A

27.38 932-73-569
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1 A

27.38 932-73-570
1 0
1 A

27.38 932-73-571
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1 A

27.38 932-73-572
1 0
1 A

27.38 932-73-573
1 0
1 A

27.38 932-73-574
1 0
1 A

27.38 932-73-575
1 0
1 A

27.38 932-73-576
1 0
1 A

27.38 932-73-577
1 0
1 A

27.38 932-73-578
1 0
1 A

27.38 932-73-579
1 0
1 A

27.38 932-73-580
1 0
1 A

27.38 932-73-581
1 0
1 A

27.38 932-73-582
1 0
1 A

27.38 932-73-583
1 0
1 A

27.38

Page 33 of 46 ends

27.38 932-73-585
1 0
1 A

27.38 932-73-586
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1 A

27.38 932-73-587
1 0
1 A

27.38 932-73-588
1 0
1 A

27.38 932-73-589
1 0
1 A

27.38 932-73-590
1 0
1 A

27.38 932-73-591
1 0
1 A

27.38 932-73-592
1 0
1 A

27.38 932-73-593
1 0
1 A

27.38 932-73-594
1 0
1 A

27.38 932-73-595
1 0
1 A

27.38 932-73-596
1 0
1 A

27.38 932-73-597
1 0
1 A

27.38 932-73-598
1 0
1 A

27.38 932-73-599
1 0
1 A

27.38 932-73-600
1 0
1 A

27.38 932-73-601
1 0
1 A

27.38 932-73-602
1 0
1 A

27.38 932-73-603
1 0
1 A

27.38 932-73-604
1 0
1 A

27.38 932-73-609
1 0
1 A

27.38 932-73-610
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1 A

27.38 932-73-611
1 0
1 A

27.38 932-73-612
1 0
1 A

27.38 934-49-205
1 0
1 A

27.38 934-49-206
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1 A

27.38 934-49-207
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1 A

27.38 934-49-208
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1 A

27.38 934-49-209
1 0
1 A

27.38 934-49-210
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1 A

27.38 934-49-211
1 0
1 A

27.38 934-49-212
1 0
1 A

27.38 934-49-213
1 0
1 A

27.38 934-49-214
1 0
1 A

27.38 934-49-215
1 0
1 A

27.38 934-49-216
1 0
1 A

27.38 934-49-217
1 0
1 A

27.38 934-49-218
1 0
1 A

27.38 934-49-219
1 0
1 A

27.38 934-49-220
1 0
1 A

27.38 934-49-221
1 0
1 A

27.38 934-49-222
1 0
1 A

27.38 934-49-223
1 0
1 A

27.38 934-49-224
1 0
1 A

27.38 934-49-225
1 0
1 A

27.38

Page 34 of 46 ends

27.38 934-49-227
1 0
1 A

27.38 934-49-228
1 0
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27.38 934-49-229
1 0
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27.38 934-49-230
1 0
1 A

27.38 934-49-231
1 0
1 A

27.38 934-49-232
1 0
1 A

27.38 934-49-233
1 0
1 A

27.38 934-49-234
1 0
1 A

27.38 934-49-235
1 0
1 A

27.38 934-49-236
1 0
1 A

27.38 934-49-237
1 0
1 A

27.38 934-49-238
1 0
1 A

27.38 934-49-239
1 0
1 A

27.38 934-49-240
1 0
1 A

27.38 934-49-241
1 0
1 A

27.38 934-49-242
1 0
1 A

27.38 934-49-243
1 0
1 A

27.38 934-49-244
1 0
1 A

27.38 934-49-245
1 0
1 A

27.38 934-49-246
1 0
1 A

27.38 934-49-247
1 0
1 A

27.38 934-49-248
1 0
1 A

27.38 934-49-249
1 0
1 A

27.38 934-49-250
1 0
1 A

27.38 934-49-251
1 0
1 A

27.38 934-49-252
1 0
1 A

27.38 934-49-253
1 0
1 A

27.38 934-49-254
1 0
1 A

27.38 934-49-255
1 5.6
1 A

27.38 934-49-256
1 0
1 A

27.38 934-49-257
1 0
1 A

27.38 934-49-258
1 0
1 A

27.38 934-49-259
1 0
1 A

27.38 934-49-260
1 0
1 A

27.38 934-49-261
1 0
1 A

27.38 934-49-262
1 0
1 A

27.38 934-49-263
1 0
1 A

27.38 934-49-264
1 0
1 A

27.38 934-49-265
1 0
1 A

27.38 934-49-266
1 0
1 A

27.38 934-49-337
1 0
1 A

27.38 934-49-338
1 0
1 A

27.38 934-49-339
1 0
1 A

27.38 934-49-340
1 0
1 A

27.38 934-49-341
1 0
1 A

27.38

Page 35 of 46 ends

27.38 934-49-343
1 0
1 A

27.38 934-49-344
1 0
1 A

27.38 934-49-345
1 0
1 A

27.38 934-49-346
1 0
1 A

27.38 934-49-347
1 0
1 A

27.38 934-49-348
1 0
1 A

27.38 934-49-349
1 0
1 A

27.38 934-49-350
1 0
1 A

27.38 934-49-351
1 0
1 A

27.38 934-49-352
1 0
1 A

27.38 934-49-353
1 0
1 A

27.38 934-49-354
1 0
1 A

27.38 934-49-355
1 0
1 A

27.38 934-49-356
1 0
1 A

27.38 934-49-357
1 0
1 A

27.38 934-49-358
1 0
1 A

27.38 934-49-359
1 0
1 A

27.38 934-49-360
1 0
1 A

27.38 934-49-361
1 0
1 A

27.38 934-49-362
1 0
1 A

27.38 934-49-363
1 0
1 A

27.38 934-49-364
1 0
1 A

27.38 934-49-365
1 0
1 A

27.38 934-49-366
1 0
1 A

27.38 934-49-367
1 0
1 A

27.38 934-49-368
1 0
1 A

27.38 934-49-369
1 0
1 A

27.38 934-49-370
1 0
1 A

27.38 934-49-371
1 0
1 A

27.38 934-49-372
1 0
1 A

27.38 934-49-373
1 0
1 A

27.38 934-49-374
1 0
1 A

27.38 934-49-375
1 0
1 A

27.38 934-49-376
1 0
1 A

27.38 934-49-377
1 0
1 A

27.38 934-49-378
1 0
1 A

27.38 934-49-379
1 0
1 A

27.38 934-49-380
1 0
1 A

27.38 934-49-381
1 0
1 A

27.38 934-49-382
1 0
1 A

27.38 934-49-383
1 0
1 A

27.38 934-49-384
1 0
1 A

27.38 934-49-385
1 0
1 A

27.38 934-49-386
1 0
1 A

27.38 934-49-387
1 0
1 A

27.38

Page 36 of 46 ends

27.38 934-49-389
1 0
1 A

27.38 934-49-390
1 0
1 A

27.38 934-49-395
1 0
1 A

27.38 934-49-396
1 0
1 A

27.38 934-49-397
1 0
1 A

27.38 934-49-398
1 0
1 A

27.38 934-49-399
1 0
1 A

27.38 934-49-400
1 0
1 A

27.38 934-49-401
1 0
1 A

27.38 934-49-402
1 0
1 A

27.38 934-49-466
1 0
1 A

27.38 934-49-467
1 0
1 A

27.38 934-49-468
1 0
1 A

27.38 934-49-469
1 0
1 A

27.38 934-49-470
1 0
1 A

27.38 934-49-471
1 0
1 A

27.38 934-49-472
1 0
1 A

27.38 934-49-473
1 0
1 A

27.38 934-49-474
1 0
1 A

27.38 934-49-475
1 0
1 A

27.38 934-49-476
1 0
1 A

27.38 934-49-477
1 0
1 A

27.38 934-49-478
1 0
1 A

27.38 934-49-485
1 0
1 A

27.38 934-49-486
1 0
1 A

27.38 934-49-487
1 0
1 A

27.38 934-49-488
1 0
1 A

27.38 934-49-489
1 0
1 A

27.38 934-49-490
1 0
1 A

27.38 934-49-491
1 0
1 A

27.38 934-49-492
1 0
1 A

27.38 934-49-493
1 0
1 A

27.38 934-49-494
1 0
1 A

27.38 934-49-495
1 0
1 A

27.38 934-49-496
1 0
1 A

27.38 934-49-497
1 0
1 A

27.38 934-49-498
1 0
1 A

27.38 934-49-499
1 0
1 A

27.38 934-49-500
1 0
1 A

27.38 934-49-501
1 0
1 A

27.38 934-49-502
1 0
1 A

27.38 934-49-503
1 0
1 A

27.38 934-49-504
1 0
1 A

27.38 934-49-505
1 0
1 A

27.38 934-49-506
1 0
1 A

27.38

Page 37 of 46 ends

27.38 934-49-508
1 0
1 A

27.38 934-49-509
1 0
1 A

27.38 934-49-510
1 0
1 A

27.38 934-49-511
1 0
1 A

27.38 934-49-512
1 0
1 A

27.38 934-49-513
1 0
1 A

27.38 934-49-514
1 0
1 A

27.38 934-49-515
1 0
1 A

27.38 934-49-516
1 0
1 A

27.38 934-49-517
1 0
1 A

27.38 934-49-518
1 0
1 A

27.38 934-49-519
1 0
1 A

27.38 934-49-520
1 0
1 A

27.38 934-49-521
1 0
1 A

27.38 934-49-522
1 0
1 A

27.38 934-49-523
1 0
1 A

27.38 934-49-524
1 0
1 A

27.38 934-49-525
1 0
1 A

27.38 934-49-526
1 0
1 A

27.38 934-49-527
1 0
1 A

27.38 934-49-528
1 0
1 A

27.38 934-49-529
1 0
1 A

27.38 934-49-530
1 0
1 A

27.38 934-49-531
1 0
1 A

27.38 934-49-532
1 0
1 A

27.38 934-49-550
1 0
1 A

27.38 934-94-089
1 0
0 A
-
934-94-090
1 0
0 A
-
934-94-091
1 0
0 A
-
934-94-092
1 0
0 A
-
934-94-093
1 0
0 A
-
934-94-094
1 0
0 A
-
934-94-095
1 0
0 A
-
934-94-096
1 0
0 A
-
934-94-097
1 0
0 A
-
934-94-098
1 0
0 A
-
934-94-099
1 0
0 A
-
934-94-100
1 0
0 A
-
934-94-101
1 0
0 A
-
934-94-102
1 0
0 A
-
934-94-103
1 0
0 A
-
934-94-104
1 0
0 A
-
934-94-105
1 0
0 A
-
934-94-106
1 0
0 A
-
934-94-107
1 0
0 A
-

Page 38 of 46 ends

CITY OF PLACENTIA
STREET LIGHTING DISTRICT No. 81-1
ASSESSMENT ROLL FOR FISCAL YEAR 2024-25
Listed in order of Zone Assessor's Parcel Number
Assessor's Parcel Number
Units
Acres
Assessment Units
Zone
Assessment
934-94-108
1 0
0 A
-
934-94-109
1 0
0 A
-
934-94-110
1 0
0 A
-
934-94-111
1 0
0 A
-
934-94-112
1 0
0 A
-
934-94-113
1 0
0 A
-
934-94-114
1 0
0 A
-
934-94-115
1 0
0 A
-
934-94-116
1 0
0 A
-
934-94-117
1 0
0 A
-
934-94-118
1 0
0 A
-
934-94-119
1 0
0 A
-
934-94-120
1 0
0 A
-
934-94-121
1 0
0 A
-
934-94-122
1 0
0 A
-
934-94-123
1 0
0 A
-
934-94-124
1 0
0 A
-
934-94-125
1 0
0 A
-
934-94-129
1 0
0 A
-
934-94-130
1 0
0 A
-
934-94-131
1 0
0 A
-
934-94-132
1 0
0 A
-
934-94-133
1 0
0 A
-
934-94-134
1 0
0 A
-
934-94-135
1 0
0 A
-
934-94-136
1 0
0 A
-
934-94-137
1 0
0 A
-
934-94-138
1 0
0 A
-
934-94-139
1 0
0 A
-
934-94-140
1 0
0 A
-
934-94-141
1 0
0 A
-
934-94-142
1 0
0 A
-
934-94-143
1 0
0 A
-
934-94-144
1 0
0 A
-
934-94-145
1 0
0 A
-
934-94-146
1 0
0 A
-
934-94-147
1 0
0 A
-
934-94-148
1 0
0 A
-
934-94-149
1 0
0 A
-
934-94-150
1 0
0 A
-
934-94-151
1 0
0 A
-
934-94-152
1 0
0 A
-
934-94-153
1 0
0 A
-
939-15-138
1 0
1 A

27.38 939-15-139
1 0
1 A

27.38 939-15-140
1 0
1 A

27.38

Page 39 of 46 ends

27.38 939-15-142
1 0
1 A

27.38 939-15-143
1 0
1 A

27.38 939-15-144
1 0
1 A

27.38 939-15-145
1 0
1 A

27.38 939-15-146
1 0
1 A

27.38 939-15-147
1 0
1 A

27.38 939-15-148
1 0
1 A

27.38 939-15-149
1 0
1 A

27.38 939-15-150
1 0
1 A

27.38 939-15-151
1 0
1 A

27.38 939-15-152
1 0
1 A

27.38 939-15-153
1 0
1 A

27.38 939-15-154
1 0
1 A

27.38 939-15-155
1 0
1 A

27.38 939-15-156
1 0
1 A

27.38 939-15-157
1 0
1 A

27.38 939-15-158
1 0
1 A

27.38 939-15-159
1 0
1 A

27.38 939-15-160
1 0
1 A

27.38 939-15-161
1 0
1 A

27.38 939-15-162
1 0
1 A

27.38 939-15-163
1 0
1 A

27.38 939-15-164
1 0
1 A

27.38 939-15-165
1 0
1 A

27.38 939-15-166
1 0
1 A

27.38 939-15-167
1 0
1 A

27.38 939-15-168
1 0
1 A

27.38 939-15-169
1 0
1 A

27.38 939-15-170
1 0
1 A

27.38 939-15-171
1 0
1 A

27.38 939-15-172
1 0
1 A

27.38 939-15-173
1 0
1 A

27.38 939-15-174
1 0
1 A

27.38 939-58-015
1 0
1 A

27.38 939-58-016
1 0
1 A

27.38 939-58-017
1 0
1 A

27.38 939-58-018
1 0
1 A

27.38 939-58-019
1 0
1 A

27.38 939-58-020
1 0
1 A

27.38 939-58-024
1 0
1 A

27.38 939-58-025
1 0
1 A

27.38 939-58-026
1 0
1 A

27.38 939-58-027
1 0
1 A

27.38 939-58-028
1 0
1 A

27.38 939-58-029
1 0
1 A

27.38

Page 40 of 46 ends

27.38 939-58-031
1 0
1 A

27.38 939-58-032
1 0
1 A

27.38 939-58-033
1 0
1 A

27.38 939-58-034
1 0
1 A

27.38 939-58-035
1 0
1 A

27.38 939-58-036
1 0
1 A

27.38 939-58-037
1 0
1 A

27.38 939-58-038
1 0
1 A

27.38 939-58-039
1 0
1 A

27.38 939-58-040
1 0
1 A

27.38 939-58-041
1 0
1 A

27.38 322-091-03
0 3.96

23.76 B
650.55
322-091-04
0 0.74

4.44 B
121.57
322-091-05
0 0.42

2.52 B

69.00 322-091-06
0 0.65

3.9 B
106.78
322-091-07
0 2.26

13.56 B
371.27
322-091-08
0 0.51

3.06 B

83.78 322-091-09
0 0.3

1.8 B

49.28 322-091-11
0 1.97

11.82 B
323.63
334-021-01
0 2.43

14.58 B
399.20
334-021-11
0 1.093

6.55 B
179.56
336-041-29
0 1.716
0 B
-
339-091-26
0 0.75

4.5 B
123.21
339-091-27
0 0.593

3.55 B

97.42 339-091-28
0 1.05

6.3 B
172.49
339-102-01
0 0.056

0.33 B

9.20 339-102-25
0 1.38
0 B
-
339-102-26
0 0.979
0 B
-
339-102-29
0 3.61
0 B
-
339-102-30
0 2.65
0 B
-
339-102-31
0 0.506
0 B
-
339-102-32
0 0.431
0 B
-
339-102-33
0 0.699
0 B
-
339-111-04
0 2.467
0 B
-
339-111-05
0 1.721
0 B
-
339-112-09
0 0.539
0 B
-
339-112-21
0 3.05

18.3 B
501.05
339-112-25
0 2.432

14.59 B
399.53
339-112-26
0 0.94
0 B
-
339-112-27
0 2.72
0 B
-
339-112-28
0 1.74

10.44 B
285.85
339-112-29
0 0.824

4.94 B
135.37
339-112-30
0 1.843

11.05 B
302.77
339-112-31
0 2.07

12.42 B
340.06
339-112-35
0 1.295

7.77 B
212.74

Page 41 of 46 ends

3.62 B

99.23 339-112-37
0 0.481

2.88 B

79.02 339-331-01
0 1.205
0 B
-
339-355-20
0 0.32
0 B
-
339-363-18
0 0.115

0.69 B

18.89 341-343-14
0 13.18

79.08 B
2,165.21
341-352-10
0 0.23

1.38 B

37.78 341-352-11
0 4.85

29.1 B
796.76
341-352-17
0 0.17

1.02 B

27.93 341-352-18
0 0.158

0.94 B

25.96 341-364-03
0 1.2

7.2 B
197.14
341-366-05
0 0.551

3.3 B

90.52 341-366-07
0 0.367

2.2 B

60.29 341-371-02
0 0.17

1.02 B

27.93 341-372-06
0 0.914

5.48 B
150.15
341-374-15
0 0.17

1.02 B

27.93 341-374-17
0 0.323

1.93 B

53.06 341-375-03
0 1.252

7.51 B
205.68
341-381-20
0 2.692
0 B
-
341-421-33
0 0.409

2.45 B

67.19 341-431-01
0 0.436

2.61 B

71.63 341-433-34
0 0.363

2.17 B

59.63 343-361-09
0 4.28

25.68 B
703.12
343-361-13
0 2.35

14.1 B
386.06
343-361-14
0 1.02

6.12 B
167.57
343-361-15
0 0.665

3.99 B
109.25
344-101-04
0 0.49

2.94 B

80.50 344-131-05
0 0.45
0 B
-
344-131-06
0 0.455
0 B
-
344-131-07
0 0.45
0 B
-
344-131-16
0 1.416
0 B
-
344-132-01
0 0.903
0 B
-
344-132-03
0 0.91
0 B
-
344-132-08
0 1.61
0 B
-
344-181-10
0 0.942

5.65 B
154.75
344-181-11
0 0.47

2.82 B

77.21 344-181-17
0 2.377

14.26 B
390.49
344-181-18
0 0.804

4.82 B
132.08
346-165-07
0 0.42

2.52 B

69.00 346-241-04
0 0.7

4.2 B
115.00
346-241-05
0 0.56

3.36 B

92.00 346-241-06
0 0.46

2.76 B

75.57 346-241-07
0 0.51

3.06 B

83.78 346-241-08
0 0.5
3 B

82.14 346-241-09
0 0.46

2.76 B

75.57 346-241-10
0 0.46

2.76 B

75.57

Page 42 of 46 ends

2.82 B

77.21 346-241-12
0 0.64

3.84 B
105.14
346-241-13
0 0.73

4.38 B
119.92
346-341-06
0 0.295

1.77 B

48.46 346-341-07
0 0.259

1.55 B

42.55 346-341-08
0 0.259

1.55 B

42.55 346-341-09
0 0.259

1.55 B

42.55 346-341-10
0 0.269

1.61 B

44.19 346-341-11
0 0.369

2.21 B

60.62 346-341-12
0 0.316

1.89 B

51.91 346-341-13
0 0.228

1.36 B

37.46 346-341-14
0 0.228

1.36 B

37.46 346-341-15
0 0.316

1.89 B

51.91 346-341-16
0 0.369

2.21 B

60.62 346-341-17
0 0.269

1.61 B

44.19 346-341-18
0 0.259

1.55 B

42.55 346-341-19
0 0.259

1.55 B

42.55 346-341-20
0 0.259

1.55 B

42.55 346-341-21
0 0.295

1.77 B

48.46 346-341-22
0 0.228

1.36 B

37.46 346-341-23
0 0.224

1.34 B

36.80 346-341-24
0 0.216

1.29 B

35.48 346-341-25
0 0.217

1.3 B

35.65 346-341-26
0 0.228

1.36 B

37.46 346-341-27
0 0.224

1.34 B

36.80 346-341-29
0 2.331

13.98 B
382.94
346-341-30
0 0.327

1.96 B

53.72 346-381-03
0 7.7

46.2 B
1,264.96
346-381-04
0 1.15

6.9 B
188.92
346-381-10
0 0.489

2.93 B

80.33 346-381-11
0 0.494

2.96 B

81.15 346-381-12
0 0.616

3.69 B
101.20
346-381-13
0 0.734

4.4 B
120.58
346-381-14
0 0.91

5.46 B
149.49
346-381-15
0 0.484

2.9 B

79.51 346-381-16
0 0.453

2.71 B

74.42 346-381-17
0 0.47

2.82 B

77.21 341-501-01
0 0

0.3 D

8.21 341-501-02
0 0

0.3 D

8.21 341-501-03
0 0

0.3 D

8.21 341-501-04
0 0

0.3 D

8.21 341-501-05
0 0

0.3 D

8.21 341-501-06
0 0

0.3 D

8.21 341-501-07
0 0

0.3 D

8.21 341-501-08
0 0

0.3 D

8.21 341-501-09
0 0

0.3 D

8.21

Page 43 of 46 ends

0.3 D

8.21 341-501-11
0 0

0.3 D

8.21 341-501-12
0 0

0.3 D

8.21 341-501-13
0 0

0.3 D

8.21 341-501-14
0 0

0.3 D

8.21 341-501-15
0 0

0.3 D

8.21 339-355-04
0 0.15
1 27.38
339-364-18
0 0.14
1 27.38
339-381-14
0 0.22
1 27.38
340-035-32
1 0.09
0 -
340-035-33
1 0.09
0 -
340-035-34
1 0.09
0 -
340-035-35
1 0.09
0 -
340-035-36
1 0.09
0 -
340-035-37
1 0.09
0 -
340-035-38
1 0
0 -
340-035-39
1 0
0 -
340-035-40
1 0
0 -
340-035-41
1 0.15
0 -
340-035-42
1 0.11
0 -
340-035-43
1 0.07
0 -
340-035-44
1 0.07
0 -
340-035-45
1 0
0 -
340-035-46
1 0
0 -
340-035-47
1 0
0 -
340-035-48
1 0
0 -
340-035-49
1 0.07
0 -
340-035-50
1 0.07
0 -
340-035-51
1 0.07
0 -
340-035-52
1 0.07
0 -
340-035-53
1 0.07
0 -
340-035-54
1 0.07
0 -
340-035-55
1 0.07
0 -
340-035-56
1 0.07
0 -
340-035-57
1 0.07
0 -
340-035-58
1 0.07
0 -
340-035-59
1 0
0 -
340-035-60
1 0
0 -
340-035-61
1 0
0 -
340-035-62
1 0
0 -
340-035-63
1 0
0 -
340-035-64
1 0
0 -
340-035-65
1 0
0 -
340-035-66
1 0
0 -
340-035-67
1 0
0 -
340-035-68
1 0.07
0 -

Page 44 of 46 ends

CITY OF PLACENTIA
STREET LIGHTING DISTRICT No. 81-1
ASSESSMENT ROLL FOR FISCAL YEAR 2024-25
Listed in order of Zone Assessor's Parcel Number
Assessor's Parcel Number
Units
Acres
Assessment Units Zone
Assessment
340-035-69
1 0.07
0 -
340-035-70
1 0.07
0 -
340-035-71
1 0.07
0 -
340-035-72
1 0.07
0 -
340-035-73
1 0.07
0 -
340-035-74
1 0.07
0 -
340-035-75
1 0.07
0 -
340-035-76
1 0.07
0 -
340-035-77
1 0.07
0 -
340-035-78
1 0
0 -
340-035-79
0 0
0 -
340-035-80
0 0
0 -
340-035-81
0 0
0 -
340-035-82
0 0
0 -
341-352-28
73 3.219
0 -
341-352-34
0 0
0 -
341-373-06
0 1
0 -
341-521-14
0 0
1 27.38
341-521-15
0 0
1 27.38
341-521-16
0 0
1 27.38
341-521-17
0 0
1 27.38
341-521-18
0 0
1 27.38
341-521-19
0 0
1 27.38
341-521-20
0 0
1 27.38
341-521-21
0 0
1 27.38
341-521-22
0 0
1 27.38
341-521-23
0 0
1 27.38
341-521-24
0 0
1 27.38
341-521-25
0 0
1 27.38
341-521-26
0 0
1 27.38
341-521-27
0 0
1 27.38
341-521-28
0 0
1 27.38
341-521-29
0 0
1 27.38
341-521-30
0 0
1 27.38
341-521-31
0 0
1 27.38
341-521-32
0 0
1 27.38
341-521-33
0 0
1 27.38
341-521-34
0 0
1 27.38
341-521-35
0 0
1 27.38
341-521-36
0 0
1 27.38
341-521-37
0 0
1 27.38
341-521-38
0 0
1 27.38
341-521-39
0 0
1 27.38
341-521-40
0 0
1 27.38
341-521-41
0 0
1 27.38
341-521-42
0 0
1 27.38

Page 45 of 46 ends

CITY OF PLACENTIA
STREET LIGHTING DISTRICT No. 81-1
ASSESSMENT ROLL FOR FISCAL YEAR 2024-25
Listed in order of Zone Assessor's Parcel Number
Assessor's Parcel Number
Units
Acres
Assessment Units Zone
Assessment
341-521-43
0 0
1 27.38
341-521-44
0 0
1 27.38
341-521-45
0 0
1 27.38
341-521-46
0 0
1 27.38
341-521-47
0 0
1 27.38
341-521-48
0 0
1 27.38
341-521-49
0 0
1 27.38
341-521-50
0 0
1 27.38
341-521-51
0 0
1 27.38
341-521-52
0 0
1 27.38
341-521-53
0 0
1 27.38
341-521-54
0 0
1 27.38
341-521-55
0 2
12 328.56
341-521-56
0 0
0 -
341-521-57
0 0
0 -
341-521-58
0 0
0 -
341-521-59
0 0
0 -
341-521-60
0 0
0 -
341-521-61
0 0
0 -
341-521-62
0 0
0 -
341-521-63
0 0
0 -
341-521-64
0 0
0 -
341-521-65
0 0
0 -
343-361-20
0 1.63
0 -
343-361-26
0 1.202

7.21 197.46
343-361-27
0 0.589

3.53 96.76
346-172-33
0 0
1 27.38
346-172-34
0 0
1 27.38
346-331-36
0 2.61

15.66 428.77
346-331-37
0 4.27

25.62 701.48
932-54-201
1 0
1 27.38
932-54-202
1 0
1 27.38
932-54-203
1 0
1 27.38
932-54-204
1 0
1 27.38
932-54-205
1 0
1 27.38
932-54-206
1 0
1 27.38
932-54-207
1 0
1 27.38

Page 46 of 46 ends

TO:

VIA:

FROM:

DATE:

SUBJECT:

FISCAL
IMPACT:

SUMMARY:

Placentia City Council

AGENDA REPORT

CITY COUNCIL

CITY ADMINISTRATOR

DIRECTOR OF COMMUNITY SERVICES
JUNE 18, 2024

AWARD OF PROFESSIONAL SERVICES AGREEMENT WITH THE SALVATION

ARMY OC FOR THE OPERATION OF A YEAR-ROUND NAVIGATION
CENTER/EMERGENCY SHELTER LOCATED AT 731 S. MELROSE STREET EXPENSE: YEAR 1 - $2,522,646 PLACENTIA NAVIGATION CENTER FUND YEAR 2 - $2,379,646 PLACENTIA NAVIGATION CENTER FUND
YEAR 3 - $2,379,646 PLACENTIA NAVIGATION CENTER FUND
REVENUE: YEARS 1-3 - $7,281,938 NORTH SERVICE PLANNING AREA CITIES MOU
The North Orange County Service Planning Area ("North SPA") received Homeless Emergency Aid Program (HEAP) funding to open two Navigation Centers in March and June of 2020 in the Cities of Placentia and Buena Park. The North SPA is comprised of the Cities of Brea, Buena Park, Cypress, Fullerton, La Habra, La Palma, Los Alamitos, Orange, Placentia, Villa Park, Stanton, and Yorba Linda. The Placentia Navigation Center ("Center") is located at 731. S.

Melrose Street. The Center is one of the two (2) facilities currently serving the North SPA. The Center along with the other North SPA site in Buena Park, addresses a comprehensive regional solution in North Orange County to provide supportive services to individuals experiencing homelessness. The one hundred (100) beds at the Placentia Center are designated for North SPA Cities only.

The City of Placentia has determined that the use of a qualified Non -Profit Organization, experienced in providing homeless services, is the most effective approach for the management of the daily operations of the Center. Upon opening of the center in 2020, the City awarded a contract for the operation and management of the Center to People Assisting the Homeless (PATH). Following contract completion, it was mutually decided by the City and PATH that the contract would not be renewed. A formal Joint Request for Proposals (RFP) was released for the selection of a new Center Operator for Placentia and Buena Park on February 5, 2024.

A total of two (2) proposals were received by the City on April 3, 2024, in response to the RFP. A panel of qualified reviewers and stakeholders (the "Panel") were tasked with reading the submitted proposals and scoring them based upon specific evaluation criteria identified within the RFP.

So l©
Jute 13, 2024

City Council Agenda
June 18, 2024

Page 2 of 5 ends

Based upon the scores provided by the proposer rating panel, final interviews were held with all two (2) proposers. Several members of the written proposal review panel also served on the final interview panel. Proposers were asked a series of questions and asked to elaborate on their intended budget and management plan for the Center. At the conclusion of the interview process, the Panel recommended The Salvation Army OC (Salvation Army) as the Center Operator.

The proposed agreement provides for year-round operations and management of the Center for an initial three (3) year contract term. Salvation Army will provide comprehensive supportive services including vocational services, recreational services, mental health, transportation services, permanent supportive housing services, and 100 beds for single men and women experiencing homelessness. The Center may also offer services to a limited number of families and couples based upon bed availability.

RECOMMENDATION:

It is recommended that the City Council consider the following actions based upon the panel's recommendation:

1. Approve an initial three (3) year Professional Services Agreement with Salvation Army OC for the operation and management services of the Placentia Navigation Center located at 731 S. Melrose Street, for an approximate cost of $2,600,000 for year one (1), and an approximate annual amount of $2,400,000 for years two (2) and three (3), with an option to extend for two (2) additional one-year extension terms; and

2. Authorize the City Administrator to approve eligible contract term extensions for two (2) additional one-year terms at an amount that shall be based upon the increase from the previous year of the annual consumer price index (CPI) for the Los Angeles -Long Beach - Anaheim Region, up to a maximum of 3%. not to exceed five (5) years, based upon contractor performance and at the discretion of the City; and

3. Adopt Resolution No. R-2024-45, Resolution of the City Council of the City of Placentia, California authorizing a budget amendment in Fiscal Year 2024-25 in compliance with City Charter of the City of Placentia §§1206 and §§1209 pertaining to appropriations for actual expenditures; and

4. Authorize the City Administrator and/or his designee to meet and confer with Salvation Army to finalize the Management, Operations, and Public Safety Plan of the Placentia Navigation Center; and

5. Authorize the City Administrator and/or his designee to execute all necessary documents, in a form approved by the City Attorney.

DISCUSSION:

On February 5, 2024, the City released the Joint Navigation Center Operator RFP No. 24 — 01 seeking an experienced professional service provider to manage the proposed Center. The North SPA hired Susan Price as a consultant to assist with the preparation of the RFP documents and

City Council Agenda
June 18, 2024

Page 3 of 5 ends

the RFP process, for the selection of the provider for both the Placentia and Buena Park Navigation Centers. General prerequisites of the proposer identified in the RFP included:
• Proposer must be a qualified private or public Non -Profit Organization currently engaged in providing homeless services and successfully managing homeless service centers. • Have a minimum of three (3) consecutive years of successfully managing and operating homeless programs and delivering relevant services of a similar type and scope. • Have the current organizational experience and staff capacity to undertake a new Homeless Service Center Program.
• Have not filed for bankruptcy under any business name over the past five (5) years. • Proposer or its key personnel shall hold the appropriate license for the services provided prior to signing any contract for the operation of the Navigation Center.

On April 3, 2024, the City received two (2) proposals in response to the RFP. A panel of qualified stakeholders and reviewers were tasked with reading the submitted proposals and scoring them based upon specific evaluation criteria identified in the RFP. The review panel was comprised of representatives from various local organizations and local cities, along with City Staff.

Several panel members served on both the written proposal review panel and five (5) members served on the interview panel. The evaluation panel consisted of the following representatives:

City of Placentia Councilmember and Chair of the Bridges at Kraemer Navigation Center Community Advisory Board Ward Smith, City of Placentia Councilmember Rhonda Shader, City of Buena Park Councilmember Conner Traut, City Manager of Orange Tom Kisela, City Manager of Fullerton Eric Levitt, City of Placentia Police Chief Brad Butts, City of Buena Park Chief of Police Frank Nunes, City of Placentia Community Services Director Karen Crocker, City of Buena Park Community Services Director Jim Box. The interview panel consisted of the following representatives: City of Placentia Councilmember and Chair of the Bridges at Kraemer Navigation Center Community Advisory Board Ward Smith, City of Yorba Linda Councilmember Janice Lim, City of Placentia Police Chief Brad Butts, City of Buena Park Chief of Police Frank Nunes, and City of Placentia Community Services Director Karen Crocker.

The panelists were chosen to serve on the Evaluation Panel because they have a fundamental understanding of the Placentia and Buena Park community and/or specialized experience with homeless emergency shelter operations. In addition, some of the panel members have worked collaboratively with the City in its efforts to end homelessness and/or have firsthand experience addressing issues such as access to basic needs, access to mental and medical health services, and access to permanent supportive housing services. Each panelist provided unique and valuable input throughout the process including insight on important matters related to homelessness.

Based upon the scores provided by the Evaluation Panel, interviews were held with all two (2) proposers. Proposers were asked a series of questions and asked to elaborate on their intended budget and management plan for the proposed Center.

The evaluation criteria identified in the RFP included the following:

City Council Agenda
June 18, 2024

Page 4 of 5 ends

• Completeness and accuracy of the proposal forms and requested narratives. • Organization's experience in providing and managing homelessness and emergency shelter programs similar in nature to the proposed Navigation Center. • Level and types of services.
• Service delivery model and partnerships.
• Connection to and knowledge of the local community.

The final scores for each proposer are identified in the table below:

Proposer
Final Score
The Salvation Army OC (Salvation Army)

87.55 Mercy House

85.33 The proposed budgets provided by each proposer are identified in the table below:

Proposer
Proposed Annual Budget
The Salvation Army OC (Salvation Army) — Year 1
$2,522,646.00
(includes onetime start-up cost;
The Salvation Army OC (Salvation Army) — Year 2
and Year 3
$2,379,646.00
Mercy House
$3,289,306.90
Based upon the quality of the proposal in terms of completeness and responsiveness, proposed services, professional qualifications, ability to operate within the proposed Center budget, and the proposer interviews, the Evaluation Panel recommended Salvation Army as the operator for the operations and management of the Center.

Staff recommends the City Council consider the Evaluation Panel's recommendation and award a three (3) year contract to Salvation Army from the date the agreement is fully executed for the year-round operations and management of the Center.

FISCAL IMPACT:

The North SPA Cities will be responsible for the ongoing operational costs related to the Center.

On April 2, 2019, the City Council approved a Memorandum of Understanding (MOU) for the North SPA to establish a multi -jurisdictional approach for the construction and operation of "Navigation Centers" that will serve homeless persons located within the North SPA of Orange County.

Based upon the Salvation Army budget, a onetime start-up costs of $143,000 is included in Year 1, for a total proposal amount of $2,522,646 for FY 2024-2025. The annual cost for Year 2 and Year 3, shall total $2,379,646 for FY 2025-2026 and FY 2026-2027. Funding for the Center will come from funds contributed by all North SPA Cities. The North SPA Cities convene on a quarterly basis throughout the contract period to evaluate ongoing operational costs and to determine if additional funding as may be necessary. A NSPA meeting occurred on June 6, 2024 in which the

City Council Agenda
June 18, 2024

Page 5 of 5 ends

RFP process, Evaluation Panel recommendation and timeline was provided to all partner cities.

No General Fund dollars will be utilized for the operation of the Center.

Prepared by:

Madelinne Villapando
Management Analyst
Reviewed and approved:

Karen Crockqr
Director of Community erJices
Reviewed and approved: Reviewed and approved:

Jennifer Lampman
Director of Finance City Administrator
Damien R. Arrula
Attachments:

1. Professional Services Agreement with The Salvation Army OC

2. Resolution No. R-2024-45 Budget Amendment

3. Presentation

CITY OF PLACENTIA

PROFESSIONAL SERVICES AGREEMENT
WITH

THE SALVATION ARMY OC
THIS AGREEMENT is made and entered into this 1St day of July, 2024 ("Effective Date"), by and between the CITY OF PLACENTIA, a municipal corporation ("City"), and THE SALVATION ARMY OC (SALVATION ARMY), a CA Corporation ("Contractor").

WITNESSETH:

A. WHEREAS, City proposes to utilize the services of Contractor as an independent contractor for the operation and management of the Navigation Center at 731 S. Melrose Street, Placentia, CA, as more fully described herein; and
B. WHEREAS, a Navigation Center is defined as Transitional, emergency homeless facility with in-house services to develop pathways toward permanent housing, income, healthcare, and stability;
C. WHEREAS, Contractor was selected by the City following a competitive "request for proposal" process, during which Contractor demonstrated, and Contractor hereby represents, that it is fully qualified to perform services and activities as set forth in the Scope of Services attached hereto as Exhibit "A"; and
D. WHEREAS, the expectation is that compliant persons experiencing homelessness will remain in the emergency shelter program until they are able to identify appropriate permanent housing or additional services needed, and
E. WHEREAS, Contractor represents that it has that degree of specialized expertise contemplated within California Government Code Section 37103, and holds all necessary licenses to practice and perform the services herein contemplated; and F. WHEREAS, City and Contractor desire to contract for the specific services described in Exhibit "A" (the "Project") and desire to set forth their rights, duties, and liabilities in connection with the services to be performed; and
G. WHEREAS, no official or employee of City has a financial interest, within the provisions of Sections 1090-1092 of the California Government Code, in the subject matter of this Agreement.

NOW, THEREFORE, for and in consideration of the mutual covenants and conditions contained herein, the parties hereby agree as follows:

1.0. SERVICES PROVIDED BY CONTRACTOR

1.1. Scope of Services. Contractor shall provide the professional services described in the Contractor's Proposal ("Proposal"), attached hereto as Exhibit "A" and incorporated herein by this reference to include the services set forth as Option 1 and Option 2, and in full compliance with the Management, Operations, and Public Safety Plan attached hereto as Exhibit "B" and incorporated herein by this reference, unless such compliance is waived in writing by the City Project Manager.

1.2. Professional Practices. All professional services to be provided by Contractor

pursuant to this Agreement shall be provided by personnel experienced in their respective fields and in a manner consistent with the standards of care, diligence and skill ordinarily exercised by professional Contractors in similar fields and circumstances in accordance with sound professional practices. Contractor also warrants that it is familiar with all laws that may affect its performance of this Agreement and shall advise City of any changes in any laws that may affect Contractor's performance of this Agreement. Contractor shall keep itself informed of State and Federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement. The Contractor shall at all times observe and comply with all such laws and regulations. Officers and employees shall not be liable at law or in equity occasioned by failure of the Contractor to comply with this Section.

1.3. Performance to Satisfaction of City. Contractor agrees to perform all the work to the complete satisfaction of the City and within the hereinafter specified. Evaluations of the work will be done by the City Administrator or his or her designee. If the quality of work is not satisfactory, City in its discretion has the right to:
(a) Meet with Contractor to review the quality of the work and resolve the matters of concern;
(b) Require Contractor to repeat the work at no additional fee until it is satisfactory; and/or
(c) Terminate the Agreement as hereinafter set forth.

1.4. Warranty. Contractor warrants that it shall perform the services required by this Agreement in compliance with all applicable Federal and California employment laws, including, but not limited to, those laws related to minimum hours and wages; occupational health and safety; fair employment and employment practices; workers' compensation insurance and safety in employment; and all other Federal, State, and local laws and ordinances applicable to the services required under this Agreement. Contractor shall indemnify and hold harmless City from and against all claims, demands, payments, suits, actions, proceedings, and judgments of every nature and description including attorneys' fees and costs, presented, brought, or recovered against City for, or on account of any liability under any of the above -mentioned laws, which may be incurred by reason of Contractor's performance under this Agreement.

1.5. Non-discrimination. In performing this Agreement, Contractor shall not engage in, nor permit its agents to engage in, discrimination in employment of persons because of their race, religion, color, national origin, ancestry, age, physical handicap, medical condition, marital status, sexual gender, or sexual orientation, except as permitted pursuant to Section 12940 of the Government Code. Such actions shall include, but not be limited to the following: employment, upgrading, demotion or transfer, recruitment or recruitment advertising, layoff or termination, rates of pay, or other forms of compensation and selection for training, including apprenticeship.

Contractor agrees to post in conspicuous places, available to employees and applicants for employment, a notice setting forth provisions of this non-discrimination clause.

Contractor shall, in all solicitations and advertisements for employees placed by, or on behalf of Contractor shall state that all qualified applicants will receive consideration for employment without regard to age, race, color, religion, sex, marital status, national origin, or mental or physical disability. Contractor shall cause the paragraphs contained in this Section to 2 The Salvation Army OC
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be inserted in all subcontracts for any work covered by the Agreement, provided that the foregoing provisions shall not apply to subcontracts for standard commercial supplies or raw materials.

1.6. Non -Exclusive Agreement. Contractor acknowledges that City may enter into agreements with other Contractors for services similar to the services that are subject to this Agreement or may have its own employees perform services similar to those services contemplated by this Agreement.

1.7. Delegation and Assignment. This is a personal service contract, and the duties set forth herein shall not be delegated or assigned to any person or entity without the prior written consent of City. Contractor may engage a subcontractor(s) as permitted by law and may employ other personnel to perform services contemplated by this Agreement at Contractor's sole cost and expense. All insurance requirements contained in this Agreement are independently applicable to any and all subcontractors that Contractor may engage during the term of this Agreement.

1.8. Confidentiality. Employees of Contractor in the course of their duties may have access to financial, accounting, statistical, and personnel data of private individuals and employees of City. Contractor covenants that all data, documents, discussion, or other information developed or received by Contractor or provided for performance of this Agreement are deemed confidential and shall not be disclosed by Contractor without written authorization by City. City shall grant such authorization if disclosure is required by law. All City data shall be returned to City upon the termination of this Agreement. Contractor's covenant under this Section shall survive the termination of this Agreement.

2.0. COMPENSATION AND BILLING

2.1. Compensation. Contractor shall be paid in accordance with the fee schedule set forth in Exhibit "A". Contractor's total compensation for year 1 shall not exceed two million five hundred twenty-two thousand six hundred forty-six Dollars ($ 2,522,646), unless authorized herein. Contractor's total compensation for year 2 and year 3 shall not exceed two million three hundred seventy-nine thousand six hundred forty-six Dollars ($ 2,379,646), unless authorized herein.

2.2. Additional Services. Contractor shall not receive compensation for any services provided outside the scope of services specified in the Contractor's Proposal or which is inconsistent with or in violation of the provisions of this Agreement unless the City or the Project Manager for this Project, prior to Contractor performing the additional services, approves such additional services in writing. It is specifically understood that oral requests and/or approvals of such additional services or additional compensation shall be barred and are unenforceable.

Should the City request in writing additional services that increase the hereinabove described "Scope of Services", an additional fee based upon the Contractor's standard hourly rates shall be paid to the Contractor for such additional services. Such increase in additional fees shall be limited to 10% of the total contract sum. The City Administrator is authorized to approve a Change Order for such additional services. Where the original contract is $40,000.00 or less, City Council approval shall be required prior to any increase bringing the total compensation to more than $40,000.00.

2.3. Method of Billing; Payment Requirements. If funding levels are significantly affected by Federal or California budgets and funds are not allocated and available to City for the 3 The Salvation Army OC
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continuance of the Services performed by Contractor, the Contract may be terminated by the City at the end of the period for which funds are available. The City shall notify Contractor at the earliest possible time of any service, which will or may be affected by a shortage of funds. No penalty shall accrue to the City in the event this provision is exercised and the City shall not be obligated nor liable for any damages as a result of termination under this provision of this Contract, and nothing herein shall be construed as obligating the City to expend of as involving the City in any Contract or other obligation for future payment of money in excess of appropriations authorized by law.
(a) Contract Amount: It is expressly agreed and understood that the total amount to be paid by City under this contract shall not exceed the total City funding as set forth in section 2.1 above.
(b) City will reclaim any unused balance of funds for reallocation to other City approved and lawful purposes.
(c) Payment of Project Activities:

1. Payment of Project Activities: City will reimburse Contractor for eligible project -related costs only. Contractor shall submit requests for reimbursement to City on a monthly basis beginning the first day of the first full calendar month following the Effective Date, and must provide adequate documentation as required by City. In addition, Contractor will provide a monthly performance report by the 20th of the month for the preceding month of services, as prescribed by City. Failure to provide any of the required documentation and reporting will cause City to withhold all or a portion of a request for reimbursement, or return the entire reimbursement package to Contractor, until such documentation and reporting has been received and approved by City.

2. If Contractor has no request for reimbursement during any quarter during the term of this Contract, a monthly performance report, including an explanation as to why no invoices were being processed, shall be required in lieu of a request for reimbursement.

3. Contractor will have forty-five (45) days following the expiration of the Contract to submit outstanding invoices for reimbursement of eligible costs incurred during the Contract period. After the forty-five (45) day period for submitting invoices has expired, City shall reallocate the remaining balance under this Contract for other program purposes and Contractor shall be ineligible for any further reimbursement.
(d) Funds shall not be disbursed for any costs incurred prior to the certification by the City of Certificate(s) of Insurance as further defined in the "Insurance Requirements" of this Contract.
(e) Eligible costs related to services provided by Contractor must be incurred during the term of this Contract. The Project shall be completed and all funds provided through this Contract shall be expended on eligible Project activities through and including the term hereof.
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(f)
Advances: Notwithstanding the foregoing, upon written request and justification of an immediate need based upon cash forecasting from Contractor, and subject to the City's actual receipt of applicable Federal, State, or local grant filming or contributions, City may advance to Contractor a portion of City's maximum obligation hereunder. Project Manager shall reduce the amount of monthly payments in the third, fourth, and fifth months by an equal amount of any advance payment, under the provisions above, to recover any outstanding advance or part thereof. Such recovery may not exceed the total of all outstanding advances. No monthly payment shall be made to Contractor which would result in less money remaining unpaid to Contractor than the total of advances made to Contractor.

2.4. Records and Audits. Records of Contractor's services relating to this Agreement shall be maintained in accordance with generally recognized accounting principles and shall be made available to City or its Project Manager for inspection and/or audit at mutually convenient times for a minimum of five (5) years after final payment.

Contractor agrees to permit the City's Director of Finance, or their authorized representative (including auditors from a private auditing firm hired by the City, or a designated representative from the N -SPA, as described further below) access during normal working hours to all books, accounts, records, reports, files, financial records, supporting documentation, including payroll and accounts payable/receivable records, and other papers or property of Contractor for the purpose of auditing or inspecting any aspect of performance under this Contract. The inspection and/or audit will be confined to those matters connected with the performance of the Contract including, but not limited to, the costs of administering the Contract.

The City will provide reasonable notice of such an audit or inspection.

The City reserves the right to audit and verify the Contractor's records before final payment is made.

Contractor agrees to maintain such records for possible audit for a minimum of five (5) years after final payment, unless a longer period of records retention is stipulated under this Contract or by law. Contractor agrees to allow interviews of any employees or others who might reasonably have information related to such records. Further, Contractor agrees to include a similar right to the City to audit records and interview staff of any subcontractor related to performance of this Contract.

Should the Contractor cease to exist as a legal entity, the Contractor's records pertaining to this Contract shall be forwarded to the City's Project Manager.

3.0. TIME OF PERFORMANCE

3.1. Commencement and Completion of Work. The professional services to be performed pursuant to this Agreement shall commence within five (5) days from the Effective Date of this Agreement. Said services shall be performed in strict compliance with the terms of this Agreement, the Management, Operations, and Public Safety Plan attached as Exhibit "B", and the Project Schedule approved by City as set forth in Exhibit "A".

3.2. Excusable Delays. Neither party shall be responsible for delays or lack of performance resulting from acts beyond the reasonable control of the party or parties. Such acts 5 The Salvation Army OC
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shall include, but not be limited to, acts of God, fire, strikes, material shortages, compliance with laws or regulations, riots, acts of war, or any other conditions beyond the reasonable control of a party. If a delay beyond the control of the Contractor is encountered, a time extension may be mutually agreed upon in writing by the City and the Contractor. The Contractor shall present documentation satisfactory to the City to substantiate any request for a time extension.

3.3. Execution of Agreement. After contract award, the following shall be signed and returned to the City within fourteen (14) calendar days from the date the Contractor mails, or by other means delivers said documents to the City:
• One (1) original of the Agreement in the form included herein, properly executed by the Contractor.
• Certificates of Insurance and Additional Insured Endorsement evidencing coverage as specified in the Agreement.
• Confirmation of current City of Placentia business license.

In any event that day fourteen (14) of calendar days falls on Saturday, Sunday, a legal holiday for the State of California, or on days when the City is closed, the Contract Documents shall be delivered by the following working day. No Agreement shall be binding upon the City until all documents are fully executed by the Contractor and the City.

4.0. TERM AND TERMINATION

4.1. Contract Term. The initial term of the Agreement shall be for three (3) years from the date that the Agreement is fully executed, with the option to extend for two (2) additional one-year extension terms based upon acceptable performance by the Organization, acceptable fees and subject to the same terms and conditions of the Agreement. Pricing is to remain firm for the first 3 -years of the contract term. Should the option to renew for additional years be exercised, the North SPA and Organization may negotiate an increase to the annual contract amount. Any cost increase after successful completion of year three (3), shall be based on the increase from the previous year of the annual consumer price index (CPI) for the Los Angeles -Long Beach -Anaheim Region, up to a maximum of 3%.

4.2. Option to Extend Term in City's Sole Discretion. The City shall have the sole right and discretion to exercise the option for extension(s) of the agreement terms. Six (6) months prior to the termination date of the executed agreement, the parties will meet and confer to evaluate whether or not an extension is mutually acceptable. The City and Contractor must mutually agree to the terms and conditions of the extension.

4.3. Notice of Termination. The City reserves and has the right and privilege of canceling, suspending or abandoning the execution of all or any part of the work contemplated by this Agreement, with or without cause, at any time, by providing at least fifteen (15) days prior written notice to Contractor. The termination of this Agreement shall be deemed effective upon receipt of the notice of termination. In the event of such termination, Contractor shall immediately stop rendering services under this Agreement unless directed otherwise by the City. If the City suspends, terminates, or abandons a portion of this Agreement such suspension, termination, or abandonment shall not make void or invalidate the remainder of this Agreement.

If the Contractor defaults in the performance of any of the terms or conditions of this Agreement, it shall have ten (10) days after service upon it of written notice of such default in 6 The Salvation Army OC
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which to cure the default by rendering a satisfactory performance. In the event that the Contractor fails to cure its default within such period of time, the City shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement.

The City shall have the right, notwithstanding any other provisions of this Agreement, to terminate this Agreement, at its option and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement, immediately upon service of written notice of termination on the Contractor, if the latter should:
a. Be adjudged a bankrupt;
b. Become insolvent or have a receiver of its assets or property appointed because of insolvency;
c. Make a general assignment for the benefit of creditors; d. Default in the performance of any
indebtedness under this Agreement;
e. Suffer any judgment against it to remain
for thirty (30) days or longer; or
f. Institute or suffer to be instituted any
rearrangement of its affairs.
obligation or payment of any
unsatisfied or unbonded of record
procedures for reorganization or

4.4. Compensation. In the event of termination, City shall pay Contractor for reasonable costs incurred and professional services satisfactorily performed up to and including the date of City's written notice of termination within thirty-five (35) days after service of the notice of termination. Compensation for work in progress shall be prorated based on the percentage of work completed as of the effective date of termination in accordance with the fees set forth herein.

In ascertaining the professional services actually rendered hereunder up to the effective date of termination of this Agreement, consideration shall be given to both completed work and work in progress, to complete and incomplete drawings, and to other documents pertaining to the services contemplated herein whether delivered to the City or in the possession of the Contractor. City shall not be liable for any claim of lost profits.

4.5. Documents. In the event of termination of this Agreement, all documents prepared by Contractor in its performance of this Agreement including, but not limited to, finished or unfinished design, development and construction documents, data studies, drawings, maps, and reports, shall be delivered to the City within ten (10) days of delivery of termination notice to Contractor, at no cost to City. Any use of uncompleted documents without specific written authorization from Contractor shall be at City's sole risk and without liability or legal expense to Contractor.

4.6. Contract Disputes.
(a) The parties shall deal in good faith and attempt to resolve potential disputes informally. If the dispute concerning a question of fact arising under the terms of 7 The Salvation Army OC
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this Contract is not disposed of in a reasonable period of time by the Contractor's Project Manager and the City's Project Manager, such matter shall be brought to the attention of the Contract Administrator by way of the following process:
i. The Contractor shall submit to the agency/department assigned Contract Administrator a written demand for a final decision regarding the disposition of any dispute between the parties arising under, related to, or involving this Contract, unless the City, on its own initiative, has already rendered such a final decision. ii. The Contactor's written demand shall be fully supported by factual information, and, if such demand involves a cost adjustment to the Contract, the Contractor shall include with the demand a written statement signed by a senior official indicating that the demand is made in good faith, that the supporting data are accurate and complete, and that the amount requested accurately reflects the Contract adjustment or which the Contractor believes the City is liable.
(b) Pending the final resolution of any dispute arising under, related to, or involving this Contract, the Contractor agrees to diligently proceed with the performance of this Contract, including the delivery of goods and/or provisions of services. The Contractor's failure to diligently proceed shall be considered a material breach of this Contract.
(c) Any final decision of the City shall be expressly identified as such, shall be in writing, and shall be signed by the Director. If the City fails to render a decision within 90 days after receipt of the Contractor's demand, it shall be deemed a final decision adverse to the Contractor's contentions. Nothing in this Section shall be construed as affecting the City's right to terminate the Contract for cause or termination for convenience as stated in this Section 4.0 herein.

5.0. INSURANCE

5.1. Insurance. The Contractor and all subcontractors, if any, shall procure and maintain, at its sole cost and expense, in a form and content satisfactory to City, during the entire term of this Agreement, including any extension thereof, insurance as set forth in Exhibit "C" attached hereto and incorporated herein by this reference.

Neither the City nor any of its officers, officials, agents, employees, or volunteers makes any representation that the types of insurance and the limits specified to be carried by Contractor under this Agreement are adequate to protect Contractor. If Contractor believes that any such insurance coverage is insufficient, Contractor shall provide, at its own expense, such additional insurance as Contractor deems adequate.

5.2. Deductible or Self -Insured Retention. If any of such policies provide for a deductible or self -insured retention to provide such coverage, the amount of such deductible or self -insured retention shall be approved in advance by City. No policy of insurance issued as to which the City is an additional insured shall contain a provision which requires that no insured except the named insured can satisfy any such deductible or self -insured retention. 8 The Salvation Army OC
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5.3. Certificates of Insurance. Contractor shall provide to City certificates of insurance showing the insurance coverages, as well as providing the City with the required endorsements in a form and content approved by City, prior to performing any services under this Agreement.

The certificates of insurance and endorsements shall be attached hereto as Exhibit "C" and are incorporated herein by this reference.

5.4. Non -limiting. Nothing in this Section shall be construed as limiting in any way, the indemnification provision contained in this Agreement, or the extent to which Contractor may be held responsible for payments of damages to persons or property.

6.0. GENERAL PROVISIONS

6.1. Entire Agreement. This Agreement constitutes the entire agreement between the parties with respect to any matter referenced herein and supersedes any and all other prior writings and oral negotiations. This Agreement may be modified only in writing and signed by the parties in interest at the time of such modification. The terms of this Agreement shall prevail over any inconsistent provision in any other contract document appurtenant hereto, including exhibits to this Agreement.

6.2. Representatives. The City Administrator or his or her designee shall be the representative of City for purposes of this Agreement and may issue all consents, approvals, directives and agreements on behalf of the City, called for by this Agreement, except as otherwise expressly provided in this Agreement.

Contractor shall designate a representative for purposes of this Agreement who shall be authorized to issue all consents, approvals, directives, and agreements on behalf of Contractor called for by this Agreement, except as otherwise expressly provided in this Agreement.

6.3. Project Managers. City shall designate a Project Manager to work directly with Contractor in the performance of this Agreement. It shall be the Contractor's responsibility to assure that the Project Manager is kept informed of the progress of the performance of the services and the Contractor shall refer any decision, which must be made by City, to the Project Manager. Unless otherwise specified herein, any approval of City required hereunder shall mean the approval of the Project Manager.

Contractor shall designate a Project Manager who shall represent it and be its agent in all consultations with City during the term of this Agreement and who shall not be changed by Contractor without the express written approval by the City. Contractor or its Project Manager shall attend and assist in all coordination meetings called by City.

6.4. Notices. Any notices, documents, correspondence, or other communications concerning this Agreement or the work hereunder may be provided by personal delivery, facsimile or if mailed, shall be addressed as set forth below and placed in a sealed envelope, postage prepaid, and deposited in the United States Postal Service. Such communication shall be deemed served or delivered: a) at the time of delivery if such communication is sent by personal delivery; b) at the time of transmission if such communication is sent by facsimile; and c) 72 hours after deposit in the U.S. Mail as reflected by the official U.S. postmark if such communication is sent through regular United States mail.
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IF TO CONTRACTOR:

The Salvation Army OC
10200 Pioneer Road
Tustin, CA 92782
Tel: 949-838-5023
Fax: 714-832-2361
Attn: Benjamin Hurst
IF TO CITY:

City of Placentia
401 E. Chapman Ave.

Placentia, CA 92870
Tel: 714-993-8227
Fax: 714-961-0283
Attn: Karen Crocker

6.5. Attorneys' Fees. In the event that litigation is brought by any party in connection with this Agreement, the prevailing party shall be entitled to recover from the opposing party all costs and expenses, including reasonable attorneys' fees, incurred by the prevailing party in the exercise of any of its rights or remedies hereunder or the enforcement of any of the terms, conditions, or provisions hereof.

6.6. Governing Law. This Agreement shall be governed by and construed under the laws of the State of California without giving effect to that body of laws pertaining to conflict of laws. In the event of any legal action to enforce or interpret this Agreement, the parties hereto agree that the sole and exclusive venue shall be a court of competent jurisdiction located in Orange County, California. Contractor agrees to submit to the personal jurisdiction of such court in the event of such action.

6.7. Assignment. Contractor shall not voluntarily or by operation of law assign, transfer, sublet, or encumber all or any part of Contractor's interest in this Agreement without City's prior written consent. Any attempted assignment, transfer, subletting, or encumbrance shall be void and shall constitute a breach of this Agreement and cause for termination of this Agreement.

Regardless of City's consent, no subletting or assignment shall release Contractor of Contractor's obligation to perform all other obligations to be performed by Contractor hereunder for the term of this Agreement.

6.8. Indemnification and Hold Harmless. Contractor agrees to protect, defend, indemnify, and hold free and harmless the City, its officers, officials, agents, employees, and volunteers, at Contractor's sole expense, from and against any and all claims, liabilities, demands, actions, expenses, damages, suits or other legal proceedings brought against the Cities of Placentia; Brea; Buena Park; Cypress; Fullerton; La Habra; La Palma; Los Alamitos; Orange; Stanton; Yorba Linda; Villa Park; and their respective officers, officials, employees, agents, and volunteers arising out of or in any way connected with the performance of the Contractor, its officers, employees, agents, volunteers and/or authorized subcontractors' for work undertaken pursuant to this Agreement including all acts or omissions, willful misconduct or negligent conduct, whether active or passive, on the part of the Contractor, its employees, agents, volunteers and/or subcontractors. The defense obligation provided for hereunder shall apply whenever any claim, action, complaint or suit asserts liability against the City, its officers, officials, agents, employees, and volunteers based upon the work performed by the Contractor, its officers, employees, agents, volunteers and/or authorized subcontractors under this Agreement, whether or not the Contractor, its officers, employees, agents, volunteers and/or authorized subcontractors are specifically named or otherwise asserted to be liable, and whether or not there is any evidence of fault or wrongdoing by the Contractor, its officers, employees, agents, volunteers and/or its subcontractors. Notwithstanding the foregoing, the Contractor shall not be liable for the defense or indemnification of the City for claims, actions, complaints or suits arising out of the sole active 10 The Salvation Army OC
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negligence or willful misconduct of the City. This provision shall supersede and replace all other indemnity provisions contained either in the City's specifications or Contractor's Proposal, which shall be of no force and effect.

6.9. Independent Contractor. Contractor is and shall be acting at all times as an independent contractor and not as an employee of City. Contractor shall have no power to incur any debt, obligation, or liability on behalf of City or otherwise act on behalf of City as an agent.

Neither City nor any of its agents shall have control over the conduct of Contractor or any of Contractor's officers, employees, agents, volunteers or its subcontractors, except as set forth in this Agreement. Contractor shall not, at any time, or in any manner, represent that it or any of its or officers, employees, agents, volunteers or its subcontractors are in any manner agents or employees of City. Contractor shall secure, at its sole expense, and be responsible for any and all payment of Income Tax, Social Security, State Disability Insurance Compensation, Unemployment Compensation, and other payroll deductions for Contractor and its officers, employees, agents, volunteers or its subcontractors, and all business licenses, if any are required, in connection with the services to be performed hereunder. Contractor shall indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement. Contractor further agrees to indemnify and hold City harmless from any failure of Contractor to comply with the applicable worker's compensation laws. City shall have the right to offset against the amount of any fees due to Contractor under this Agreement any amount due to City from Contractor as a result of Contractor's failure to promptly pay to City any reimbursement or indemnification arising under this paragraph.

6.10. PERS Eligibility Indemnification. In the event that Contractor or any of its officers, employees, agents, volunteers or subcontractors of Contractor providing services under this Agreement claim or is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of the City, Contractor shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Contractor or its officers, employees, agents, volunteers or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

Notwithstanding any other agency, State, or Federal policy, rule, regulation, law, or ordinance to the contrary, Contractor and any of its officers, employees, agents, volunteers and subcontractors providing service under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in PERS as an employee of City and entitlement to any contribution to be paid by City for employer contribution and/or employee contributions for PERS benefits.

6.11. Cooperation. In the event any claim or action is brought against City relating to Contractor's performance or services rendered under this Agreement, Contractor shall render any reasonable assistance and cooperation which City might require.

6.12. Ownership of Documents. All findings, reports, documents, information, and data including, but not limited to, computer tapes or discs, preliminary notes, working documents, files, and tapes furnished or prepared by Contractor or any of its subcontractors in the course of performance of this Agreement, shall be and remain the sole property of City. Contractor agrees that any such documents or information shall not be made available to any individual or 11 The Salvation Army OC
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organization without the prior consent of City but shall be made available to the City within ten (10) days of request or within ten (10) days of termination. Any use of such documents for other projects not contemplated by this Agreement, and any use of incomplete documents, shall be at the sole risk of City and without liability or legal exposure to Contractor. City shall indemnify and hold harmless Contractor from all claims, damages, losses, and expenses, including attorneys' fees, arising out of or resulting from City's use of such documents for other projects not contemplated by this Agreement or use of incomplete documents furnished by Contractor.

Contractor shall deliver to City any findings, reports, documents, information, data, preliminary notes and working documents, in any form, including but not limited to, computer tapes, discs, files audio tapes, or any other Project related items as requested by City or its authorized representative, at no additional cost to the City. Contractor or Contractor's agents shall execute such documents as may be necessary from time to time to confirm City's ownership of the copyright in such documents.

6.13. Public Records Act Disclosure. Contractor has been advised and is aware that this Agreement and all reports, documents, information, and data, including, but not limited to, computer tapes, discs, or files furnished or prepared by Contractor, or any of its subcontractors, pursuant to this Agreement and provided to City may be subject to public disclosure as required by the California Public Records Act (California Government Code Section 7920.000 et seq.). Exceptions to public disclosure may be those documents or information that qualify as trade secrets, as that term is defined in the California Government Code Section 7924.510, and of which Contractor informs City of such trade secret. The City will endeavor to maintain as confidential all information obtained by it that is designated as a trade secret. The City shall not, in any way, be liable or responsible for the disclosure of any trade secret including, without limitation, those records so marked if disclosure is deemed to be required by law or by order of the Court.

6.14. Contingency of Funds. Contractor acknowledges that funding or portions of funding for this Contract may be contingent upon receipt of funds from, and/or obligation of funds by Federal, State of California, County of Orange, and/or other local governments, as well as the inclusion of sufficient funding for the Services hereunder in the City's annual budget approved by the City Council for each fiscal year covered by this Contract. If such approval, funding, or appropriations are delayed, not forthcoming, or are otherwise limited, City may delay the payment of Compensation (as defined below) to the Contractor, or otherwise immediately terminate or modify this Contract without penalty or any liability to Contractor whatsoever. City shall endeavor to provide reasonable advance notice to Contractor of anticipated funding shortfalls, but the failure of the City to provide such notice shall not operate to waive the City's rights under this Section.

6.15. Expenditure Limit. The Contractor shall notify the City of Placentia assigned Contract Administrator in writing when the expenditures against the Contract reach 75 percent of the dollar limit on the Contract. The City will not be responsible for any expenditure overruns and will not pay for Services exceeding the dollar limit on the Contract unless written and approved change order to cover those costs has been issued, and, if necessary, approval by the City Council.

6.16. Compliance with Grant Recuirements. The Contractor acknowledges that among the sources of the compensation paid by City under this Contract are grant funds received from the State of California's Homeless Emergency Aid Program ("HEAP"), and that the City's use of such grant funds is subject to that certain "Agreement Between the City of Placentia and the County of Orange for the Capital Improvement of a Homeless Shelter," dated April 16, 2019, as 12 The Salvation Army OC
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well as the "Standard Agreement" that is set forth in Exhibits "A" through "D" to the HEAP Agreement (cumulatively the "HEAP Agreement"). The HEAP Agreement is set forth as Exhibit "D" to this Contract, and as required by the terms thereof, Contractor hereby agrees to abide by the terms and conditions set forth in such HEAP Agreement, and the same is incorporated fully herein by this reference, and to otherwise provide reasonable support to the City in connection with demonstrating its compliance with the HEAP Agreement. In the event of a conflict between the terms and conditions of this Agreement, and those of the HEAP Agreement, the latter shall govern.

6.17. N -SPA Memorandum of Understanding. The Contractor acknowledges that the Center is being developed and operated in corroboration with other local governments located within the North Service Planning Area of Orange County, and the Center will serve residents of such jurisdictions, which jurisdictions in turn will be contributing funds towards the costs of construction and operation of the Center. Such local governments have entered into that certain "Memorandum of Understanding for the North Orange County Service Planning Area," as the same is attached as Exhibit "E" hereto ("N -SPA MOU"), which memorializes their respective rights and obligations with respect to the Center. Contractor hereby agrees to abide by the applicable terms and conditions set forth in such N -SPA MOU, and the same is incorporated fully herein by this reference, and to otherwise provide reasonable support to the parties to the N -SPA MOU in furtherance of the purposes of the same.

6.18. Safety Recuirements. All work performed under this Contract shall be performed in such a manner as to provide safety to the public and to meet or exceed the safety standards outlined by CAL OSHA. The City may issue restraint or cease and desist orders to the Contractor when unsafe or harmful acts are observed or reported relative to the performance of the Services.

The Contractor shall maintain the work sites free of hazards to persons and property resulting from its operations and provide a hazard assessment upon request. The Contractor shall immediately report to the City any hazardous condition noted by the Contractor.

6.19. Emergency/Declared Disaster Requirements. In the event of an emergency or if City is declared a disaster area by the City, State, or Federal government, this Contract may be subjected to unusual usage. The Contractor shall service the City during such an emergency or declared disaster under the same terms and conditions that apply during non-emergency/disaster conditions. The pricing quoted by the Contractor shall apply to serving the City's needs regardless of the circumstances. If the Contractor is unable to supply the goods/services under the terms of the Contract, then the Contractor shall provide proof of such disruption and a copy of the invoice for the goods/services from the Contractor's supplier(s). Additional profit margin as a result of supplying goods/services during an emergency or a declared disaster shall not be permitted. In the event of an emergency or declared disaster, emergency purchase order numbers will be assigned. All applicable invoices from the Contractor shall show both the emergency purchase order number and the Contract number.

6.20. Conflict of Interest. Contractor and its officers, employees, associates, and subcontractors, if any, will comply with all conflict of interest statutes of the State of California applicable to Contractor's services under this agreement, including, but not limited to, the Political Reform Act (Government Code Sections 81000, et seq.) and Government Code Section 1090.

During the term of this Agreement, Contractor and its officers, employees, associates, and subcontractors shall not, without the prior written approval of the City Representative, perform work for another person or entity for whom Contractor is not currently performing work that would require Contractor or one of its officers, employees, associates or subcontractors to abstain from 13 The Salvation Army OC
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a decision under this Agreement pursuant to a conflict of interest statute. Contractor's duties and services under this Agreement shall not include preparing or assisting the City with any portion of the City's preparation of a request for proposals, request for qualifications, or any other solicitation regarding a subsequent or additional contract with the City. The City shall at all times retain responsibility for public contracting, including with respect to any subsequent phase of this project.

Contractor's participation in the planning, discussions, or drawing of project plans or specifications shall be limited to conceptual, preliminary, or initial plans or specifications. Contractor shall cooperate with the public entity to ensure that all bidders for a subsequent contract on any subsequent phase of this project, if any, have access to the same information, including all conceptual, preliminary, or initial plans or specifications prepared by Contractor pursuant to this Agreement.

6.21. Responsibility for Errors. Contractor shall be responsible for its work and results under this Agreement. Contractor, when requested, shall furnish clarification and/or explanation as may be required by the City's representative, regarding any services rendered under this Agreement at no additional cost to City. In the event that an error or omission attributable to Contractor occurs, then Contractor shall, at no cost to City, provide all necessary design drawings, estimates, and other Contractor professional services necessary to rectify and correct the matter to the sole satisfaction of City and to participate in any meeting required with regard to the correction.

6.22. Prohibited Employment. Contractor will not employ any regular employee of City while this Agreement is in effect.

6.23. Order of Precedence. In the event of an inconsistency in this Agreement and any of the attached Exhibits, the terms set forth in this Agreement shall prevail. If, and to the extent this Agreement incorporates by reference any provision of any document, such provision shall be deemed a part of this Agreement. Nevertheless, if there is any conflict among the terms and conditions of this Agreement and those of any such provision or provisions so incorporated by reference, the conflict shall be resolved by giving precedence in the following order, if applicable:

This Agreement, the Management, Operations, and Public Safety Plan attached as Exhibit "B", the City's Request for Proposals, the Contractor's Proposal.

6.24. Costs. Each party shall bear its own costs and fees incurred in the preparation and negotiation of this Agreement and in the performance of its obligations hereunder except as expressly provided herein.

6.25. No Third Party Beneficiary Rights. This Agreement is entered into for the sole benefit of City and Contractor and no other parties are intended to be direct or incidental beneficiaries of this Agreement and no third party shall have any right in, under or to this Agreement.

6.26. Headings. Paragraphs and subparagraph headings contained in this Agreement are included solely for convenience and are not intended to modify, explain or to be a full or accurate description of the content thereof and shall not in any way affect the meaning or interpretation of this Agreement.

6.27. Construction. The parties have participated jointly in the negotiation and drafting of this Agreement. In the event an ambiguity or question of intent or interpretation arises with respect to this Agreement, this Agreement shall be construed as if drafted jointly by the parties 14 The Salvation Army OC
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and in accordance with its fair meaning. There shall be no presumption or burden of proof favoring or disfavoring any party by virtue of the authorship of any of the provisions of this Agreement.

6.28. Amendments. Only a writing executed by the parties hereto or their respective successors and assigns may amend this Agreement.

6.29. Waiver. The delay or failure of either party at any time to require performance or compliance by the other of any of its obligations or agreements shall in no way be deemed a waiver of those rights to require such performance or compliance. No waiver of any provision of this Agreement shall be effective unless in writing and signed by a duly authorized representative of the party against whom enforcement of a waiver is sought. The waiver of any right or remedy in respect to any occurrence or event shall not be deemed a waiver of any right or remedy in respect to any other occurrence or event, nor shall any waiver constitute a continuing waiver.

6.30. Severability. If any provision of this Agreement is determined by a court of competent jurisdiction to be unenforceable in any circumstance, such determination shall not affect the validity or enforceability of the remaining terms and provisions hereof or of the offending provision in any other circumstance. Notwithstanding the foregoing, if the value of this Agreement, based upon the substantial benefit of the bargain for any party, is materially impaired, which determination made by the presiding court or arbitrator of competent jurisdiction shall be binding, then both parties agree to substitute such provision(s) through good faith negotiations.

6.31. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original. All counterparts shall be construed together and shall constitute one agreement.

6.32. Corporate Authority. The persons executing this Agreement on behalf of the parties hereto warrant that they are duly authorized to execute this Agreement on behalf of said parties and that by doing so the parties hereto are formally bound to the provisions of this Agreement.

IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by and through their respective authorized officers, as of the date first above written.

CITY OF PLACENTIA,
A municipal corporation
Date:

Jeremy Yamaguchi, Mayor
ATTEST:

City Clerk and ex -officio Clerk
of the City of Placentia
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CONTRACTOR:

Date:

Signature
Name and Title
Social Security or Taxpayer ID Number
APPROVED AS TO FORM:

Date:

Christian L. Bettenhausen, City Attorney
APPROVED AS TO INSURANCE:

Date:

Krystle Murillo, Risk Manager
APPROVED AS TO CONTENT:

Date:

Madelinne Villapando, Project Manager
DEPARTMENTAL APPROVAL:

Date:

Karen Crocker, Director of Community Services
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EXHIBIT A

CONTRACTOR'S PROPOSAL AND SCOPE OF WORK
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EXHIBIT B

MANAGEMENT, OPERATIONS AND PUBLIC SAFETY PLAN
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EXHIBIT C

INSURANCE REQUIREMENTS, AND

CERTIFICATES OF INSURANCE AND ENDORSEMENTS
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EXHIBIT D

HEAP AGREEMENT
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EXHIBIT E

N -SPA MEMORANDUM OF UNDERSTANDING
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RFP: TWO NORTH SPA NAVIGATION CENTERS
City of Placentia and City of Buena Park
I. COVER PAGE

ORGANIZATION INFORMATION
Name of Organization: The Salvation Army OC
Executive Director/CEO: Major Kenneth Perine
Address: 10200 Pioneer Road Tustin CA 92782
Phone: 714-832-7100 Fax: 714-832-2361
Organization Website: https://orangecounty.salvationarmy.org Organization Email: [email protected] Name and title of person submitting Proposal Ben Hurst
Phone 949-838-5023 Email address Ben'[email protected]

ORGANIZATION DESCRIPTION
Are you a 501(c)(3) organization? Yes Federal Tax ID No.: 94-1156347 How long has the organization been in operation? 159 years, 137 years in OC PROPOSAL SUBMITTED FOR: (CHECK ONE)
Both Navigation Centers
One Navigation Center:

X Placentia Buena Park

RFP: TWO NORTH SPA NAVIGATION CENTERS
City of Placentia and City of Buena Park

CERTIFICATION
A. Non -Discrimination: This agency will, through all possible means, ensure equal opportunity for all persons to receive services, to participate in the volunteer structure, and to be employed regardless of age, handicap, national background, race, religion, sex, or sexual orientation. An existing sectarian nature of the agency shall not suffer impairment under this agreement, but participation in religious observances, rituals or services will not be required as a condition of receiving food, services, or shelter paid for by this grant.

B. The undersigned hereby certifies that all information given by the Service Provider in this Proposal is true and correct as of the date hereof. Non -collusion: This proposal is genuine, and not sham or collusive, nor made in the interest or on behalf of any person not herein named; the proposer has not directly induced or solicited any other proposer to put in a sham proposal, or any other person, firm or corporation to refrain from submitting a proposal; the proposer has not in any manner sought by collusion to secure for him/herself an advantage over any other proposer.

C. The undersigned hereby certifies that the Service Provider has read this Proposal and agrees that, should the project be approved, the organization will abide by the covenants contained herein.

D. The undersigned is duly authorized to execute this document on behalf of the Service Provider as of the date written below.

E. The undersigned Organization acknowledges that he/she has thoroughly reviewed all pages for this RFP. The Organization further acknowledges that he/she is aware of all the requirements of these documents and agrees to same. The Organization shall be bound to furnish the services specified according to requirements herein, upon acceptance by City of Placentia.

This Proposal must be signed by a board officer and the staff officer to whom future questions and correspondence may be addressed. Signatories attest to the accuracy of the information.

Any figures that are estimated should be marked (e).

Submitted this Second day of April , 2024.

The Salvation Army OC
Tustin CA 92782
Organization Name
City/State Zip Code
22 RFP: TWO NORTH SPA NAVIGATION CENTERS
City of Placentia and City of Buena Park
Board Officer of Organization
By: Carol Springstead
Name:

Signature of Auth • rized R '• resentative
Print
Title: Advisory Board Chair
Date: 4/2/24
Staff Officer of Organization
By: Kenneth Perine
Printed Name of Authorized Representative
Name: --------
Signature of Authorized Representative
Title: Divisional Secretary for Orange County Operations Date: 4902

II. Operator Experience and Capacity
A. Team
The Placentia Navigation Center will be staffed to provide a safe and hum and environment for all guests 24 hours a day, 7 days a week, 365 days year. All staff will be supervised by a Site Supervisor. The supervisor will be in a salaried position requiring training and experience in best practices of homelessness and management of a shelter environment. They will be responsible for the overall operation of the facility, management of staff, and scheduling of activities at the facility. Two Lead Guest Ambassadors will assist the supervisor in staffing and operational duties.

There will be a minimum of 3 full time and 3 part-time ambassadors, two case managers and one full-time facilities staff assigned to the facility. One part time LCSW and Pet Care Specialist will be on site one to two times weekly for specialized support. There will be a minimum of two staff and one security staff at all times, more staff will be scheduled during high traffic times.

The ambassador staff will be responsible for daily operations such as guest services, security and neighborhood patrols, driving, serving meals, minor cleaning of the facility and other tasks as they arise. The facilities personnel will be assigned light maintenance and repairs and cleaning of the facility. Case management staff will assist each guest with basic needs, links to community supports and referrals for employment, recovery and housing. A Ca1AIM team of housing navigators and case managers will assist guests working on housing location services.

Volunteers will assist with intake procedures, receptionist duties, and other chosen duties. Trained volunteers also may serve as mentors and assistants with resident needs. Volunteers will be directly supervised by the staff whom they assist.

Additional admin staff will support the shelter operations. See attachment J, Staffing Plan.

B. Experience
The Salvation Army owns and operates dozens of sites for social services in Southern California and has consistently worked to be a "good neighbor" across all phases of site and program planning, construction or renovation, program implementation, and ongoing operations. This has involved close and ongoing collaborations with government agencies, neighboring businesses and/or residents, community advocates, other social services agencies, and often political leaders (e.g., city council members, mayors).

An excellent example can be found in the 325 -bed Salvation Army Anaheim Emergency Shelter, which opened in February 2019. This facility consists of a "village" of modular buildings that were installed on Salvation Army property that runs adjacent to South Lewis Street, newly addressed as 1455 S. Salvation Place, in Anaheim. (The Salvation Army plans to later replace the modular buildings with one or more permanent structures.) Before the installation of the "village," Salvation Army representatives visited several high -profile businesses located near the site and invited the proprietors to discuss their any concerns. This neighborhood outreach effort went very well, while the Anaheim City Council representative for District 5 (i.e., Steve Faessel), which includes the site, issued a statement of support. Support was also secured from other key stakeholders - including the police and fire departments - who, along with The Salvation Army, were part of an approximately 23 -member working group that expedited development of the Anaheim Emergency Shelter in late 2018 and early 2019.

The Salvation Army additionally developed, and is currently carrying out, a full Good Neighbor Plan for the Anaheim Emergency Shelter as an ongoing program. This plan covers multiple vehicles for continual communication to and from neighbors, and mitigation of any unfavorable situations, including use of a Courtesy Patrol consisting of Salvation Army staff and volunteers who will walk weekly through the local neighborhood, check on conditions, collect any litter, and converse with neighbors; periodic public meetings; and other practices intended to ensure that neighbors and stakeholders are comfortable with and supportive of the Center, and are not distressed by it or its guests.

Inherent features of the design and operation of the Center that promote 24 -hour security, and the prohibition of walk-ins, should also enhance neighbors' comfort with the facility.

The Salvation Army has previously operated another year-round shelter to individuals experiencing homelessness. The Hospitality House was a 75 bed men's shelter in Santa Ana that was in operation for 58 years until recently closing in 2022.

A selective list of Salvation Army programs in southern California that provide emergency shelter to homeless persons is presented in Attachment M. This is not, however, a complete list of all The Salvation Army's facilities or services programs for the homeless population. The Salvation Army also operates other temporary housing programs for homeless persons in Los Angeles County (i.e., Alegria for families affected by HIV/AIDS, Hope Harbor for single men and women in recovery from substance abuse, Westwood Transitional Village for families, and some other, smaller housing programs for homeless families), and other southern California counties. The Salvation Army additionally developed and operates the Donald and Priscilla Hunt Bell Oasis Apartments, adjacent to Bell Shelter, which provides

permanent supportive housing in 64 studio units to formerly homeless persons who need ongoing support.

The Salvation Army has also been awarded and managed hundreds of millions of dollars of government funding in association with facilities and programs serving the homeless in southern California. This funding is managed in a highly effective manner by experienced professional staff at The Salvation Army California South Division who provide contract -specific quality assurance, compliance monitoring and reporting, and accounting services. The latter is aided by vigorous and continual auditing by a respected external firm.

C. Capacity
Organizational capacity is perhaps The Salvation Army's greatest strength. With over 50,000 employees nationwide, total annual revenues measuring in the billions, and a consolidated financial balance sheet that is comparable to a large city, The Salvation Army has an extraordinary number of resources and organizational bandwidth to leverage to support a new shelter initiative. This has been demonstrated locally through our Center of Hope campus development, where we built the 224 -bed Anaheim Emergency Shelter ourselves in 79 days, and then invoiced the City of Anaheim months later. We also contributed over $6 million of our own funds to expedite the completion of our 72 -unit, $46 million Permanent Supportive Housing Pathways homeless apartments, which opened in October 2023.

And to date, we have raised over $12 million for our new $15 million Center for Applied Research and Innovation building.

We have experienced leadership, staff, front and back -office capacity, and organizational infrastructure to make sure the Placentia Navigation Center transition will be as seamless as possible. Action steps will include establishing a Placentia Navigation Center Task Force led by some of our strongest local leadership, and onboarding Placentia staff with comprehensive training, including our proven Shelter Management Plan, Policies and Procedures.

The Salvation Army also has a dedicated local Development Team that will identify, secure and leverage other funding and in -kind services to ensure high performing operations.

III. Program Design and Outcomes
A. Program Description
The best social work practices of Strengths Perspective and Trauma Informed Care theories are integrated into all parts of the program. Each resident is welcomed as a person with dignity and respect who has God given strengths. Services are offered with an attitude of compassion that empowers each person toward restoration of body, mind, and spirit. Person -centered service plans are completed to meet resident's goals toward restoration of health, housing, employment, relationships, and positive.

1. Continuum of Care
The Salvation Army consistently participates in collaborative groups and meetings within the Continuum of Care. Groups in which one or more Salvation Army representatives regularly participate inv include the OC CES Steering Committee, Service Provider Forum, CoC Board Meetings, Commission to End Homelessness and Shelter Networking group.

2. HMIS CES
The Salvation Army has participated in HMIS for several years and is an access point for individuals for the CoC Coordinated Entry System. A dedicated Quality Control assists each program to ensure compliance with HMIS requirements. All individuals that lack the ability and tool for housing are entered into CES while a housing case manager works with them on identifying non CoC housing options.

3. Income/Employment and Permanent Housing
Clients are connected to employment services internally by case management or with the assistance of an employment navigator. Referrals are made to outside partners such as Chrysalis for more specific assistance. A dedicated Ca1AIM housing team works alongside navigation staff to locate affordable housing options in the Orange County area utilizing not only CES but homeless set aside vouchers, affordable housing complexes and encourages shared housing and diversion.

4. Admission Criteria and Procedures
A prospective resident must be 18 or above, able to perform all aspects of daily care and be able to follow all facilities guidelines to be admitted. No sex offenders or those with open felony warrants will be admitted. Approved referring agencies will submit a referral by e-mail, fax or phone to secure a bed for their client on the day needed. Staff will manage the bed reservation line

and coordinate a specific intake time for each approved referral. Only referrals coming from approved outreach teams, police department, city officials or The Salvation Army will be accepted. Local PD may drop off residents any day or time as availability permits. A form of ID is encouraged; if no ID is available, the case manager will give the person an application for a California ID. No one will be denied access to shelter services if they do not have an ID.

New residents approved through the screening process will be given the information for the shuttle pick up and assigned a designated time of pick up. An approved list of new intakes will be given to the shuttle driver or staff. Those with vehicles will be given a time to drive onto property. Beds will be assigned upon entry. Upon entry security will conduct bag searches and new residents will be informed of shelter guidelines. Residents will complete entry paperwork and be given a shelter ID which will be used to enter and exit the facility daily.

There will be a minimum of two morning designated leave times and two evening pick up times each day. Staff may give residents exception to the drop off and pick up times as needed for hospital discharges, employment and other appointments. No resident will be allowed access after 10pm unless prior arrangements have been made by staff. Residents that are unable to meet the shuttle times will be responsible for making alternative transportation arrangements.

The facility is open to residents and staff 24 hours daily, 365 days per year. See attachment H, Intake Forms

5. Exit and Re -Admission Policy and Procedures
Clients will be considered to have exited the program when they voluntarily leave or do not return for over 24 hours, are exited from the shelter for safety reasons or find alternate housing. Those that exit on their own may contact the staff to be re -admitted within seven days of exit without a referral, anything over seven days will require a new referral. Those exited for safety reasons will be re -admitted using a Multi -Tiered System based on the perceived impact of the infraction. See attachment I Exit Policies.

6. Types of Services
Intake staff provide a basic intake and housing assessment upon entry and case management staff follow up to meet resident needs. Case management staff assist with residential services, housing location and navigation, linkages to behavioral

and mental health services as well as provide crisis intervention and de- escalation. A part-time LCSW provides staff and residents with more clinical education and assessments as needed. Partner agencies such as CHAT H, Families Together, and Behavioral health may provide on -site or direct referrals.

Staff offer education and program opportunities throughout the week including but not Psycho -educational programs for personal enhancement, Informative programs to increase knowledge about resources, Employment and Housing workshops, Programs to encourage personal health, Recovery Resources, Recreational programs and special events and optional Spiritual growth opportunities. Participation in all Spiritual growth opportunities and other offered activities is voluntary. Residents staying at the facility are free to practice any religion, spiritual belief, or none. At all Staff works with those of all beliefs and spiritual practices to connect them with organizations that can offer appropriate activities and services if so desired. Residents are presented the opportunity for prayer requests and a chaplain's visit as desired.

7. Case Management
Each Resident will have the opportunity to meet with a housing case manager within the first 72 hours of entrance into the facility. Program policies and requirements will be explained, and residents will fill out an assessment if not already complete. Residents will be assigned to a housing case for setting housing and person -centered goals and action steps on which resident will work toward during stay at the facility. The HCM follows up with assigned residents weekly or as needed for assistance, resources and accountability to the plan.

HCM time may also be used to render support, give resources, and listen to resident's needs and feelings. During the length of stay, a case management team approach will be used for each resident that may include a housing case manager, LCSW, recovery navigator, resource navigator and employment navigator.

To work on a housing plan clients will be assigned a case manager that will work closely with the resident, at least bi-weekly if not weekly, and the Coordinated Entry System (CES) to secure long term housing. The case manager will assist the resident in locating long term housing options as well as attend weekly housing match meetings for those that have been assessed and are on the CES housing list.

8. Program Outcomes
The program will be structured in a way that aims to meet the expected outcomes listed in the RDP. The goal is to move clients into a more stable and permanent opportunity within 30 days of entering the shelter. Case managers will connect clients with resources that will decrease barriers of self-sufficiency, and/or gain safety, relationships, life skills, respect for themselves and others, and search for employment, permanent, transitional or alternative housing.

Clients that have more severe needs and significant barriers to obtain housing are given special attention by the Ca1AIM team to help identify and locate housing opportunities in a timely manner. Creating system flow from the shelter is priority in delivering quality services to those in need.

9. Milieu Management
The Salvation Army understands the importance of maintaining hygienic, sanitary environments for the well-being of residents, volunteers and staff.

The facility maintains written, standardized housekeeping procedures. Each procedure is designed for the safety of staff and residents and for a consistent, high standard of housekeeping. Staff are provided with TSA training in these procedures, are monitored in performance of the procedures, and evaluated in their effective use of them. Training includes education about any hazardous materials with which staff may come into contact when carrying out their assigned work tasks. The complete list of procedures is included in the Policy and Procedures Manual, available to all employees in hard copy and computer document form.

The facility provides basic services, life skill activities, housing location services, drug and alcohol recovery support, employment services and counseling referrals needed for the guests to start to heal from the trauma of being homeless and move toward wholeness, ability to maintain sustainable employment or income, and independent housing. Participation in activities is voluntary but encouraged, and goals are set by the guest with assistance from case managers and staff.

Outdoor open space, dog areas and a covered outside patio are available for relaxation and social connection. A TV, DVD player, books, and games are provided in the multipurpose area for recreation as well. A computer(s) provides access to e-mail and internet resources for housing and jobs and laundry facilities are available for all residents.

IV. Service Delivery Method and Staffing
A. Staffing plan and coverage
The Placentia Navigation Shelter ensures 24/7 safety and support for its guests throughout the year. The staff, identifiable in TSA shirts and badges, is headed by a Program Supervisor with expertise in shelter management and best practices for homelessness, assisted by two lead ambassadors. The team includes at minimum three full-time and three part-time ambassadors, plus at least two case management/programming staff, ensuring comprehensive shift coverage. Ambassadors manage cleaning, intake, transportation, and operations, while case managers, with requisite social work qualifications, collaborate with the Salvation Army's Ca1AIM housing team for resident housing solutions. Additionally, volunteers are integral to intake, administrative tasks, and mentorship, all supervised by staff. See attachment J, Staffing Plan.

B. Staffing Management Plan
The Salvation Army's hiring process includes comprehensive interviews, unanimous decisions, reference and background checks, and final approval by DHQCFC. New hires undergo thorough orientation, job -specific training, and must annually complete the "Protecting the Mission" course, with records kept in HR. Training encompasses de- escalation, trauma care, CPR, and crisis intervention, focusing on Strength -Based and Trauma -Informed Care approaches. Performance evaluations and quarterly training updates are routine. Emergency protocols are regularly rehearsed and reviewed by a monthly Safety Committee. Staff meetings facilitate communication and stress management, teaching techniques for self -care and maintaining professional boundaries.

C. Orange County Standards of Care and Management and Operation Plan

1. Safety Policy
Maintenance tasks are tracked and reviewed monthly. The site supervisor ensures staff are well -trained for their duties. Outdoor maintenance tasks are also systematic, involving cleaning, landscaping, and upkeep of outdoor areas, with some tasks outsourced. Graffiti is promptly reported for removal. Minor repairs are done in- house, while major issues are managed by the TSA - OC Property Director and outsourced after bidding. All processes emphasize organization and accountability, ensuring the shelter's environment remains well -kept and welcoming. Lighting, cameras and security are in place to ensure safe and adequate shelter services. Fire, earthquake and active shooter drills are conducted quarterly on different shifts to practice in the event of a major disaster. The facility is stocked with fire extinguishers, Narcan, and all staff are CPR certified.

2. Health Policy
The Salvation Army follows strict protocols for managing medical conditions and diseases, including seizures and infectious outbreaks, ensuring universal precautions in fluid handling, client belongings, and facility cleaning to promote a safe environment. Strict rigorous cleaning protocols are implemented to prevent disease spread.

Guests showing symptoms are sent to healthcare facilities with provided transport.

Beds and belongings are secured for absent guests. Sanitation follows universal precautions and OC Health's handwashing standards. Staff undergo TB tests per OSHA rules; guests with symptoms are tested, and non-compliance or positive results lead to relocation support through Case Management. Guests needing quarantined will be sent to the local medical office or will be placed in a room on site designated for isolation.

Guests are responsible for the handling of their medications and are encouraged to take them as prescribed. Any medication needing refrigeration will be locked and accessible only by staff. Staff do not administer medication but keep a log of all medication kept in the refrigerator for storage. Guests are encouraged to keep medications locked up to reduce theft.

A list of contraband items is posted at security and intake and all items not allowed in the facility are to be discarded or turned over and picked up within a week of entry. Items that are considered contraband but needed for work such as tools, will be locked in a designated area and labeled with the resident's name and bed number and can be checked out daily as needed.

The Salvation Amry enforces a strict no -alcohol or controlled substances policy on its premises, applicable to all individuals including employees and those they serve.

Any unlawful activities related to controlled substances are forbidden. See attachment I for alcohol and drug policies.

Guests at shelter can access medical care anytime and should inform staff if needed.

Ambassadors can offer first aid and essentials, acting under consent and training.

Seizure protocols are in place, including calling 911 for serious cases. In emergencies, staff follow procedures without moving the guest, may perform CPR, and ensure comfort until help arrives. First aid kits are readily available throughout the facility and are regularly maintained. Staff are CPR and first aid certified, and all incidents are recorded and reported to HR promptly. Any behavioral health needs are handled by the assigned case manager. Any severe behavioral needs are referred to the Orange County Behavioral health team for assessments and assistance.

3. Security Plan
The facility follows policies and procedures that promote safety for residents, staff, volunteers, and community in a multi -faceted plan. We strive to provide an atmosphere that promotes community, stays alert for signs of conflict, and confronts behaviors before they escalate. All employees receive training in communication techniques that de-escalate confrontations. There will be a minimum of one 24/7 on - site security guard always stationed and two overnight. The Salvation Army will contract these services with a professional service provider.

4. Good Neighbor Plan
The Salvation Army's shelter program in Orange County provides safe accommodation for homeless adults, maintaining the rights and cooperation of local residents, governments, and agencies. Communication with neighbors is ongoing.

The program's objectives include collaborative agency engagement, idea and issue exchange, proactive solution development, and maintaining a successful emergency shelter. Progress on these goals is reported to relevant parties. A staff and volunteer Courtesy Patrol will conduct weekly neighborhood walks to promote cleanliness and safety, logging activities and reporting issues to city agencies. A Salvation Army representative will also participate in community advisory board meetings to ensure consistent communication and representation.

5. Food Policies
The Salvation Army shelter will serve three meals daily, with dinner both being hot a meal and snacks will be available. A menu is planned to serve meals that are nutritious and balanced. The kitchen staff are trained in diet and food preparation.

Meals serve a balance of protein, vegetable, fruit, grains, and dairy products. Food is supplemented with fresh food and vegetables from food bank and grocery purchases as necessary. A client that states they are on a special diet for medical purposes is provided food items on that diet if possible. However, special meals are not prepared for each guest. Food will be served at designated times of operation for registered shelter guests, volunteers, and staff only.

6. Pet and Service Animal
The Salvation Army animal policy permits residents to be accompanied by a service/emotional support animal or pet with the understanding that each facility has a pre -determined capacity residing in each facility at one time. Each resident may be allowed to bring one large (over 30 pounds) or two small (up to 30 pounds) animals as space permits. All residents that bring animals must adhere to the pet guidelines. See attachment K, Pet Policies.

7. Transportation Policy
The Salvation Army in Orange County provides shuttles to reduce local traffic, offering secure bike storage and accommodating bikes on vehicles. Multiple daily shuttles from designated spots, chosen with city and police input, facilitate resident transport. Shelter parking is allocated to residents and staff, with a registry tracking authorized vehicles. Cars left beyond 72 hours may be towed. Residents are not permitted to have others or pets in their cars on the premises, with violations possibly leading to program dismissal. Staff and volunteers may transport a resident a short distance for other housing, medical or legal appointments or in special circumstances in a designated fleet vehicle.

8. Non -Discrimination Policy
The Salvation Army policy of non-discrimination is stated in the Salvation Army Mission Statement. "The Salvation Army does not discriminate in the provision of client care based on age, race, color, religion, sex, sexual orientation or gender identity and expression, marital status, geographic, national or ethnic origin, HIV status, disability, or veteran status."

9. Grievance Policies and Procedure
The Grievance Procedure is clearly posted in the intake area and Procedure Manual available at the Intake Desk and available for guests without asking staff. Residents are provided with a reasonable opportunity to express their concerns and/or complaints. Staff has a duty to listen, consider what is being said, and provide the resident with an appropriate response.

An impartial peer group from among the residents may be formed to aid in resolving disputes and provide monthly constructive feedback, if not involved in the issue and chosen by a manager not part of the dispute. Residents at The Salvation Army can lodge grievances in multiple ways, including verbally, in writing, anonymously, or via a third party. Grievances, especially those concerning staff or volunteers, are handled with strict confidentiality. If residents do not feel their grievance has been addressed, they can file a grievance with the shelter contractor, city or county.

10. Confidentiality Polices
The Salvation Army stores all client information digitally in HMIS and internal databases, avoiding hard copies. Access is restricted to trained staff with direct responsibility for residential services, each with a unique password. Staff access is limited to the specific data they require and is limited to authorized Salvation Army computers at their assigned location. External access is prohibited without Salvation Army IT authorization. HMIS is also used for OC Coordinated Entry reporting, with strict adherence to confidentiality policies and client awareness of shared information.

V. Guiding Principles/Community Connectivity
A. Five Guiding Principles
The Salvation Army is the largest private homeless shelter operator in the United States, with over 40,000 beds. As such, we will respect and honor the spirit of the principle of Consistency by making sure that the resident care and services we provide are at least equal to other shelter experiences in the North SPA Cities. However, we will strive to innovate and will reach to exceed these same standards as much as possible.

The Salvation Army has demonstrated the highest levels of non-profit integrity and Accountability internationally for over 150 years. We have been recognized as "America's Most Trusted Charity" by independent national surveys on many recent occasions. Oxford University listed The Salvation Army as one of the four "Most Enduring Brands of the Twentieth Century", alongside the Olympics, Coca-Cola, and the Rolling Stones. Our organizational leadership, internal controls, audit systems and professional staff support are celebrated benchmarks of excellence in the non-profit industry.

A partnership with The Salvation Army in Orange County means much more than standardized monthly and annual reporting to measure Performance. It also means direct participation in and access to the advanced social science data and research work at The Salvation Army's new Center for Applied Research and Innovation (CARI) at Center of Hope. At CARI, the defining elements of the Homeless Throughput System are being continuously developed and refined.

Such direct participation in the research work and new program innovations of CARI will lead to measurably advances in the Quality of care. The Placentia Navigation Center would be an extension of the living "Data Feedback Loop" being developed at CARI. This Data Feedback Loop actively analyzes and evaluates every measurable aspect of homeless shelter and services operations.

In the quest for ongoing shelter and homeless services Sustainability, The Salvation Army is leading the way in Orange County by debuting The Life Transformation Program in 2025, an enhanced portfolio of homeless resident care that is operationally funded by sources separate from city or county general funds. If Placentia partners with The Salvation Army at the Placentia Navigation Center, guests at that location will be amongst the earliest eligible to be a direct participant in this breakthrough program.

B. Connection to local homeless related service Drovisions The Salvation Army has served Orange County residents in need, including the homeless, for over 130 years. We are the flagship homeless shelter operator for North SPA region City of Anaheim. Members of our local leadership team currently serve on The County of Orange Commission to End Homelessness and also the County of Orange Continuum of Care.

At the heart of The Salvation Army's comprehensive response to homelessness is a commitment to a focus on successful outcomes, housing placement, and complete community re -integration. This is best expressed in our basepath model, the Homeless Throughput System. Much more than a visual diagram, the Homeless Throughput System is a collection of integrated programs that represent a true comprehensive breakthrough in community homeless response. First Base is a best -practice low -barrier emergency shelter, equivalent to the Placentia Navigation Center. Second Base is our proprietary homeless residential drug detox and recovery initiative, The Life Transformation Program (LTP). Third Base represents a local deployment of today's most innovative housing placement strategies complete with continued Case Management in partnership with CalOptima's CalAim program. Home Plate places the focus on our measurement of success - not just housed, but drug free, fully -employed and serving others in our community. All this activity is driven and continuously improved upon by the "first -in -the -world" Salvation Army Center for Applied Research and Innovation (CARI). CARI is a social science research and high -impact program design center already in operation, and soon to be headquartered in a state-of-the-art $15 million facility at The Center of Hope in Anaheim, CA. See attachment L, Homeless Throughput System.

The Homeless Throughput System: Housed. Drug free. Fully employed. Serving others.

VI. Program Budget
A. Program Costs
Projected Budget Items
Placentia Navigation Center
Staffing/Administrative Costs:

Supervisor
$99,500.

Case Management Staff (4 FT)
$300,000.

Ambassador Staff (2 leads and 3 FT
and 4 PT;
$480,000
Facilities (1 FT)
$65,600.

LCSW (PT)
$55,000
Pet Care Srecialist :PT)
$28,000
Other-Admin Costs
$520, 546
Total Personal Costs:
$1,548,646
Non -Personnel Costs
Training
$5,000
Insurance
12,000
Security
$100,000
Building Maintenance
$40,000
Janitorial Supplies/Cleaning
contract
$40,000
Utilities
$60,000
Equipment and Furnishing for
Facility
$110,000 (one time cost)
Equipment for Staff
$13,000 (one time cost)
Office Ex Denses
$5,000
IT & Networking
$12,000
Special Services Supplies ( I.E. pet
supplies, client storage)
$20,000
Program Food
$493,000
Program Transportation
$12,000
Program Supplies (I.E. laundry,
personal
hygiene items, etc)
$12,000
Program Services
Other -mold remediation and roof
repair
$20,000 (one-time costs)

Total Non -Personnel Costs:
$831,000
Total Costs:
$2,379,646
One Time Costs
$143,000
Total with one-time costs
$2,522,646.

B. Other leveraged funding, sources and in -kind contributions.

Ca1AIM -housing navigation and after care
$45,000
In -Kind Donations (clothing/food;
$50,000
Ca1AIM/WIT (deposits and furniture)
$250,000
Total Contributions
$350,000

Attachment A- 501c3
ATTACHMENT A IRS Determination Letter Establishing 501(3)(c) Tax Exempt Status Y 1 RS nvr°311114" yr il��• Teua.LaY
1111 PI'11III Firvc u Sv rw ire
P.O. Box 2508 In reply refer to: 6248558532
Cincinnati OH 4520] Feb. 27, 2009 LTR 42060 EO
94-1156347 000000 00 000
D00126.B1
BODC: TE

THE SALVATION ARMY

TERRITORIAL HEADQUARTERS
MICHAEL J WOODF?UHf-
180 E OCEAN BLVD 9id-I FLOOR
LONG BEACH CA 90802
]20398
Employer Identification Number: 9?. -1156347
Person to Contact: Mr. Lafallette
Toll Free Telephone Number: 1-877-829-5506
Dear Taxpayer:

This is in response to your Feb. 18. 2009, request for information regarding your tax-exempt status. You have represented that you are a component part of the Salvation Army.

By a ruling dated June 1933, National Headquarters of the Salvation Army was held to be exempt from Federal income tax under section 163(6) of the Internal Revenue Act of 1932, which now corresponds to section 501(c)(3) of the Internal Revenue Code. Even though the organization was issued an individual ruling, the exemption letter covers all component units.

By a ruling dated April 1972, the National Headquarters of the Salvation Army and its component units were classified as those which are not a private foundation within the meaning of section 569(a) of the Cade because they are described) in sections 509(a)(1) and 170(b)[1)[A)(i).

Donors may deduct contributions to yoU as provided in section 176 of the Code. Requests, legacies, devises, transfers, or gifts to them or for their use are deductible for Federal estate and gift tax purposes if they meet the applicable provisions of sections 2055, 2106, and 2522 of the Code.

If you have any questions, please call us at the telephone number shown in the heading of this letter.

Sincerely yours.

Michele M. Sullivan, Oper. Mgr.

Accounts Management Operations I
42 The Salvation Army USA,
Western Territory,
Southern California
Division
Financial Statements as of and for the
Years Ended September 30, 2022 and 2021, and
Independent Auditor's Report

THE SALVATION ARMY USA, WESTERN TERRITORY,

SOUTHERN CALIFORNIA DIVISION

TABLE OF CONTENTS

INDEPENDENT AUDITOR'S REPORT

FINANCIAL STATEMENTS AS OF AND FOR THE YEARS ENDED
SEPTEMBER 30, 2022 AND 2021:

Statements of Financial Position
Statements of Activities
Statements of Functional Expenses
Statements of Cash Flows
Notes to Financial Statements
Page
1-2
3 4-5
6-7
8 9-20

Deloitte

INDEPENDENT AUDITOR'S REPORT
To The Salvation Army USA, Western Territory,
Southern California Division:

Opinion
Deloitte & Touche LLP
555 West 5th Street
Suite 2700
Los Ange es, CA 90013-1010
USA
Tel:+. 213 688 0800
Fax.+1213 688 0100
www.deloitte.com
We have audited the accompanying financial statements of The Salvation Army USA, Western Territory, Southern California Division (the "Division") (a division of the Western Territory of The Salvation Army, a California Corporation), which comprise the statements of financial position as of September 30, 2022 and 2021, the related statements of activities, functional expenses, and cash flows for the years then ended, and the related notes to financial statements (collectively, referred to as the "financial statements").

In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the Division as of September 30, 2022 and 2021, and the results of its operations and its cash flows for the years then ended in accordance with accounting principles generally accepted in the United States of America.

Basis for Opinion
We conducted our audits in accordance with auditing standards generally accepted in the United States of America (GAAS). Our responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of the Division and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements relating to our audits. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Emphasis of Matter
As discussed in Note 13 to the financial statements, the Division receives significant financial support from and has significant transactions with The Salvation Army USA, Western Territory, a related party.

Accordingly, the accompanying financial statements may not necessarily be indicative of the financial position, changes in net assets, or cash flows that would have existed if the Division had operated as an unaffiliated entity. Our opinion is not modified with respect to this matter.

Responsibilities of Management for the Financial Statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is required to evaluate whether there are conditions or events, considered in the aggregate, that raise substantial doubt about the Division's ability to continue as a going concern for one year after the date that the financial statements are available to be issued.

Auditor's Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with GAAS will always detect a material misstatement when it exists. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment made by a reasonable user based on the financial statements.

In performing an audit in accordance with GAAS, we:
• Exercise professional judgment and maintain professional skepticism throughout the audit. • Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Division's internal control. Accordingly, no such opinion is expressed. • Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements.
• Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt about the Division's ability to continue as a going concern for a reasonable period of time.

We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control -related matters that we identified during the audit.

DL,t..1OL.A4-A- L L4
February 10, 2023
- 2 -

THE SALVATION ARMY USA, WESTERN TERRITORY,

SOUTHERN CALIFORNIA DIVISION

STATEMENTS OF FINANCIAL POSITION
AS OF SEPTEMBER 30, 2022 AND 2021
ASSETS

CASH AND CASH EQUIVALENTS

FUNDS ON DEPOSIT AT WESTERN TERRITORY
HEADQUARTERS (Note 13)

ACCOUNTS RECEIVABLE

RECEIVABLE FROM WESTERN TERRITORY HEADQUARTERS
PLEDGES RECEIVABLE —Net (Note 4)

INVENTORY

PREPAID EXPENSES AND DEFERRED CHARGES
VEHICLES AND EQUIPMENT —Net (Note 5)

ASSETS HELD FOR SALE
TOTAL

LIABILITIES AND NET ASSETS
LIABILITIES:

Accounts payable and accrued expenses
Other liabilities
Total liabilities
CONTINGENCIES AND COMMITMENTS (Note 10)
NET ASSETS:

Without donor restrictions
With donor restrictions (Note 6)
Total net assets
TOTAL
See notes to financial statements.
2022
$ 17,914,329
20,253,167
22,105,763
79,169
4,837,770
770,831
993,086
4,481,056
112,275
$ 71,547,446
$ 8,057,945
3,930,941
11, 988,886
44, 052, 517
15, 506, 043
59, 558, 560
$ 71,547,446
2021
$ 20,408,468
13,192, 813
21, 079, 878
75,419
3,505,441
545,156
853,491
4,575,659
112,575
$ 64,348,900
$ 7,471,394
5,591,326
13, 062, 720
40, 577,660
10, 708, 520
51,286,180
$ 64,348,900
-3-

THE SALVATION ARMY USA, WESTERN TERRITORY,

SOUTHERN CALIFORNIA DIVISION

STATEMENTS OF ACTIVITIES
FOR THE YEARS ENDED SEPTEMBER 30, 2022 AND 2021
SUPPORT AND REVENUE:

Public support:

Received directly:

Contributions
Donations -in -kind and contributed services
Total received directly
Received indirectly —
allocated by federated fund-raising organizations
Total public support
Government agencies:

Fees and grants from government agencies
Donations -in -kind from government agencies
Total from government agencies
Other revenue:

Program service fees
Income from Western Territory Headquarters (Note 13)
Income from other Western Territory Units
Sales to the public
Investment return —net
Gain on sale of vehicles and equipment
Other revenue
Total other revenue
Total support and revenue
NET ASSETS RELEASED FROM RESTRICTIONS (Note 7)
TRANSFER TO WESTERN TERRITORY HEADQUARTERS (Note 13)
Total
Without Donor
Restrictions
With Donor
Restrictions
$ 44,103,514 $ 10,074,849
18,192,318
62,295,832
862
62,296,694
81,155,972
719,353
81,875,325
12,572,257
24,404,233
1,867,009
27,990
222,292
2,989,344
083 125
186,255,144
1,235,179
(3,654,328)
10,074,849
10,074,849
2022
Total
Without Donor
Restrictions
With Donor
Restrictions
2021
Total
$ 54,178,363 $ 47,732,053 $ 6,680,341 $ 54,412,394
18,192,318 19,293,950 19,293,950
72,370,681
862
72,371,543
81,155,972
719,353
81,875,325
67,026,003
2,385
67,028,388
82,364,541
621,480
82,986,021
12,572,257 8,148,913
(4,821) 24,399,412 20,432,929
42,500
1,867,009 1,013,882
(769) 27,221 (1,459)
222,292 358,337
2,989.344 3,301,192
(5,590) 42,077,535 33,296,294
10,069,259
(1,235,179)
(4,036,557)
183,835,995 _ 4,797,523
-4-
196,324,403 183,310,703
4,695,440
(7,690,885) (27,047,408)
188,633,518 160,958,735
6,680,341
73,706,344
2,385
6 68� ,341 7 3 708 729
(261)
(261)
6,680,080
(4,695,440)
(4,594,235)
82, 364, 541
621,480
82,986,021
8,148,913
20,432,929
42,500
1,013,882
(1,720)
358,337
3,301,192
33,296,033
189,990,783
(31,641,643)
(2,609,595) 158,349,140
(Continued)

THE SALVATION ARMY USA, WESTERN TERRITORY,

SOUTHERN CALIFORNIA DIVISION

STATEMENTS OF ACTIVITIES
FOR THE YEARS ENDED SEPTEMBER 30, 2022 AND 2021
EXPENSES:

Program services:

Corps community Center
Residential and institutional
Other social services
Total program services
Supporting services:

Management and general
Fund-raising
Total supporting services
Total expenses

CHANGE IN NET ASSETS
NET ASSETS—Beginn ng of year
NET ASSETS —End of year
Without Donor With Donor
Restrictions Restrictions
$ 40,641,797 $
37,026,673
74,706,291
152,374,761
11, 575,139
16,411,238
27,986,377
180,361,,138
3,474,857
40,577,660
$ 44.052,517
4,797,523
10,708,520
$ 15,506,043
2022
Total
$ 40,641,797
37,026,673
74,706,291
152,374,761
11,575,139
16,411,238
Without Donor
Restrictions
5 36,631,134 $
39,129,532
67,012,077
142,772,743
10,561,484
12,723.272
27,986,377 23,284,756
180,361,138
8,272,380
51,286,180
166,057,499
(5,098,764)
45,676.424
$_9,558,56D 2_4424z2,622
With Donor
Restrictions
(2,609,595)
13,318,115
$ 10,708,520
2021
Total
$ 36,631,134
39,129,532
67,012,077
142,772,743
10, 561,484
12,723,272

23.284,756
166,057,499
(7,708,359)
58,994,539
X51,286,180
See notes to financial statements. r oncluded)
-5-

THE SALVATION ARMY USA, WESTERN TERRITORY,

SOUTHERN CALIFORNIA DIVISION

STATEMENT OF FUNCTIONAL EXPENSES
FORME YEAR ENDED SEPTEMBER 30, 2022, WITH COMPARATIVE TOTALS FOR 2021 Program Services Supporting Services
Corps Residential Other Total Total 2022
Community and Social Program Management Supporting Total 2021 Center Institutional Services Services and General Fund-raising Services Expenses Summarized EXPENSES:

Salaries, allowances, and taxes $ 17,397,891 $ 16,902,181 $ 20,448,875 $ 54,748,947 $ 6,205,299 $ 4..016,543 $ 10,221,842 $ 64,970,789 $ 59,145,874 Employee and officer benefits 1,946,671 3,154,490 3,781,964 8,883,125 985,257 637,170 1,622,427 10,505,552 9,533,845 Professional fees 3,725,998 2,645,483 2,900,(61 9,271,542 757,350 6,001,075 6,758,425 16,029,967 13,283,137 Supplies 1,102,95I 2,783,209 2,532,546 6,418,706 233,749 67,143 300,892 6,719,598 5,290,689 Communications, postage, and shipping 337,493 197,183 225,095 759,771 65,071 1,440,781 1,505,852 2,265,623 1,832,996 Occupancy, furnishings, and equipment 9,967,949 7,142,891 5,651,334 22,762,174 1,170,083 292,344 1,462,427 24,224,601 21,771,052 Printing and publications 924,510 39,565 80,263 1,044,338 88,252 3,771,643 3,859,895 4,904,233 3,447,719 Conferences, meetings, and travai 1,823,189 236,648 592,809 2,612,646 259,872 125,741 385,613 3,038,259 1,881,502 Direct assistance 709,581 3,543,459 37,964,195 42,217,235 - 42,217,235 44,613,133 Depreciation 804,252 246,488 285,927 1,336,667 128,356 41,582 169,938 1,506,605 1,421,862 Support service to THQ 1,656,388 1,656,388 1,656,388 1,538,060 World sery ce support 1,330,272 3,120 1,333,392 17,532 17,532 1,350,924 1,311,576 Other expenses 571,040 135,076 240,102 946,218 7,930 17,216 25,146 971,364 966,054

TOTAL EXPENSES
See notes to financial statements.
40 641 797 _',026,673 $ 74,706,291 $ 152,374,761 11,575,139 $ 16,411,238 $ 27,986,377 ,,180,361`38 5._1 (1.52,191 - 6 -

THE SALVATION ARMY USA, WESTERN TERRITORY,

SOUTHERN CALIFORNIA DIVISION

STATEMENT OF FUNCTIONAL EXPENSES
FOR THE YEAR ENDED SEPTEMBER 30, 2021
Program Services
Corps Residential Other
Community and Social
Center Institutional Services
EXPENSES:

Salaries, allowances, and taxes $ 16,014,752 $ 18,527,179 $ 15,712,788 Employee and officer benefits 1,732,884 3,474,551 2,911,348 Professional fees 3,482,976 2,340,582 1,751,052
Supplies 781,023 2,727,581 1,556,599
Communications, postage, and shipping 409,963 271,321 219,775 Occupancy, furnishings, and equipment 8,911,947 7,233,694 4,157,104 Printing and publications 844,905 25,044 38,732
Conferences, meetings, and travel 1,049,884 203,496 387,829 Direct assistance 954,273 3,955,466 39,723,227
Depreciation 808,845 219,315 239,064
Support service to THQ
World service support
Other expenses

TOTAL EXPENSES
See notes to financial statements.
1,291,932 2,964
347,750 151,303 311,595
Total
Program
Services
$ 50,254,719
8,118,783
7,574,610
5,065,203
901,059
20,302,745
908,681
1,641,209
44,632,966
1,267,224
1,294,896
810,648
$ 36,631,134 L39,112 $ 67,012,07777 $ 142,772,743
-7_
Management
and General
$ 5,288,046
847,383
766,082
183,021
103,872
1,323,884
106,884
153,240
167
109,722
1,538,060
16,680
124,443
Supporting Services
Total
Supporting
Fund-raising Services
$ 3,603,109 $ 8,891,155
567,679 1,415,062
4,942,445 5,708,527
42,465 225,486
828,065 931,937
144,423 1,468,307
2,432,154 2,539,038
87,053 240,293
167
44,916 154,638
1,538,060
16,680
30,963 155,406
$ 12,723,272 $ 23,284,756
2021
Total
Expenses
$ 59,145,874
9,533,845
13,283,137
5,290,689
1,832,996
21,771,052
3,447,719
1,881,502
44,633,133
1,421,862
1,538,060
1,311,576
966,054
$$ 166057

THE SALVATION ARMY USA, WESTERN TERRITORY,

SOUTHERN CALIFORNIA DIVISION

STATEMENTS OF CASH FLOWS
FOR THE YEARS ENDED SEPTEMBER 30, 2022 AND 2021
CASH FLOWS FROM OPERATING ACTIVITIES:

Change in net assets
Adjustments to reconcile change in net assets to
net cash provided by operating activities:

Depreciation
Gain on sale of vehicles and equipment
Changes in operating assets and liabilities:

Funds on deposit at Western Territory Headquarters
Accounts receivable
Receivable from Western Territory Headquarters
Pledges receivable
Inventory
Prepaid expenses and deferred charges
Accounts payable and accrued expenses
Other liabilities
Net cash (used in) provided by operating activities
CASH FLOWS FROM INVESTING ACTIVITIES:

Purchase of vehicles and equipment
Proceeds from sale of vehicles and equipment
Assets held for sale
Net cash used in investing activities
(DECREASE) INCREASE IN CASH AND CASH EQUIVALENTS
CASH AND CASH EQUIVALENTS —Beginning of year
CASH AND CASH EQUIVALENTS —End of year
SUPPLEMENTAL CASH FLOW INFORMATION:

Donations -in -kind and contributed services —public support Donations -in -kind from government agencies
2022
$ 8,272,380
1,506,605
(222,292)
(7,060,354)
(1,025,885)
(3,750)
(1,332,329)
(225,675)
(139,595)
586,551
(1,660,385)
(1,304,729)
(1,473,295)
283,585
300
(1,189,410)
(2,494,139)
20,408,468
$ 17,914,329
18,192,318
2021
$ (7,708,359)
1,421,862
(358,337)
3,244,333
(6,995,251)
14, 524, 588
844,134
32,539
(144,148)
(1,546,100)
3,571,611
6,886.872
(2,165,575)
407,938
(1,757,637)
5,129,235
15,279,233
$ 20,408,468
$ 19,293,950
$ 719,353 $ 621,480
- 8 -

THE SALVATION ARMY USA, WESTERN TERRITORY,

SOUTHERN CALIFORNIA DIVISION

NOTES TO FINANCIAL STATEMENTS
AS OF AND FOR THE YEARS ENDED SEPTEMBER 30, 2022 AND 2021

1. PURPOSE AND ORGANIZATION
The Salvation Army, founded in 1865, is a not -for-profit international religious organization and charitable movement organized and operated on a quasi -military pattern and is a branch of the Christian Church. Its membership includes officers (clergy); soldiers and adherents (laity); members of varied activity groups; and volunteers who serve as advisors, associates, and committed participants in its service functions.

The Salvation Army, a California Corporation (the "Western Territory"), is an organization exempt from income taxation under Section 501(a) as an entity described in Section 501(c)(3) of the Internal Revenue Code of 1986, as amended, and is exempt from state income taxes under related state provisions.

The accompanying financial statements include all programs and operations of the Southern California Division (the "Division"), which is one of nine divisions in the Western Territory of The Salvation Army.

The Western Territory's corporate headquarters (THQ or "Western Territory Headquarters") is located in Rancho Palos Verdes, California. The Western Territory's centers of operation include adult rehabilitation programs, divisional headquarters, institutions, corps community centers, and service extension units ("Western Territory Units"). Each center has been authorized by corporate authority to maintain accounting records on a standardized financial system and to issue such reports and financial statements, as may be appropriate, locally. Because ownership, control, and fiduciary responsibility are maintained at the corporate level, the statements of financial position of the Division exclude the costs of land and buildings and related depreciation, charitable remainder trusts, legacies, and bequests designated for the Division.

The Division conducts the operations of The Salvation Army in southern California. The Division operates a variety of programs, including corps community centers that provide spiritual, educational, and recreational services; homeless and emergency shelters; senior citizens' activity centers; children's day care centers; substance abuse rehabilitation centers; emergency disaster services; assistance for the poor, disabled, and retired; jail and hospital visitation; and camping activities.

2. SIGNIFICANT ACCOUNTING POLICIES
Basis of Presentation —The accompanying financial statements have been prepared in accordance with the national accounting policies of The Salvation Army. These policies are consistent with accounting principles generally accepted in the United States of America. - 9 -

In order to observe restrictions, which donors place on grants and other gifts, as well as designations made by the Western Territory's board of directors (the "Board of Directors"), all assets, liabilities, and activities are accounted for in the following net asset classifications:

Net Assets Without Donor Restrictions —Net assets not subject to donor -imposed restrictions. Net assets without donor restrictions may be designated for specific purposes or locations by action of the Board of Directors; however, as of September 30, 2022 and 2021, there were no net assets without donor restrictions that are designated by the Board of Directors.

Net Assets With Donor Restrictions —Net assets that are subject to stipulations imposed by donors or grantors. Certain donor -imposed stipulations are temporary and may be fulfilled by actions of the Division to meet the stipulations or through passage of time as specified by the donor. Donor -imposed stipulations may also be perpetual in nature and require that the net assets be retained and invested in perpetuity by The Salvation Army. At September 30, 2022 and 2021, there were no net assets with donor restrictions in the accompanying financial statements that are required to be maintained in perpetuity as all such perpetually restricted funds received and pledged are transferred to Western Territory Headquarters upon receipt (see Note 13).

Cash and Cash Equivalents —For purposes of these statements, cash equivalents are defined as short- term, highly liquid investments that are both readily convertible to known amounts of cash and have maturities of three months or less at the date of purchase.

Accounts Receivable —Accounts receivable include amounts due from government agencies related to grants and are expected to be collected within one year. Amounts are recorded once services are performed and qualifying expenses are incurred.

Pledges Receivable —Unconditional pledges receivable are recorded at net realizable value. Pledges receivable that are expected to be collected in future years are recorded at the present value of estimated future cash flows and discounted using a credit -adjusted discount rate applicable to the year in which the pledge was made. Amortization of the discount is recorded as additional contribution revenue. An allowance for uncollectible pledges receivable is based on management's judgment, including such factors as prior collection history, subsequent collections, creditworthiness of donor, and nature of fund-raising activity. Pledges are written off when determined to be uncollectible.

Conditional pledges receivable are not recognized until they become unconditional, that is, when the conditions on which they depend are substantially met.

Inventory —Inventory of goods purchased for resale is stated at the lower of weighted -average cost or net realizable value. Inventory of goods donated for resale is based on estimated fair value.

Vehicles and Equipment —Vehicles and equipment are recorded at cost, net of accumulated depreciation.

Assets Held for Sale —The Division's assets held for sale at September 30, 2022 and 2021, consisted of donated property that is intended to be sold by the Division. . 10-

Support and Revenue —All items of support and revenue are stated on the accrual basis. Support and revenue are reported as increases in net assets without donor restrictions, unless use of the related assets is limited by donor -imposed restrictions that are not fulfilled in the accounting period.

Contributions —Contributions subject to donor -imposed restrictions are recorded as restricted support and are reclassified as net assets without donor restrictions when the donor -imposed restriction has been fulfilled or the stipulated time period has elapsed. Contributions with restrictions that are met during the fiscal year in which they are received are recorded without donor restrictions. Conditional contributions or intentions to give are not recognized until they become unconditional, that is, when the conditions on which they depend are met.

Consequently, contributions approximating $2,650,499 and $1,763,440 have not been recognized in the accompanying statements of activities because the conditions on which they depend have not yet been met at September 30, 2022 and 2021, respectively. Of the total unrecognized portion of conditional contributions at September 30, 2022, $991,545 depend on meeting certain established milestones for the art and literacy programs at the KROC center and day camps; $456,334 is for the senior nutrition program with established milestones; $375,621 is for the manager position at Pathway of Hope with established milestones; $313,284 for expansion of best practices of San Diego volunteer center with established milestones; $215,441 is for strengthening organizational collaboration with established milestones; $105,273 for providing assistance with employment security, food security, basic supplies, rental, mortgage, utilities, and other services for vulnerable populations with established milestones; $75,000 for development of athletic programs and classes with established milestones; $73,311 for homeless housing programs with established milestones; $27,500 to support the salaries of a licensed professional counselor and nurses who provide services to residents at Alegria House with established milestones; $12,265 for providing air purifiers, mattresses, linens, program operation for Covid relief with established milestones; and $4,925 for bridge housing program with established milestones. Of the total unrecognized portion of conditional contributions at September 30, 2021, $1,391,885 depend on meeting certain established milestones for the art and literacy programs at the KROC center and day camps; $217,322 depend development of a mobile outreach programs with established milestones; $63,890 depend on providing food security, basic supplies, rental, mortgage, utilities, and other services for vulnerable populations with established milestones; $57,593 depend on meeting established milestones for meal deliveries for seniors; and $32,750 depend on meeting established milestones for a bridge housing program.

Pledges receivable that are scheduled to be received after the end of the reporting period are shown as increases in net assets with donor restrictions and are reclassified to net assets without donor restrictions when the purpose or time restriction is met.

Fees and Grants from Government Agencies —A portion of the Division's revenue is derived from cost - reimbursable federal and state contracts and grants, which are conditioned upon certain performance requirements and/or the incurrence of allowable qualifying expenditures. Amounts received are recognized as revenue when the Division has incurred expenditures in compliance with specific contract or grant provisions. The Division was awarded multiyear cost -reimbursable grants of $35,278,265 and $54,425,929 that have not been recognized as of September 30, 2022 and 2021, respectively, because allowable qualifying expenditures have not yet been incurred, with advance - 11 -

payments of $1,359,470 and $1,755,682 at September 30, 2022 and 2021, respectively. Such advance payments have been recognized in the statements of financial position as a refundable advance within other liabilities.

Donations -in -Kind and Contributed Services —The Division receives various types of donations -in -kind, also known as contributed nonfinancial assets. These contributed nonfinancial assets include food, clothing, toys, household goods, supplies, vehicles, real estate, etc. Donations -in -kind are recognized at fair value as revenue and expense at the time the items are placed into service or distributed.

Contributed services are reported as contributions at their fair value if such services 1) create or enhance nonfinancial assets or 2) would typically need to be purchased if not provided by contribution, require specialized skills, and are provided by individuals possessing such specialized skills. In addition, the appropriate value of donated services of individuals is recorded as an expense when such services qualify for cost reimbursement from third -party providers.

The Division has a significant number of volunteers who contribute meaningful amounts of time in furtherance of The Salvation Army's mission. Such contributions that do not meet generally accepted accounting criteria for recognition as contributed services are not recorded in the statements of activities.

Program Service Fees and Sales to the Public —The Division generates revenue from contracts with customers from program service fees and sales to the public. Program service fee revenue is recognized over time during the period of service. The Division also recognizes revenue from sales of goods to the general public. Sales to the public revenues are recorded at a point in time upon sale and receipt of cash.

Expenses --All expenses are stated on the accrual basis and presented in the statements of activities and statements of functional expenses and are reported as decreases in net assets without donor restrictions in the statements of activities. Expenses directly attributable to a specific functional category are reported as expenses of those functional categories. Expenses attributable to more than one functional category are allocated across program services and supporting services using a variety of cost allocation techniques that are based on time and effort.

Depreciation —Depreciation is computed using the straight-line method over the estimated service lives of 5 to 10 years. Depreciation is charged on a monthly convention as assets are acquired and disposed.

Depreciation is also provided on equipment used in cost reimbursement programs that provide for reimbursement of depreciation by a granting entity.

Use of Estimates —The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the amounts reported in the financial statements and accompanying notes.

Actual results could differ from these estimates.
- 12 -

3. RECENT ACCOUNTING PRONOUNCEMENTS
Recently Adopted Accounting Pronouncements— In September 2020, the Financial Accounting Standards Board (FASB) issued Accounting Standards Update (ASU) No. 2020-07, Not -for -Profit Entities (Topic 958): Presentation and Disclosures by Not -For -Profit Entities for Contributed Nonfinancial Assets.

The objective of this ASU was to provide additional transparency in the presentation and disclosure of contributed nonfinancial assets, which are disclosed in the financial statements as donations -in -kind.

The provisions of ASU No. 2020-07 were adopted by the Division effective October 1, 2021 and had no impact on the recognition and recording of donations -in -kind. However, as a result of the standard, donations -in -kind from government agencies are presented as a separate line item within the statements of activities and the related prior -year amount has been reclassified to conform to the current -year presentation. Additionally, the financial statements include expanded disclosures at Note 8 related to donations -in -kind.

Other Accounting Pronouncements —In February 2016, the FASB issued ASU No. 2016-02, Leases (Topic 842). The objective of this update is to address the off -balance -sheet financing concerns related to lessees' operating leases. This update introduces a lessee model that brings substantially all leases onto the statements of financial position. It further aligns certain underlying principles of the new lessor model with those in Accounting Standards Codification 606, Revenue from Contracts with Customers, the FASB's new revenue recognition standard. In June 2020, the FASB issued ASU No. 2020- 05, Revenue from Contracts with Customers (Topic 606) and Leases (Topic 842): Effective Dates for Certain Entities, which formally delayed the effective date of ASU No. 2016-02 by one year and allowed for early adoption as of the original effective date. The provisions of ASU No. 2016-02, as amended, are effective for the Division beginning October 1, 2022. The Division is currently evaluating the impact on the financial statements.

4. PLEDGES RECEIVABLE
A summary of pledges receivable as of September 30, 2022 and 2021, is as follows:
2022
Gross pledges receivable
Less discount to present value
Less allowance for doubtful pledges
Pledges receivable —net
Gross amounts due in:

Less than one year
One year to five years
Total gross pledges receivable
$ 5,097,721 $
(107,019)
(152,932)
$ 4837,770
2021
3,688,700
(72,581)
(110,678)
3, 505,441
$ 2,878,787 $ 1,997,438
2,218,934 1,691,262
$ 5,097,721 $ 3,688,70_9,
At September 30, 2022, pledges receivable were discounted at rates ranging from 0.20% to 3.16% and at September 30, 2021, pledges receivable were discounted at rates ranging from 0.12% to 1.59%. - 13 -

5. VEHICLES AND EQUIPMENT
Vehicles and equipment are summarized by major classification at September 30, 2022 and 2021, as follows:

Vehicles
Equipment
Total vehicles and equipment
Less accumulated depreciation
Vehicles and equipment —net

6. NET ASSETS WITH DONOR RESTRICTIONS
2022 2021
$ 11, 800, 797 $ 11, 289,170
6,380,475 6,703,249
18,181,272 17,992,419
(13,700,216) (13,416,760)
$ 4,481,056 $ 4,575,659
At September 30, 2022 and 2021, net assets with donor restrictions are restricted for the following purposes or periods:

Social programs
Disaster relief
Time restricted
2022 2021
$ 12,340,546 $ 7,158,473
1,806,860 1,966,660
1,358,637 1,583,387
Total $ 15,506,043 $ 10,708,520

7. NET ASSETS RELEASED FROM RESTRICTIONS
Net assets were released from donor restrictions by incurring expenses satisfying the restricted purposes or by occurrence of other events specified by the donors during the years ended September 30, 2022 and 2021, as follows:

Purpose restrictions accomplished for:

Social programs
Disaster relief
Time restrictions expired
Total net assets released from restrictions
2022 2021
$ 640,093 $ 4,402,375
488,393 289,367
106,693 3.698
$ 1,235,179 $ 4,695,440
14-

8. DONATIONS -IN -KIND AND CONTRIBUTED SERVICES
Donations -in -kind and contributed services for the years ended September 30, 2022 and 2021, recognized in the statements of activities consist of the following unrestricted amounts:
2022 2021
Food from public support
Angel Tree and other Christmas gifts
Other
Donations -in -kind and contributed service -
public support
Food from government agencies
Total donations -in -kind and contributed services
$ 13,171,867 $ 14,644,292
2,536,412 1,812,976
2,484,039 2,836,682
$ 18,192,318 $ 19,293,950
719,353 621,480
$ 18,911,671 $ 19,915,430
Public support in Division Corps and Programs —Food, Angel Tree and other Christmas gifts, and other donations -in -kind are contributed nonfinancial assets that may be used as part of the Division's programs, distributed directly to the public, or sold in corps -managed thrift stores. Angel Tree and Christmas gifts primarily consist of toys, but also include clothing, books, gift cards, and other items distributed specifically related to the Christmas season. Other donations -in -kind include miscellaneous items, such as clothing, household goods, and vehicles. Valuation of these items used in programs or distributed directly is based on appraisal studies, comparison to published comparable sales, or published information by third parties. Donations of vehicles, included in `other,' if determined to be unsuitable for use in programs, are valued and recorded equal to actual cash proceeds received on their disposition. The related expenses to these donations -in -kind are recorded primarily in direct assistance, but may also be found in other directly related line items in the statements of functional expenses.

Government support in Division —Contributed nonfinancial assets from government agencies consist primarily of food commodities provided via government sponsored programs. The Division records these donations -in -kind based on 1) the valuation of the food provided via written communication from the respective government agency; or 2) based on appraisal studies, comparison to published comparable sales, or published information by third parties. The related expenses to these donations - in -kind are recorded in direct assistance in the statements of functional expenses. - 15 -

9. LIQUIDITY AND AVAILABILITY OF RESOURCES
The following reflects the Division's financial assets as of September 30, 2022 and 2021, reduced by amounts not available for general use within one year of September 30, 2022 and 2021, because of the nature of the assets or due to contractual or donor -imposed restrictions. For purposes of analyzing resources available to meet general expenditures over a 12 -month period, the Division considers all expenditures related to its ongoing program activities, as well as the conduct of services undertaken to support those activities to be general expenditures.
2022 2021
Total assets at September 30 $ 71,547,446 $ 64,348,900
Less those unavailable for general expenditure
within one year:

Pledges receivable 2,104,038 1,508,003
Inventory 770,831 545,156
Prepaid expenses and deferred charges 993,086 853,491
Vehicles and equipment —net 4,481,056 4,575,659
Assets held for sale 112,275 112,575
Restricted by donor with time or purpose
restrictions
13,402,005 7,559,848
Total assets available to meet cash needs for
general expenditures within one year 49,684,155 $ 49494,168 The Division regularly monitors liquidity required to meet its operating needs and other contractual commitments. As part of the Division's liquidity management, it has a policy to structure its financial assets to be available as its general expenditures, liabilities, and other obligations come due. On an annual basis, the Division's budget is reviewed and approved by Western Territory Headquarters. In addition to financial assets available to meet general expenditures over the next 12 months, the Division operates with a balanced budget and anticipates collecting sufficient revenue to cover general expenditures. Additionally, certain financial assets designated for the Division are held by Western Territory Headquarters and may be used in the event of unanticipated liquidity needs (see Note 13).

10. CONTINGENCIES AND COMMITMENTS
Legal Proceedings —From time to time, the Division is involved in various claims and legal actions arising in the ordinary course of business. In the opinion of management, the ultimate disposition of these matters will not have a material effect on the Division's financial position, changes in net assets, or cash flows as financial responsibility remains with Western Territory Headquarters.

COVID-19—On March 11, 2020, the World Health Organization declared the novel strain of coronavirus (COVID-19) a global pandemic and recommended containment and mitigation measures worldwide. The COVID-19 pandemic continues to have a broad and profound impact around the world.

The Division cannot reasonably estimate the length or severity of this pandemic or whether public support and government grants will continue at the same levels experienced in 2022. Accordingly, the extent to which COVID-19 may impact the Division's financial position, changes in net assets and cash - 16 -

flows is uncertain and the accompanying financial statements include no adjustments relating to the effects of this pandemic.

11. LEASES
The Division is committed under noncancelable operating leases with initial or remaining lease terms in excess of one year, principally for the operation of social programs and other program operations.

Total rent expense associated with these leases was $959,848 and $1,059,332 for the years ended September 30, 2022 and 2021, respectively.

Future minimum lease payments as of September 30, 2022, are as follows:

Years Ending
September 30
2023
2024
2025
Total
$ 483,717
202,635
126, 661
L_ 813,013
The Division also receives rental payments on operating leases. Total rental income recognized within other revenue during the year was $2,850,801 and $3,219,542 for the years ended September 30, 2022 and 2021, respectively. The following is a schedule by years of minimum future receipts on noncancelable operating leases as of September 30, 2022.

Years Ending
September 30
2023
2024
2025
2026
2027
Thereafter
Total

12. CONCENTRATIONS OF CREDIT RISK
$ 364,940
220,690
92,935
55,116
56,024
49,424
$ 839,129
Certain financial instruments potentially subject the Division to concentrations of credit risk. Those financial instruments consist primarily of cash and cash equivalents and receivables. The Division places its cash and cash equivalents with high -credit -quality financial institutions and credit exposure is limited to the amount of deposits at any one institution in excess of the federally insured limit.

Concentrations of credit risk with respect to receivables are generally diversified due to the large number of entities, government agencies, and individuals composing the Division's program and donor base. The Division performs credit evaluations and writes off uncollectible amounts, as they become known.
-17•

13. TRANSACTIONS WITH WESTERN TERRITORY HEADQUARTERS
Funds on Deposit at Western Territory Headquarters —The receipt of donations is centralized at Western Territory Headquarters. These funds are deposited daily into divisional accounts at Western Territory Headquarters and are available to be transferred back to the Division, as needed. Income is earned and distributed to the divisional accounts based on the monthly account balances for these funds. Interest is paid on these fund balances based on an interest rate formula approved by the Board of Directors. During the year ended September 30, 2022, the interest rate ranged from 0.05% to 3.09%.

During the year ended September 30, 2021, the interest rate ranged from 0.07% to 0.59%.

Other Funds Controlled by Western Territory Headquarters —Each constituent unit of The Salvation Army raises funds from various sources, including bequests, trusts, and donor -restricted contributions.

These funds are controlled and invested by the Board of Directors in accordance with applicable donor restrictions and distributed in accordance with such restrictions. Accordingly, the funds are not reflected in the accompanying financial statements. While not legally bound to return these funds to the operating units, this has been the practice of the Western Territory. Assets held in trust for the Division at September 30, 2022 and 2021, consist of the following:

Funds without donor restrictions
Funds with donor restrictions
Total
2022 2021
$ 197,973,476 $ 151,947,553
184,250,773 94,761,525
$ 382,224,249 $ 246,709,078
Income earned on assets is distributed to the operating command unit accounts on the basis of a stated percentage of the monthly account balances during the years ended September 30, 2022 and 2021. Capital trust and special Board of Directors -designated program trusts earned 2% for the years ended September 30, 2022 and 2021. Board of Directors -designated reserves (program trusts), program reserves/support funds, and restricted trusts earned 4.5% and 4% for the years ended September 30, 2022 and 2021, respectively. These rates are determined annually by the Board of Directors.

Funds held at Western Territory Headquarters are invested in various investment vehicles, including domestic and international equities, real assets, and fixed income. Such investments are exposed to various risks, including interest rate risk, credit risk, and overall market volatility. Accordingly, it is possible that changes in the value of these investments will occur in the near term and such changes could materially impact the value of these amounts held at Western Territory Headquarters and its intent and ability to return such funds to the Division.

Land and Buildings —Title to land and buildings is held by Western Territory Headquarters. These assets are made available to the Division for its use, but are not included in the statements of financial position of the Division. At September 30, 2022 and 2021, lands and buildings held on behalf of the Division by Western Territory Headquarters are summarized by major classification as follows:
- 18 -

2022 2021
Land
Buildings
Total land and buildings
Less accumulated depreciation
Land and buildings —net
$ 69,940,149 $ 68,031,503
377,165, 031 354, 385, 979
447,105,180 422,417,482
(127,928,222) (115,651,747)
,$ 319,176,958 $ 306765,735
Income from Western Territory Headquarters —Income from Western Territory Headquarters includes funding for capital projects, programs and administrative needs, and interest income and other distributions from funds held at Western Territory Headquarters. Funds for capital projects are transferred to the Division after formal approval has been received from Western Territory Headquarters. Donor -restricted contributions are distributed to the Division as donor -restricted funds are expended for a specified program or purpose.

During the years ended September 30, 2022 and 2021, the Division received income from Western Territory Headquarters related to the following:

Income for capital projects
Income for programs and administrative
needs and other distributions
Interest income on surplus cash at THQ
2022
$ 30,000
24,124,117
245,295
Total income from THQ 24,399/412
2021
$ 48,986
20,353,655
30,288
•
20,432,929
The Division no longer receives a vehicle replacement grant as it has no vehicle leases maintained by the Territory.

Transfer to Western Territory Headquarters —Transfer to Western Territory Headquarters includes restricted contributions received by the Division for future capital projects and other contributions.

During the years ended September 30, 2022 and 2021, the Division transferred $7,690,885 and $31,641,643, respectively.
- 19 -

Transactions with Western Territory Headquarters —Western Territory Headquarters assesses the Division for various expenses, which are allocated throughout the Territory. For the years ended September 30, 2022 and 2021, all such expenses are included in the statements of activities and the statements of functional expenses. The assessments to the Division during the years ended September 30, 2022 and 2021, totaled as follows:
2022 2021
Employee pension assessment
$ 5,131,558 $ 4,594,452
Officer assessments 1. 7,393,331 $ 7,337,575
Workers' compensation insurance
Automobile insurance
General and other insurance
Total insurance
Communication assessment
Information technology assessment
National/International headquarter assessment
College for officer training assessment
Fund-raising initiatives assessment
Data center assessment

14. SUBSEQUENT EVENTS
$ 2,207,713 $ 2,194,705
431,904 454,632
4,783,879 4,271,338
$ 7 423 496 $ 6,920,675
$ 685,850 $ 643,068
$ 1,307,900 $ 1,255,500
1,626,900 $ 1,592,340
$ 1,020,800 $ 1,004100
$ 2,775,300 $ 2,419,140
$ 506,220 $ 487,620
The Division has evaluated subsequent events through February 10, 2023, the date the financial statements were available to be issued.
- 20 -

9 THE SALVATION ARMY

ORANGE COUNTY
., ' 2022 ANNUAL REPORT
.s, r
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•
sal
lop

III'
TABLE 0

ONTENTS
02 Opening
04 Impact
06 Programs & HI
16 Stories
20 Night for Others
22 Center of Hope
24 Financials
25 Get Involved
lights

TRANSFORMING LIVES

WITH COURAGE AND INNOVATION, EMPOWERED BY HOLY FAITH

TH ,TION ARMY OR
"=
LEFT:
h. Christmas Toy Distribution event
for families.

BELOW:

Eileen, a resident at the Anaheim
Emergency Shelter, lifts up her
hands in worship.

ABOVE:

Families and children attend an
Angels game for Father's Day.

OUR MISSION

CHRIST -CENTERED
The Salvation Army is an evangelical part of the universal Christian Church. Our mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination. Everything we do in serving our community is motivated by the love of God and is meant to reflect the heart of Jesus Christ.

EMPOWERING
We focus on the whole person —body, mind, and soul —to help our clients find hope. Our comprehensive services empower individuals toward a new life of physical, emotional, and spiritual 2022 ANNUAL REPORT

Deals Tare ayrdd T4 ena cr2 O4a e Cattaty,
In recent days we have witnessed a spiritual awakening across the United States of America, and just as the spirit of God has been leading and guiding our nation, we have personally sensed the spirit leading and guiding The Salvation Army Orange County. We are a spirit -filled mission movement and we serve, love, and embrace the hurting, broken and desperate lives in Orange County. We have sensed God's refining fire, guiding us as we have grown and re -shaped our programs to be innovative and adaptable to address the ever changing complexities and needs of our 34 cities in Orange County.

Together we have accomplished some amazing feats.

We have seen chronic homeless individuals transformed by the power of Jesus and find purpose, becoming contributors to our society, as they have successfully transitioned into housing, finding employment and become taxpayers.

Your partnership has meant that The Salvation Army has been able to serve 103,029 nights of shelter, 5,534 case management sessions, 69,173 meals, and $1,409,068 in rental assistance to those living on the margins of society, bringing dignity and humanity to thousands of families across Orange County. Our commitment to you is to provide the highest level of service, while still investing 87 cents of every dollar on the programs and services it was intended for.

We have witnessed reunification of families, where trafficked people have been reconnected with their family after more than 15 years of separation. Nothing brings tears to your eyes than to see people finding freedom and hope from human slavery.

Our Night for Others event with Jay Leno helped shine a spotlight on The Salvation Army's response to homelessness. Wow! What a magnificent event at the Balboa Bay Club, with more than 400 guests. We officially launched the CENTER OF APPLIED RESEARCH and INNOVATION (CARI), an incubator for innovative solutions. The complexity of homelessness is clearly evident in the various reports and research studies, CARI will give us opportunity to take new ideas and creative programs and pilot and test them within 45 days of conception. In a fast -changing world our Applied Research and Innovation Lab will give permission to cutting edge approaches to arrest the growth of chronic homelessness across the USA.

Our innovative approach to homelessness is distinct from most others because The Salvation Army Orange County is a mission -driven movement, that has encouraged Revolutionary Thinking, coupled with our belief in the power of Jesus Christ to save those who are lost, suffering emotionally and psychologically, and hurting physically.

We are driven by our mission to love all people enough to share with them hope, by revealing to them a truth that will give them freedom that will last a lifetime.

In our Annual Report, you will find stories and pictures of men and women whose lives have been touched and transformed by the power of a Savior who loves all people, without discrimination, or prejudice.

Yours in Christ,
Majeku //ten Cheityl /Kite
2022 ANNUAL REPORT

COMMUNITY
Anaheim Red Shield
Creator's Corner Preschool
Henley Youth Center
Santa Ana Temple
HOPE 4 HEALING
Anaheim Adult Rehabilitation Center
Anaheim Emergency Shelter
Center of Hope
Emergency Safe Home
Guest House
Hospitality House
Transitional Housing
103,029

NIGHTS OF SHELTER

PROVIDED
5,746

CHRISTMAS TOYS

GIFTED TO CHILDREN
69,173

NUTRITIOUS MEALS
SERVED
5,536

CASE MANAGEMENT

SESSIONS CONDUCTED
4 THE SALVATION ARMY ORANGE COUNTY
2022 ANNUAL REPORT
5 Our Anaheim Emergency Shelter provides vital support and resources for men and women in a safe, pet -friendly 325 -bed facility.

In the season of their lives where the residents of the Anaheim Emergency Shelter find themselves lost and helpless, we help them transition towards hope and self-sufficiency by providing case management, housing and employment navigation, addiction recovery resources, life -skills workshops as well as connection to a community determined to encourage, support, inspire and strengthen every single individual who walks through our doors.

The goal is not only to provide shelter for people living on the streets, but to provide comprehensive resources that make sustainable life change possible.

HOMELESS SERVICES
66 I'm grateful for my new chapter in
life —free from mental breakdowns
and addiction. I rebuilt my life. And
I rebuilt my relationship with God.
el'?24
91,533
fff
69,173

NIGHTS OF SHELTER MEALS SERVED
O
762 32
79 TRANSITIONED INTO

PERMANENT HOUSING

INDIVIDUALS SERVED

OBTAINED

EMPLOYMENT
In 2022, we had strong collaborative partnerships with amazing organization throughout our community to physically empower our residents. Services included eye exams and glasses by Serve the People, weekly COVID-19 testing by Families Together, monthly Veterinarian visits by Orange Hill Veterinary, HIV/STD testing by APAIT, HURTT mobile health clinic, Illumination Foundation mobile health clinic, and first aid and health education workshops by CSUF RN nursing program interns. 6 THE SALVATION ARMY ORANGE COUNTY
2022 ANNUAL REPORT 7

DRUG &
66 The Salvation Army Orange County's rehabilitation program has been a life -changing experience for me. It has given me the opportunity to recover my faith in God and the courage to rebuild my life. Through this program, I have shed my old resentments and toxic behaviors, which allowed me to confront other co -dependencies that triggered my addiction. The program's counseling therapy helped me regain my confidence and self-esteem, and taught me positive ways of thinking and acceptable behavior.

My successful recovery has not only been a personal triumph, but lso a powerful reminder of the example I can set for my children.

I am now able to establish and maintain good habits that will \:1 -
ADULT
'a'.-,ac,JYATI�H
':ENTER -
our recovery, ma ure in e ways o e or
•
, an
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em
•
race
guidance and leadership of The Salvation Army.

I am forever grateful to the staff who made my enrollment poss
my
officers who blessed me with their wi
m s•onsor for his invaluable ex•erience.
•
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ma
•
e

ALCOHOL

REHABILITATION

COMBAT ADDICTION
Participants learn to abandon
substance reliance through
holistic work -therapy, group
and individual counseling
sessions, spiritual direction,
and life skills development.

REGAIN STABILITY
By developing a personal
relationship with Jesus
Christ, many residents learn
to depend on God, rather
than drugs or alcohol, for
hope and relief.

The Salvation Army is the nation's largest provider of free drug and alcohol rehabilitation services. In Orange County, thousands of men and women conquer addiction through programs that emphasize the value of work, the power of hope and the love of Jesus Christ.

BUILD LIFE SKILLS
The physical and spiritual
components of the program
equip participants to provide
for themselves and others
as they set and maintain
sustainable employment goals.
2g3

RESTORE FAMILIES
Upon completion of the
program, many of our
participants have been able
to reunite with their families,
complete their education,
and become employed.

ANGE COUNTY
2022 ANNUAL REPORT 9
o everyone w

17 PROGRAM

GRADUATES
3,450

NIGHTS OF SHELTER
57 INDIVIDUALS SERVED
2,809

CASE MANAGEMENT

SESSIONS
Our Anti -Trafficking Services (ATS) program walks alongside human trafficking survivors as they transition from a state of crisis to self-sufficiency by providing advocacy and case management that is trauma -informed, culturally and linguistically sensitive, strengths -based, and survivor -centered.

ATS serves both foreign -born and domestic -born survivors and their families through case management and emergency shelter services.

Case management services include access to legal services, supportive housing referrals, social services advocacy, and mental health referrals.

Our Guest House serves foreign -born survivors eligible for immigration relief while our Emergency Safe House serves 18-25 year -old, female, domestic survivors. It is the first 24 -hour staffed emergency safe home for victims of sex trafficking in Orange County.

We are a core member of the Orange County Human Trafficking Task Force as a victim service provider. We provide community workshops and trainings to raise awareness and educate others to do their part in ending human trafficking.

ANT RAFFICKING

SERVICES
Our calming room, this room was inspired by the 'soft room' at Anaheim PD utilized for by the Orange County Human Trafficking Task Force (OCHTTF) to provide a calm and safe space for survivors. This room includes bean bags, essential oil diffuser, weighted blankets, Mandala coloring books and mindfulness cards. The space has been used to welcome new residents to the home and complete their intake, as well as for clients to go to for privacy or to ground themselves. 10 THE SALVATION ARMY ORANGE COUNTY
Our workshop room is a space for clients to utilize to learn a skill or keep up with a new hobby. Materials already in this space include a sewing machine, Cricut, art supplies, etc. 2022 ANNUAL REPORT 11

MOTHER'S DAY
For Mother's Day, our Family Services team and the Women's Auxiliary celebrated and served almost 30 mothers in a JC Penney shopping spree. Women were delighted to be appreciated and pampered. A client shared that this was a blessing beyond measure, as she was currently facing challenges in health and had been the caregiver for her husband.

PATHWAY OF HOPE
Our North and Central Family Services have been working with two families through the Pathway of Hope program, for over 6 months. The goal is to transition families from crises and vulnerability to stability and self-sufficiency, tracking family progress along the journey.

FATHER'S DAY
Thanks to a generous donor, we celebrated Father's Day by gifting Angels game tickets to fathers and their families. We are grateful for the opportunity to continue to serve and celebrate outstanding fathers.

FAMILY SERVICES
The mission of Family Services is to aid families struggling in crisis through a holistic approach that includes financial assistance, emotional/ spiritual support, seasonal events for families, and case management.

CARES
In partnership with the City of Santa Ana and local organizations, The Salvation Army Orange County is committed to alleviating financial pressure and keeping families in their homes. CARES is a rental assistance program for households impacted by COVID-19. Our CARES team provides renters who have lost a job or incurred other pandemic -related challenges with financial assistance in order to prevent eviction. $1,409,068

TOTAL ASSISTANCE PROVIDED
165+

FAMILIES ASSISTED
12 THE SALVATION ARMY ORANGE COUNTY

BACK -TO -SCHOOL
The Salvation Army hosted a two-day Back -to -School event at the Santa Ana Temple and Anaheim Red Shield. Children and their families came to participate in arts and crafts, and sports activities. The Family Services department provided books, educational materials, backpacks, binders, notebooks, and other school supplies to over 100 children. 2022 ANNUAL REPORT
13 14

THE SALVATION ARMY ORANGE COUNTY
2022 ANNUAL REPORT
I5

Joshua and Jill Kistan
Caro, ,stead and guests
at Night for Others 2022
16 THE SALVATION ARMY ORANGE COUNTY
2022 ANNUAL REPORT 17

Joel reunites with his
two sons from the
Philippines for the first
time in over 16 years.

Morgan Guzman and Annabel Cabral
of the Anti -Trafficking Services team
join Joel and his family at LAX airport.

Anaheim Emergency Shelter
18 THE SALVATION ARMY ORANGE COUNTY
2022 ANNUAL REPORT 19

NIGHT FOR OTHERS
The Salvation Army Orange County's fundraising gala, Night for Others, took place on December 9th, 2022, at the Balboa Bay Club in Newport Beach, where Jay Leno performed to over 400 guests. The event raised a record -breaking $2.9 million towards the Center of Hope, which included a million -dollar match from amities Together OC.

Rick Dilday an
Gaddi Vasquez and Sal
RIGHT:

The Salvation Army
Orange County's Major
Nesan Kistan and Families
Together's Alex Rossel
and Karen Lee announce
a $1 million matching gift
for the evening.

BELOW:

Guests participate in
the riveting auction and
enthusiastically raise their
bid numbers.

ABOVE:

Salvation Army leadership: Lt. Colonel
John Chamness, Majors Nesan & Cheryl
Kistan, Commissioners Doug & Colleen
Riley, and Colonel Eddie Vincent.

RAISED $2.9 MILLION
ABOVE:

Excitement fills
the air as 400
guests get ready
to contribute to
transforming lives
across Orange
County.

LEFT:

Featured
entertainer, Jay
Leno, has the
audience in roaring
laughter.
20 THE SALVATION ARMY ORANGE COUNTY
THANK YOU TO OUR SPONSORS!
CONTRACTOR 1DEVELOPER
PRESERVING THE PAST r ENSURING THE FUTURE

PACIFIC WESTERN BANK
_• - FAMILIES TOGETHER
` OF ORANGE COUNTY

KARDENT
2022 ANNUAL REPORT 21

ei
rndmark that represents the future of transformed lives, safer neighborhoods and business districts, and the real ' hro Orange County.
, OMPREHENSIVE
onsite medical, dental,
& mental health care

AWARD -WINNING
175 -bed drug & alcohol
rehabilitation center
72 UNITS
permanent
supportive housing

CENTER OF HOPE
IIIIMIMInd on the Center of
the nation's most innovative homeless care campus. The Samueli Foundation gave a generous donation of $1 million towards the Center for Applied Research and Innovation. Since then, construction has been at full speed is truly exciting to see the vision come to life.

The permanent supportive housing building will start welcoming residents in May 2023.
22 THE SALVATION ARMY ORANGE COUNTY
he Center for Applied Research and Innovation (CARI) is a crucial part of he Center of Hope and will house the development of our proprietary breakthrough solution, the Homeless Throughput System. CARI is a "solutions hub" that cultivates enterprise -scale solutions to the defining social challenges of our day, and will build a collaborative community of social entrepreneurs and creative luminaries.

And the innovations will not stop with a focus on homelessness. 2022 ANNUAL REPORT

FINANCIALS

REVENUE
Donations/Contributions
Donations in Kind/Contributed Services
Special Events Revenue
Support Received Indirectly
Fees/Grants from Government Agencies
Internal Support
Membership Dues; Program Fees
Sales to the Public (Thrift Stores)
Rental and Miscellaneous Revenue
$8,022,025
$499,249
$20,970
$715,526
$9,699,391
$375,121
$1,838,378
$11,056
$65,003
TOTAL SUPPORT AND REVENUE:

EXPENSE
$21,246,719
Program and Supporting Services
Staff Compensation
Professional Fees
Other Program and General Expense
Payments to Supervising Headquarters
$9,146,216
$614,624
$8,862,018
$1,290,810
TOTAL EXPENSE:

Excess (Deficiency) of Revenue over Expenses
$19,913,668
$1,333,051
i
I44 Administration

87. Programs 94 Fundraising
87 CENTS OF EVERY DOLLAR

GOES DIRECTLY INTO PROGRAMS
& SERVICES FOR OUR COMMUNITY.

GET INVOLVED

GIVE FINANCIALLY
There are a variety of ways to donate, including check, card/ Paypal, planned giving, stock, and even Cryptocurrency.

Please contact Justin Coleman, Director of Development, or visit our website, SalvationArmyOC.com, for further information.

DONATE ITEMS
Visit SATruck.org to find a drop-off location near you.

VOLUNTEER
There are a variety of opportunities for individuals, groups, churches, and companies to volunteer. For more information, please contact Oliver Nunn or visit our website.

CONNECT WITH US
Subscribe to our newsletter and follow us on Instagram, Facebook, Linkedln, and YouTube @salvationarmyoc!
24 THE SALVATION ARMY ORANGE COUNTY
2022 ANNUAL REPORT 25

..r

TRANSFORMING
L VES

WITH COURAGE
A\D I\\OVATIO\,

EV POWERED
3Y HOLY FAITH

THE SALVATION ARMY
- - ORANGE COUNTY
10200 Pioneer Road,
..400000,1114 Tustin, CA 92782
Aige 714.832.7100
SalvationArmyOC.com

Attachment D- Organizational Charts
Placentia Navigation Center
r
Site Supervisor
4 FT Case Manager
1 PT LCSW
1 PT Pet Care Specialist
2 Lead Ambassadors
i
3 FT Ambassado
3-4PT Ambassador
fi FT Maintenance/Janitor
L _

Orange County Coordination
Dir. of Quality
Assurance:

Shannon Lamb
LCSW:

Marcia Lewis
Executive Assistant:

Claire O'brien-Hawk
Divisional Commander:

Divisional Secretary OC:

Maj. Ken & Jenni Perine
Tustin Ranch Corps:

Maj. Ken & Jenni Perine
Santa Ana Temple:

Maj. Andre & Lt. Roxana
Espinoza
Anaheim Red Shield Corps:

Lt. Shane & Jocelyn Ingram
Director of Operation
VACANT
Director of Social Services:

Andre Abrantes
Family Services
Program Manager:

Miguel Armendarez
Anti -Trafficking
Services Manager:

Morgan Guzman
Anaheim Emergency
Shelter (AES)
Site Manager:

Maria Rea
Permanent Supportive
Housing:

Tammy Leonards
Receptionist/Stats:

Cindy Hodgkins
Sr. HR Generalist:

Praise Byun
HR Assistant (PT):

Morgan Martinez
AES HR Assistant (FT):

Joseph Dictado
Pastoral Care Leader:

Harvey Marquez
Placentia Navigation
Center
Director of Business:

Caleb Danielson
Finance Coordinator:

Frances Williams
OC Finance Clerk:

Van Nguyen
AES Finance Clerk:

Louis Castro
Director of Development:

Justin Coleman
Facilities & Maintenance
Manager:

Patrick Brown
OC Maintenance Team:

James Ludwig
TR Facility Support:

David Gonzalez
Donor Relations & Foundation
Manager:

Michelle Yang
C.A.M.P. Director:

Alisa Hopper
Assistant Director of
Development:

Lauren Steyer
Administrative
Assistant:

Amber Malia
Digital Marketing
Manager:

Jane Yi
Managing Director, Center for
Applied Research & Innovation:

Benjamin Hurst
Donor Relations Director:

Virginia Alvarez
Donor Relations Coordinator:

Lucero Camacho
Eagleman Project Lead:

Frank Luna
Communication Assistant:

Alexandra Grosse
Communication Assistant:

Caleb Maffey

3.2024

10 AR
Position Title: OC Director of Social Services
Date: April 2023
Salary Grade: Full-time
Division/Department: Southern CA/ OC Coordination
Employment Classification: Exempt
Reporting Status: OC Director of Operations
The Salvation Army, an international movement, is an evangelical part of the universal Christian church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination.

The Director of Social Services provides administrative and operational oversight to The Salvation Army (TSA) Social Services programs in Orange County. Programs include (but are not limited to) Family Services, (including Pathway of Hope), Emergency Shelters, Transitional/Permanent Supportive Housing, test/pilot/seasonal programs, and Human Trafficking (programs subject to change). The Director ensures all County social service programs and activities operate in a manner consistent with The Salvation Army's mission. ■ Direct and manage all Social Services programs run by the County Coordination, including seasonal and/or temporary programs. Social service programs include Family Services, Shelters, Permanent Supportive Housing (PSH), Transitional Living, Pathway of Hope Initiative, and Human Trafficking. Other programs may be added in the future to support current community needs.
■ Establish and maintain baseline service expectations for all social services operations run by Orange County Coordination or local Salvation Army corps within the county. For offices run by corps units, the Director of Social Services serves as an accreditation partner, establishing baseline services and resourcing corps officers and employees in corps -run offices.
■ Understand TSA policies and procedures and ensure compliance as required by TSA headquarters and administration. Monitor and oversee updating of all Social Services Policies and Procedures. ■ Ensure successful design of any new/pilot OC Coordination Social Services programs. ■ Supervise Case Managers and leaders of housing programs, Family Services, Anti -Tracking Services, and test/temporary programs.
■ Serve as a liaison with Advisory Organizations, including the Advisory Board's Social Services committee and Women's Auxiliary. Partner with OC Divisional Secretary and Advisory Board for long range strategic planning. • Oversee and act as liaison between research projects/partners (eg. UCI), Center for Applied Research (CARI) and OC Social Service programs.
■ Establish and maintain budgets for all County Coordination Social Services programs in conjunction with department managers.
■ Collaborate effectively with County Coordination and (may) serve on the Executive Leadership Team (ELT). This includes attending regular staff meetings and coordinating with other county employees who oversee elements such as donor/public relations, business administration, CARI, human resources, etc. ■ Represent TSA Social Services ministries in the community to improve visibility and partnership opportunities. This includes representing TSA on continuum of care committees and other community coordination groups. ■ Oversee and develop staff training opportunities, including new staff orientation. ■ Communicate volunteer needs to the Volunteer Coordinator and ensure TSA volunteer procedure is followed. ■ Oversee and coordinate County Christmas distribution preparation and planning with Family Services and OC Coordination team.
■ Oversee completion, accuracy, and submission of monthly statistical reports from all OC Social Service programs.

Ensure each program properly maintains statistics and that staff submits accurate information. ■ Ensure compliance with TSA record keeping (electronic and paper). Current system used is WellSky. ■ Perform other assignments/duties as assigned.

HR05-03

Ability to walk, stand, bend, squat, climb, kneel and twist on an intermittent or sometimes continuous basis. Ability to grasp, push, pull objects such as files, file cabinet drawers, and reach overhead. Ability to operate computer, fax and telephone. Ability to lift up to 40 lbs.
• Analytical — Synthesize complex or diverse information; conduct research, draw conclusions, and report outcomes; Develop workflow policies and procedures.
• Strategic Thinking - Develop strategies to achieve organizational goals; adapt strategy to address constant change and conditions.
• Problem Solving/Conflict Resolution — Identify & resolve problems and/or conflict in a timely manner; gather and analyze information skillfully and develop solutions.
• Customer Service - Manage difficult and/or emotional clients, residents, staff, and/or guests; diplomatically address their needs to ensure mutually satisfying outcomes. • Oral Communication - Speak professionally, clearly, and persuasively in a variety of potentially challenging situations; seek clarification and respond appropriately to questions. • Written Communication - Write clearly and informatively; edit work for spelling and grammar; Present numerical data accurately; Read and interpret written information. • Teamwork — Balance team and individual responsibilities; Build a positive team spirit, morale, and group commitment to established goals, core values and objectives. • Project Management - Prioritize and plan work activities; use time efficiently; Organize work schedules of others and assign tasks. Follow up to ensure accountability.
• People Development - Include staff in planning, decision -making, facilitating, and process improvement. Be available and present to staff; provide regular performance feedback; help develop subordinate's skills and encourage growth. Delegate work assignments; Match responsibilities to the right people; Set clear expectations and monitor delegated activities.
• Continuous Improvement/Organizational Effectiveness — Constantly look for ways to improve and promote quality effectiveness and efficiency at all operational levels. Improve/simplify processes and service offerings.

Qualifications
• By virtue of its direct contact with, and
representation to people who engage in Salvation
Army programs, people who demonstrate an
understanding of TSA's Christian mission are
required for this position.
• Prior TSA program management experience is
preferred, preferably in Social Services or ARC
administration.
• MSW, with an administrative emphasis preferred.

Master's degree in social services or related field
with social services experience considered. Minimum
BA required.
• 3-5 years' progressive staff management
experience required. Must have successful verifiable
experience in leading multiple teams and volunteers.
• Must be able to read, write and communicate in
English. Bilingual/Bi-literate English/Spanish
preferred.
• Meet all health and safety regulations cis defined
by the Health Department as well as TSA.
• Driving Test and clean MVR check (Required).
• If working in vicinity of children a criminal background check is required with certification for Protect the
Mission policies and procedures.
• Ability to work with, direct, and relate well with co - workers, community members, and guests/clients.
• Ability to effectively function in a fast -paced,
frequently changing environment with minimal
supervision.
• Ability to relate well and work effectively with multiple constituencies and audiences.
• Ability to maintain strict confidentiality for all sensitive matters and situations.
• Ability to prioritize work and multi -task simultaneous projects.
• Excellent verbal and written communication skills
• Must be in good physical health and mental health,
capable of meeting the demand of the position.

Employee Signature Print Name
This position description has been assigned to indicate the general nature and level of work performed by employees in this classification. It is not designated to contain or be interpreted as a comprehensive inventory of all responsibilities and qualifications required of employees assigned to this position.

HR05-03

SATRIel
Position Title: Site Supervisor
Date: 04/2021
Salary Grade: TBD
Division/Department: OC Social Services
Employment Classification: Exempt
Reporting Status: Director of Social Services
The Salvation Army, an international movement, is an evangelical part of the universal Christian church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination. Anaheim Emergency Shelter supports The Salvation Army's mission by providing short term housing and supportive services to adults experiencing homelessness.

The Site Supervisor has primary responsibility for all Programming and Operational aspects of the Shelter . The Site Supervisor is responsible for ensuring the facility is adequately staffed to ensure safe and efficient daily operations, and oversees administration, resident concerns, event planning and employee relations. In addition, they are responsible for establishing maintaining productive relationships with external agencies and other TSA locations. • Drive the successful operation of a shelter environment that is safe for clients, staff, and visitors, as well as conducive to the effective provision of service resulting in the transition of residents to permanent housing, sobriety, and/or employment.
• Provide administrative oversight of the Program and Operations teams. Conduct regular check -ins with Facilities and KettleCare Food Service departments.
• Coordinate with Supervisors/Leads to ensure appropriate staff coverage for all shifts. • Oversee (including by delegation), all special events for residents/staff, including holiday events. • Address facilities cleanliness (including dorms, parking lots and outdoor spaces), maintenance (including vehicles and shuttles) and miscellaneous site issues with Facilities Site Supervisor to ensure prompt resolution. • Lead by example in establishing and maintaining effective communications and appropriate boundaries with co- workers, subordinates, shelter residents, volunteers, and guests. • Conduct monthly one-on-one sessions with subordinate Supervisors/Leads to support professional development, effective service provision, and establish, achieve, and monitor departmental goals. • Serve cis key point person for all policies and procedures, including developing, updating, and maintaining all related forms and policies.
• Ensure appropriate review and resolution of all incident reports and client grievances. • Facilitate, design, and conduct In -Service training sessions for program and operations staff as needed. • Support weekly/monthly department staff/leadership meetings and check -ins. • Effectively employ all TSA management and disciplinary procedures; ensure teams can effectively discuss, administer, and document performance concerns.
• Represent TSA at internal and external functions as needed. Develop and maintain collaborative partnerships with agencies, OC Coordination, and City officials.
• Ensure coverage of subordinate management staff during their absences, including Program and Operations Supervisors.
• Other duties as assigned
Ability to walk, stand, bend, squat, climb, kneel and twist on an intermittent or sometimes continuous basis. Ability to grasp, push, pull objects such cis files, file cabinet drawers, and reach overhead. Ability to operate computer, fax and telephone. Ability to lift up to 40 lbs.
• By virtue of its direct contact with, and
representation to people who engage in Salvation
Army programs, people who demonstrate an
understanding of The Salvation Army's Christian
mission are required for this position
• Bachelor's degree in Social Sciences, Business, or a
related field required, Master's degree preferred
• Minimum 3-5 years experience working in a senior
management capacity supervising 10 or more
individuals
• Current driver's license and clean MVR record
• If working in vicinity of children a criminal background check is required with certification for Protect the
Mission policies and procedures.
• Strong Microsoft Office skills, including Word, Excel, PowerPoint
• 2 years of experience dealing with vendors, including negotiating and managing contracts, preferred
• Very strong verbal and written communication skills,
with exceptional grammar and spelling skills
HR05-03

• 2+ years experience overseeing large residential
facilities preferred
• Knowledge of the workings of non -profits,
preferably in a residential and/or homeless services
setting
• Initiative, adaptability, and responsibility to work
with minimal oversight
• Ability to interact with others professionally
• Knowledge of budgets and financial responsibility
for contract reporting.
• Must possess the ability to meet deadlines, handle
figures, and work with attention to detail.
• Ability to develop and conduct in-service training events • Experience with Federal, State and County codes and
regulations involving residential facilities.
• Ability to read, interpret, and draft documents such as safety rules, operating and maintenance instructions,
and policy and procedure manuals.
• Ability to write routine reports and correspondence,
and speak effectively before groups of clients, staff,
and collaborative partners
• Ability to investigate, document, draw valid conclusions, and determine appropriate follow-up steps for
problems that may arise.

Analytical — Synthesize complex or diverse information; conduct research, draw conclusions, and report outcomes; Develop workflow policies and procedures.

Strategic Thinking - Develop strategies to achieve organizational goals; adapt strategy to address constant change and conditions.

Problem Solving - Identify and resolve problems in a timely manner; gather and analyze information skillfully and develop solutions.

Customer Service - Manage difficult and/or emotional residents, staff, and/or guests; promptly address their needs to ensure mutually satisfying outcomes.

Oral Communication - Speak professionally, clearly, and persuasively in a variety of potentially challenging situations; seek clarification and respond appropriately to questions.

Written Communication - Write clearly and informatively; edit work for spelling and grammar; Present numerical data accurately; Read and interpret written information.

Teamwork — Balance team and individual responsibilities; Build a positive team spirit, morale, and group commitment to established goals, core values and objectives.

Project Management - Prioritize and plan work activities; use time efficiently; Organize work schedules of others and assign tasks. Follow up to ensure accountability.

Managing People - Include staff in planning, decision -making, facilitating, and process improvement. Be available and present to staff; provide regular performance feedback; help develop subordinate's skills and encourage growth; Improve processes, products, and services. Delegate work assignments; Match responsibilities to the right people; Set expectations and monitor delegated activities.

Continuous Improvement/Organizational Effectiveness — Constantly look for ways to improve and promote quality, effectiveness, and efficiency at all operational levels.

Employee Signature
Print Name
This position description has been assigned to indicate the general nature and level of work performed by employees in this classification. It is not designated to contain or be interpreted as a comprehensive inventory of all responsibilities and qualifications required of employees assigned to this position.

HR05-03

AR
Position Title: Lead Ambassador I
Date: April, 2021
Salary Grade: Hourly
Division/Department: CAS/ OC
Employment Classification: Non -Exempt
Reporting Status: Site Supervisor
The Salvation Army, an international movement, is an evangelical part of the universal Christian church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination.

The Lead Ambassador is responsible for helping transform the lives of residents by ensuring resident guidelines and expectations are being met, policies and procedures are being enforced, and the site is being maintained clean and hazard free. The Lead Ambassador provides guidance and supports the front-line staff as it relates to assigning daily duties, prioritizing site tasks, delegating specialized assignments to ensure site operations are being met. The Lead Ambassador participates in the interview process for Ambassadors and assists in the training and development of the new hires. The Lead Ambassador is the Ambassadors point of contact as it relates to addressing resident needs related to living on -site in a communal setting. The Lead Ambassador performs data entry, provides front desk coverage, answers phones, routes calls, sorts & distributes mail, disseminates site operations information to residents, answers residents questions, addresses resident concerns/complaints, acts as first responder to Ambassador crisis calls over the walkie talkie as needed.

The Lead Ambassador will be supervised and work closely with the supervisor on implementing site policies, procedure, and internal processes. The OC must fully embrace the ministry and mission of The Salvation Army, accept its Christian principles and values, and protect and enhance the image of The Salvation Army to the public.

As well as, perform other assigned duties as directed.

Well-being of Residents
• Will implement a trauma informed, harm reduction, low barriers, strength -based approach with residents. • Will implement de-escalation communication strategies with residents displaying disruptive behavior and to resolve conflict in crisis situations.
• Will implement established protocols and procedures to respond to crisis. • Will assign bed assignments and re -assign bed numbers as needed to maintain the safety and peace within the communal living space.
• Will report on -site incidents to corresponding entities internal and/or external.

Security of Residents and Facility
• Will ensure routine inspection of doors, gates and perimeter are done and needed repairs are reported to facilities in a timely manner and will track completion in order to communicate to front-line staff existing hazards.
• Will cultivate and maintain collaborative communication with security staff as it relates to coming and goings of residents, unexpected site guests, vendor arrivals, resident holds at gates, and resident exits/no longer allowed on -site.

Site Cleanliness
• Ensure daily cleaning routines are implemented by Ambassador staff. • Help maintain grounds by ensure daily trash is picked up and trash is emptied. • Will ensure that scheduled walk throughs of site bathrooms, showers and shared spaces are conducted and logged.
• Schedule and conduct regular bungalow inspections and notify residents of day/time to ensure bed spaces are clean and clutter free.

Front Desk
• Create a welcoming environment by providing front desk coverage, answering phones, making copies of forms or documentation.
• Ensure front desk is organized, clean and presentable.

HR05-03

• Maintain resident forms updated and in -stock.
• Updating the bed sheet.
• Assigning bed #, re -assigning bed #s.
• Complete required data entry on Salvation Army software. • Enter resident case notes for services provided (e.g.: request for services). • Prepare and disseminate daily EOS reports using approved template of information to be reported. • Monitor, track and organize donations, hygiene, bedding, and other supply needs.

Ambassador development
• Assist in Ambassador recruitment.
• Train and coach ambassadors to ensure they are being supported in carrying out their job functions. • Facilitate daily huddles with assigned shift.
• Cultivate and maintain open communication with staff to ensure competency of protocols, procedures, and internal processes.

Ability to walk, stand, bend, squat, climb, kneel and twist on an intermittent or sometimes continuous basis. Ability to grasp, push, pull objects such cis files, file cabinet drawers, and reach overhead. Ability to operate computer, fax, and telephone. Ability to lift up to 40 lbs. Ability to work out-of-doors 50% of the time. •
Bilingual/Bi-literate English/Spanish preferred.
• High School Graduate or GED.
• 1 -3 -year work experience with homeless population.
•
Must have ability to communicate effectively and remain positively engaged with co-workers, residents, volunteers, vendors.
•
Must model professionalism and be able to
appropriately respond in a supportive manner to
• If in recovery, must have a sobriety minimum of five
residents and co-workers when asked questions or
(5) years.
addressing concerns/issues.
•
Ability to exercise sound judgment in carrying out
• Experience in or basic knowledge of mental health,
homelessness and/or addictions fields (preferred).
•
assignments independently.

Good time management and organization skills.
•
Good follow through.
• Experience cis a Team Lead in some capacity
•
Good oral and written communication skills.
preferred.
•
Strong sense of workplace ethics and understanding of
confidentiality protocols.
• Criminal background check is required.
• CPR and First Aid certification a must within 30 days •
Ability to answer telephone, greet visitors, and interact with residents and other staff members in a courteous,
professional, respectful manner.
of start date.
•
Ability to effectively use office equipment (fax, scanner, copier, printer).
•
Flexible availability must be able to work any shift
and/or assigned schedule.
•
Able to function in a fast -paced, frequently changing
environment and be adaptable.
•
Must be able to implement trauma informed care
communication strategies when resolving conflict to not re -traumatize residents with your interactions.
•
Computer literate; effectively use computerized
database for resident file management, with basic skills in Microsoft Office: Microsoft Word, PowerPoint, Excel, and Outlook email.

Employee Signature
Supervisor Signature
Name
Date
Name
Date
This position description has been assigned to indicate the general nature and level of work performed by employees in this classification. It is not designated to contain or be interpreted as a comprehensive inventory of all responsibilities and qualifications required of employees assigned to this position.

HR05-03

IllY
Otte
A
Position Title: Client Ambassador I
Salary Grade: TBD
Date: June 2022
Division/Department: CAS/OC
Reporting Status: Site Supervisor
Employment Classification: Non -Exempt
The Salvation Army, an international movement, is an evangelical part of the universal Christian church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination.

Under direction of the Site Supervisor, the Ambassador is responsible for helping transform the lives of our homeless residents by ensuring the well-being and safety of our residents, performing light maintenance and housekeeping, assist with intake process and front desk responsibilities. There are three shifts including some with weekend time. Exact duties vary by shift.

Responsibilities

1. Well-being of Residents
• Using a trauma informed care approach to help our residents transform their lives • Use conflict resolution and de-escalation communication strategies with residents displaying disruptive behavior.
• Assist in serving food to residents.
• Refer residents to Case Managers as needed.

2. Security of Residents and Facility
• Patrol buildings and grounds hourly to ensure safety of all guests. Check all doors, gates and perimeter. • Notify Residents if their actions don't meet facility guidelines.

3. Assist in Light Housekeeping and Maintenance
• Change and launder bedding and towels.
• Sweep and mop resident rooms and dining hall as needed; empty trash. • Clean Restrooms and Laundry Room as needed and keep restrooms supplied. • Help maintain grounds for safety and cleanliness.

4. Front Desk
• Provide welcoming environment by monitoring desk, answering shelter phone and perform intake duties of assigned shift.
• Complete required data entry on Salvation Army software.

5. Driving (optional/preferred)
• Drive residents to various resources and appointments throughout Orange County. • Help guests move into permanent housing or housing appointments as needed • Assist in maintaining vehicles with cleaning and routine maintenance as needed. • Maintain mileage record in each vehicle.
• Submit gas receipts and maintenance records.

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1. High School Graduate or GED with 1 year work
experience.

1. Ability to exercise sound judgment in carrying out
assignments independently.

2. Minimum 1 year sobriety along with consistent

2. Good time management skills.
participation/attendance in a Support Group.

3. Good oral and written communication skills.

3. Experience in or basic knowledge of mental health,
homelessness and/or addictions fields preferred.

4. Strong sense of workplace ethics and understanding of confidentiality protocols.

4. Criminal background check is required.

5. Ability to answer telephone, greet visitors, and interact

5. MVR (motor vehicle record) check if necessary.
with clients and other staff members in a courteous,

6. Basic literacy and computer skills.
professional, respectful manner.

7. CPR and First Aid certification must be obtained in
one month of start date.

6. Ability to effectively use office equipment (fax and copies).

7. Proactively identify vehicular maintenance
Employee Signature
Name
Date
This position description has been assigned to indicate the general nature and level of work performed by employees in this classification. It is not designated to contain or be interpreted as a comprehensive inventory of all responsibilities and qualifications required of employees assigned to this position.

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Position Title: Housing Case Manager
Date: April, 2021
Salary Grade: TBD
Division/Department: CAS/ OC
Employment Classification: Non -Exempt
Reporting Status: Site Supervisor
The Salvation Army, an international movement, is an evangelical part of the universal Christian church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination.

The Housing Case Manager is a high demand position that provides holistic, strength based, harm reduction case - management services specializing in housing to include, but not limited to: removing barriers in order to become housing ready, assisting residents with making appointments, coordination of gathering housing documents, developing a housing plan, creating a budget in order to save towards moving into sustainable housing, assistance with linking residents to on - site and off -site resources, assistance with applying for housing, assistance with locating housing, housing advocacy, assists with coordinating resident move out of shelter into housing. The Housing Case Manager searches for and visits various housing options and builds rapport with landlords and property managers to ensure individuals are linked to proper housing services. The Housing Case Manager participates in weekly Coordinated Entry System (CES) housing match meetings to provide resident updates on individuals being discussed during meeting.

Responsibilities
Case Management:
• Ensure holistic, strength based, harm reduction case management is provided in a timely, efficient and effective manner.
• Maintain an active case load.
• Work with residents to remove barriers that would impede them from focusing on housing. • Create a case plan with each resident and perform needs assessments to ensure proper services are offered.
• Meet with residents on case load bi-weekly.
• Maintain case load tracking system current.
• Ensure resident case notes are entered weekly within internal and external database. • Assist residents with obtaining documents needed for housing. • Schedule and facilitate weekly life skills groups related to housing needs such a; budgeting, how to be a good tenant, living independently, disseminating information on various housing programs. • Utilize conflict management, de-escalation, and crisis intervention techniques in emergency situations.

Housing Navigation:
• Develop an individualized resident -centered housing plan. • Conduct bungalow/bed space visits to maintain resident engagement. • Research and visit various housing options that cater to low income single individuals/seniors and build rapport with landlords and property managers to ensure individuals are linked to proper housing services. • Maintain a list of current housing vacancies including but not limited to; low income apartments, VASH and Section 8 opportunities, room for rent, room and board and local sober living homes. • Assists residents in locating and securing permanent housing through outreach to landlords, property managers, housing authorities, and other social service agencies • Meet with residents on your case load bi-weekly.
• Create an exit plan with each resident and coordinate resident move out into housing. • Assist in facilitating trainings to new hires, interns and volunteers cis needed. • Allow new hires, interns, and volunteers to shadow you and provide site and daily duties overview as it relates to your role.

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Record Keeping:
• Maintain proper documentation including copies of housing documents, resident goals, monthly reporting, and resident physical files.
• Maintain case load tracking system current.
• Enter resident case notes into internal and external database (HMIS, CES System, Bridges) in a timely manner (as each database requires).
• Exit residents from case load and internal/external database, close out residents' physical files. • Practice consistent communication related to resident status, this includes keeping supervisor informed of services resident is linked to with other service agencies, communicating challenges with residents, asking for assistance or direction for assisting residents with assessments, housing plans, referrals, exit plans.

Miscellaneous Duties:
• Participate in programming meetings and housing case management meetings • Participate in resident meetings and huddles as needed. • Participate in professional development trainings.
• Participate in Homeless Service staff meetings and trainings. • Participate in Social Service and Community meetings such as CES weekly match meetings. • Maintain a positive working relationship with all TSA staff and external community partners. • Other duties as assigned by Program Supervisor or Site Manager.

Salvation Army programs, people who
•
Bilingual/Bi-literate English/Spanish preferred.
demonstrate an understanding of The Salvation
•
Must have ability to communicate effectively and remain Army's Christian mission are required for this
positively engaged with co-workers, community
position.
members, and residents.
• BSW or equivalent degree (preferred).
•
Able to function in a fast -paced, frequently changing
• Minimum 1 -year experience in case management
environment and be adaptable.
working with people in recovery, mentally ill and
homeless.
•
Must have flexible availability.
•
Must possess effective time management skills.
• 1 -year experience with HMIS (preferred).
•
Must be able to prioritize work and meet deadlines.
• Experience with tenant/landlord relationships.
•
Must model professionalism and time management skills.
• Must be in good physical health and mental
health, capable of meeting the demand of the
•
Excellent verbal and written communication skills.
position.
•
Computer literate; effectively use computerized
database for resident file management, with basic skills in Microsoft Office: Microsoft Word, PowerPoint, Excel, and Outlook email.

Employee Signature
Supervisor Signature
Print Name
Date
Print Name
Date
This position description has been assigned to indicate the general nature and level of work performed by employees in this classification. It is not designated to contain or be interpreted as a comprehensive inventory of all responsibilities and qualifications required of employees assigned to this position.

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Position Title: Facilities Associate
Date: 5/2021
Salary Grade: TBD
Division/Department: CAS/ Orange County
Employment Classification: Non -Exempt
Reporting Status: Site Supervisor
The Sa/vation Army, an international movement, is an evangelical part of the universal Christian Church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination. The Sa/vation Army, a Ca/ifornia Corporation, is an Equa/ Opportunity Employer.

The Facilities Associate position is designed to give practical support by providing janitorial services and light maintenance for the designated facility(ies) programs, members and staff. The position is designed to provide on -site services five (5) days per week, which may include weekends.

Although not limited to, the following are the responsibilities of the Facilities Associate assigned to the Shelter:
• Perform necessary daily cleaning activities, such as dusting, mopping, trash/cardboard removal, etc. • Clean and restock all restrooms, showers and laundry areas daily • Clean and help maintain all rooms/offices by sweeping, mopping, wiping down walls; assist in washing bedding weekly • Complete regular maintenance tasks, such cis replacing light bulbs and washing windows/ramps cis assigned • Keep all outside areas (including parking lot) free of trash and debris • Maintain grounds, including garden and yard upkeep, trimming, edging, mowing lawn, collecting trash, etc. • Help perform minor repairs; e.g., fix broken locks, damage to building floors, walls, doors, windows, etc. • Maintain current inventories of all cleaning supplies, restocking as needed; notify supervisor when reorders are needed • Provide regular status reports to Facilities Site Supervisor regarding issues resolved, those needing attention, and those currently in progress; report all incidents of property damage immediately • Other duties cis assigned
Must be able to sit, walk, stand, bend, squat, climb, kneel and twist on an intermittent or sometimes continuous basis. Must be able to grasp, push and pull objects such as general office and small recreational equipment. Must be able to lift up to 50 lbs. • Over 18 years old
• GED or HS diploma
• Valid CA Driver's License
• Criminal background check is required with certification for Protect the Mission policies and procedures.
• Minimum one (1 ) year experience in a maintenance
• Experience working with those in addiction, mental illness or homeless preferred
• Experience working with hand and electrical tools
• Working knowledge of Salvation Army policies,
procedures and programs, cis well as a compassionate
understanding and adherence to Salvation Army ministry
and mission.
• Verifiable experience as a maintenance worker or other similar position, preferably in a shelter or residential setting
• Ability to interact effectively with people of all ages, ethnic and cultural diversity
• Capability to work both independently and within a team environment
• Strong verbal and written communication skills
Employee Signature Print Name
Supervisor Signature Print Name
This position description was assigned to indicate the general nature and level of work performed by employees in this classification. It is not designated to contain or be interpreted as a comprehensive inventory of all responsibilities and qualifications required of employees assigned to this position.

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Position Title: Social Worker, LCSW
Date: December, 2021
Salary Grade: TBD
Division/Department: CAS/ Orange County -
Employment Classification: Part Time
Reporting Status: Site Supervisor
The Salvation Army, an international movement, is an evangelical part of the universal Christian church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination.

The Social Worker (SW) is a part time position that works directly with residents at the Shelter guests on completing substance abuse and mental health assessments to document residents' disability. The SW will also be available for case consultation on a case -by -case basis.

Specific Duties:

Assessment and Consultation:
• Provides direct services to clients at the shelter which includes, but is not limited to: clinical assessments, treatment planning, disability verification and case by case consultation.
• Is first responder to on -site crisis involving residents struggling with mental or behavioral issues. • Researches, understands, and stays current with best practices, trends, and statistics for homeless, chronically mentally ill individuals.
• Helps create and maintain a therapeutic environment in which residents are viewed and understood in the context of their experience.

Record Keeping:
• Maintain proper documentation including assessments, treatment plans, goals, referrals, case notes, monthly statistics, and client files.
• Enter resident data into Bridges and HMIS, if applicable. • Practice consistent open communication with Program Manager and Program Supervisor as it relates to resident's status. This includes keeping PM and PS informed of services client is connected to or working on to overcome challenges cis the resident works with their Housing Case Manager to become housing ready. • LCSW or LMFT
• 1 -year experience in working with the homeless, mentally ill, substance abuse population.
• At least 1 -year experience providing; mental health
services, individual and group therapy, clinical assessment, crisis intervention.
• Willing and able to maintain confidential information in accordance with Salvation Army and industry standards.
• Must be in good physical health and mental health,
capable of meeting the demand of the position.
• Effective communication skills — written, verbal, non-verbal. • Proven ability to meet deadlines.
• Proficient in time management.
• Attention to detail.
• Ability to analyze facts and exercise sound judgment in arriving at conclusions.
• Understanding of the association between mental illness, substance abuse, and homelessness: Diagnosis, prognosis, and treatment. • Ability to keep resident engaged and motivated while holding them accountable.
• Ability to use PC operations and Office Suites: Word, Excel, PowerPoint. • Bilingual/Bi-literate English/Spanish preferred.

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Position Title: Pet Care Specialist -
Date: October 2021
Salary Grade: TBD
Division/Department: CAS/Social Services
Employment Classification: Non -Exempt
Reporting Status: Site Supervisor
The Salvation Army, an international movement, is an evangelical part of the universal Christian church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination.

The Shelter Pet Care Specialist (PCS) provides basic needs and services for shelter residents and their pets to ensure their health and safety in a congregate setting. The PCS works with outside agencies and onsite with residents and their pets to provide resources, support training and assist with connecting them to services. • Conduct weekly/bi-weekly wellness check ins with pet owners to ensure residents and their pets are following all shelter guidelines and pet care responsibilities.
• Work with Intake to meet with new shelter resident pet owners (and their animal(s) to answer questions and/or provide additional context regarding community safety and health guidelines. • Educate residents regarding general shelter pet guidelines; monitor pet runs and dorms throughout shift to ensure animals are not left unattended.
• Partner with residents to ensure vaccinations, spay/neutering mandates are completed in the required timeframe. Help make appointments/arrangements as needed. • Partner with residents to assist with obtaining needed licensing and/or registration for animal (e.g., Support Animal, Service Animal, County Pet Registration/license). • Introduce new residents/pet(s) to dorm mates and ensure any questions/concerns are addressed. • Assist in the resolution of any pet related owner/resident grievances and document as instructed; address pet behavioral issues as needed.
• Partner with staff to answer questions/address any pet related concerns and/or supply needs in a timely manner.
• Conduct outreach to find training/grooming/other pet related services; review proposals with supervisor for approval prior to implementation.
• Source opportunities with shelters, pet care retailers, clinics to establish potential partnerships (e.g., donated supplies, low-cost vet services).
• Perform duties including but not limited to) cleaning pet runs, refilling waste removal bag stations, completing pet supply inventories, monitoring pets for residents off site due to medical emergencies, ensuring kennels are in good condition, setting up training/fun activities for pets and their owners, etc. • Notify Facilities Supervisor if any pet related hazards exist on the AES campus. • Use conflict management, de-escalation, and crisis intervention techniques to diffuse emergency situations involving residents and/or their pets
• Promote compassion and positivity toward shelter residents and their pets in all situations. • Other duties as assigned by Supervisor.

Ability to walk, stand, bend, squat, climb, kneel, and twist on an intermittent or sometimes continuous basis. Ability to grasp, push, pull objects such as files, file cabinet drawers, and reach overhead. Ability to operate computer, fax, and telephone. Ability to lift up to 40 lbs. and control leashed animals. Ability to drive residents and their pets to appointments. Work is often performed outdoors; must be able to walk and/or stand for prolonged periods of time.

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• By virtue of its direct contact with, and
•
Driving Test and clean MVR check. (Driving
representation to people who engage in Salvation
required)
Army programs, people who demonstrate an
•
Bilingual/Bi-literate English/Spanish preferred.
understanding of The Salvation Army's Christian
•
Outstanding communication and customer service
mission are required for this position.
skills.
• High School Diploma or GED (required)
•
Detail oriented to complete documentation
requirements and ensure grant/program
• Minimum 1 -year professional experience working
compliance.
with animals (pet day care, rescue animal shelter,
veterinary hospital, pet obedience trainer, etc.).
• Excellent pet handling skills and intuition.
•
Must have ability to communicate effectively and
remain positively engaged with co-workers,
community members, residents, and their pets.
• Must be comfortable working with dogs of varying
•
Must have flexible availability to include nights and
sizes, breeds, and temperament.
weekends.
• Must be in good physical health and mental health,
capable of meeting the demands of the position.
• Must be comfortable working outdoors and
walking/standing for long periods of time.
•
Computer literate; effectively use computerized
database for resident file management, with basic
skills in Microsoft Office: Microsoft Word,
PowerPoint, Excel, and Outlook email.

Employee Signature
Supervisor Signature
Print Name
Date
Print Name Date
This position description has been assigned to indicate the general nature and level of work performed by employees in this classification. It is not designated to contain or be interpreted as a comprehensive inventory of all responsibilities and qualifications required of employees assigned to this position.

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Kenneth Perine
310-347-8983
[email protected]
I have 25 years of public speaking experience and I use that experience to articulate the mission in a way that encourages our paid staff and our volunteers to see the impact their actions have on the community we serve. I lead and manage in a way that awards excellence and encourages team ownership. This provides an atmosphere of both accountability and cohesiveness around our mission and vision. I very experienced in making presentations to the public at community events and City/County council meetings. I have had numerous television/radio/newspaper interviews where I have shared the vision of our organization and stories of the impact we have in the community.

To achieve our goals, I work with departmental leaders to help them develop and achieve their goals in a manner stays on or below budget and provides the maximum impact in their individual programs. I also work with our development team to recruit advisory board members whose role is to help with program development and assessment, programming goals, community interaction, fundraising, and financial development.

I develop fundraising programs to meet our financial needs of each assignment. In my current assignment this was done by working with an outside consultant to develop three statements that encompasses the forty to fifty weekly programs the site has. The result has been that all of our team can recite these statements and know how their programs fit in those statements. This has allowed us to have one themed story weaved into the fabric of all our operations and has resulted in greater ownership in our team members and donors who understand the impact their donations are having in our community.

I develop relationships with city business leaders, city, county, state and federal elected leaders and their staffs, and other nonprofit organizations to help our organization reach the goals I have set for our location. I have successfully navigated delicate contracts and property proposals to City, County, State and Federal Government groups and boards to obtain funding for our programs in a crowded market of funding requests.

Major Milestones in my work History:
• I have managed the creation and stewardship of budgets that have ranged from 2 million to 40 million dollars.
• Successfully turned around many financially struggling centers and programs. Some of these programs had been running large deficits for years. I was able to put together teams to turn them cash positive, repay their debts and build their reserves and in some cases to prune off under performing units. This resulted in some units moving from a 500K yearly loss to a 900K yearly gain without stopping working programs and avoiding general layoffs. • Successfully developed strategies to improve under -performing locations, reduced loses and maximize profitability of local activities. Identified potential funding/donors and provided guidance to staff in achieving balanced budgets that showed growth and efficient profitability.

These efforts resulted in new programs and the closing of under performing programs that were no longer financially viable.
• Redirected a 10 -year building project that was lost in County regulations and community opposition. The result was a substantial increase in unit outcomes and a reduction in overhead and operating costs. This occurred by changing the unit's operational model, selling off under performing assets, remodeling existing properties, and purchasing a new facility at a substantial savings. The under performing unit had been losing 600K a year. The changes allowed for a net operating profit of 800K annually.
• Created programs for contract and grant requests for many multi -million impactful programs related to homeless and transitional housing services. • Successfully changed programming models to match community needs and funding. • Have developed numerous strategic plans and fostered their successful implementation. • Managed administrative, legal, human resources and financial supervision for both the corporate headquarters site and local sites over a four -county region. • Conducted regular risk assessments and quality assurance reviews to evaluate compliance with corporate, State, and Federal requirements and to identify potential gaps in policies, procedures, and business processes. These were also done to determine if an individual program or unit fit with the strategic and mission objectives.
• Have provided construction management of numerous properties whose total construction and remodeling costs exceed 70 million dollars. These projects have ranged in size from 10 thousand to 23 million dollars in size. They have included housing units, office space, housing, and maintenance yards.
• Have managed corporate tenant leases for excess properties that totaled over 70 thousand a month.
• Provide leadership to the Emergency Disaster Services department which has over 700 volunteers, 15 vehicles, and over 1 million in reserves. • Responsible for the management of a fleet of 163 vehicles. • Experienced in media and community relations and as such I have many hours of television interviews as the executive director of our programs.

Work History
EXECUTIVE DIRECTOR AND CORPS OFFICER The Salvation Army Spokane (1996 - Present)
As executive Director, I am responsible for a team of 11 departmental leaders who lead over 325 employees, 250 seasonal employees, and over 3500 volunteers. In my current role in Spokane I have led our team to increase our operations in five years from a 7 -million -dollar annual budget and no cash reserve to a 25 million dollar annual budget with 2,200,000 in cash reserves. I am responsible for all aspects of our social service, youth, and community programs. This includes hiring and training departmental leaders.

In this current appointment I am responsible for:
• 3 state licensed foster care programs for children aged 2 to 20. Two of which are 24/7 residential and one provides for court ordered visitation monitoring for children in the foster care program.

• 650 bed homeless intervention housing centers which includes two family shelters with 42 apartments and a 390 bed homeless bridge housing program these programs help homeless men and women gain sustainable income and permanent housing. • Family resource center which distributed 4,500,000 pounds of food last year. The center paid the rent and utilities for over 1,000 families in need last year. This program provides 14 different life skill classes to help the campus residents and community clients learn the skills to guide them out of emergency and into a stable lifestyle. • A summer camp program that hosts over 1000 children a year. The camp also hosts a Wilderness camp and a Summer sailing school,
• A Community Center which is in operation 7 days a week and hosts many programs for the campus and community. Some of the programs offered are: league sports; scouting; music instruction; after school club; Summer day camp, church congregation that is active in all aspects of our programing.

The Salvation Army Portland Tabernacle Portland, Oregon (July 2014 to June 2017) Corps Officer and Pastor. Responsible for the spiritual development of the congregation and expanding the social service offerings for my center. Supervised a staff of 4 employees and 8 volunteers and a seasonal staff of 100 employees and over 150 volunteers. This location had an accumulated a deficient of over $170,000. I was able to build the local advisory board, fund raise, add additional contracts for services and leverage reserves so that when I was transferred the program was operating in the black. Rose center senior center: 70 plus units of senior housing, community care programs in local nursing homes.

The Salvation Army Sierra del Mar Division San Diego, California (June 2009 to June 2014) Divisional Secretary for Business and Program and operated as a Chief Operations Officer for the Division. In this role I worked with the Divisional Commander, CEO, and Advisory board to take the vision and mission of both and move them forward in an efficient manner. It is was my responsibility to be one of the media front persons for events involving live and taped interviews for television to let the public know of our funding needs. I am also responsible for working with sensitive media issues to work towards a solution that is best for all parties. In this position I lead and managed multiple departments to include Human Resources, Legal, Property and Construction, Emergency Disaster Services, Child Safety, Social Services, Advisory Board \Development\Fund Raising, and Program for four counties. The combined annual budgets for these activities were in excess of 40 million. Some of the highlights of my leadership are that I provide leadership and oversight for the Human resources department with over 600 regular employees and 1000 seasonal employees. I was able to lead a team that was responsible for reducing our Workers Compensations claims by actively working to move people quickly through the system to full work status or other amenable outcomes. I was responsible for working with our lawyers to ensure the corporation is protected in a reasonable manner in all our interactions that occur internally and externally. In the property and construction areas of my responsibility, I led the team and the negotiations for the purchase of a $17 million dollar camp and its renovation to ensure the project took place on time and below budget. I redirected a 10 - year building project that was lost in County regulations and community opposition. The result was a substantial increase in camp outcomes and a reduction in overhead and operating costs.

This occurred by changing the camp's operational model, selling off under performing assets, remodeling existing properties, and purchasing a new facility at a substantial savings. The under

performing camp had been losing 600K a year. The changes allowed for a net operating profit of 800K annually after 3 years. The camp was purchased from an organization that had been running very large deficits for years and they could no longer afford to keep it. Prior to purchase and after purchase, I put together a team of camp and hotel expects to help formulate a plan for returning the camp back into a profitable operation. Staff changes were made and training took place for the staff team so they could work together to see a positive change in cash flow and customer satisfaction. The result was that the camp sales increased significantly which allowed us to pay off its loan and operate in the black by the time of my departure back to full time ministry. I led the team that was responsible for the sale of the old camp property to gain its maximum cash value. I was an active participant on the team that finished the 13 -million -dollar Capital Campaign for the redevelopment of our 11 -acre Door of Hope property. As well as providing leadership in other property projects between 100K to 5,000K in size and scope. I was responsible for is the Emergency Disaster Services department which had over 700 volunteers, 15 vehicles, and over a million dollars in emergency reserves. This department provides constant readiness training for our volunteers and employees to keep both groups up to date on policy and best practices in Emergency Disaster activities. This group responded to the many brush fires that took place during my time in this position. I provided oversight to our Child Safety program and was also a qualified "Train the Trainer" for Child Safety. This program teaches our staff, volunteers how to keep our children and vulnerable adults safe from predators.

My position was responsible for the implementation and supervision of the Child Safety program in all aspects of our operations. I was also responsible for the oversight of our Social Services efforts which served over 5,245,000 meals, 265,000 nights in a warm bed, and sent thousands to summer camp this past year. As well as the thousands of rental and power bill payments made for those in need. My development involvement was to lead the strategic planning group through a strategic planning process that involved all four counties. I was responsible for the continued full implementation of the plan.

The Salvation Army College for Officer Training at Crestmont Rancho Palos Verdes, California (June 2007 to June 2009)
Business Administration and Property Officer. I provided leadership to 3 departments with a total of 20 employees to include business, property maintenance, and landscaping. I had direct oversight of the 25 -million -dollar addition and remodel of the student housing. I developed and managed the budgets for these three departments. I was responsible to check on compliance of all college departments in relation to company policy and procedures as they relate to income/expenditures and HR. I taught practical business, organizational and management skills to students. I was responsible for the management of the fleet of 53 vehicles to include their planned maintenance and replacement. I supervised the implementation of the Archibus facility maintenance program which allowed a greater accountability of employee productivity, facility planning, contract management and warranty tracking. I also was taught practical business and organizational skills to students through on the job training. Budget $7,000,000 The Salvation Army Pomona Corps Pomona, California (June 2003 to June 2007) Corps Officer and Pastor. Responsible for the spiritual development of the congregation. This location had an accumulated a deficient of over $250,000 and was running a 100 -child preschool that had not run in the black for over 7 years prior to my arrival. I developed a community advisory board to help me determine the how to best meet the needs of the community, help me

understand how to turn around our preschool program and to help raise money to meet the needs of the community. The major activities of this location included a state licensed preschool and a small food bank that operated 2 days a week. In my time in this location, we started a licensed after school program, a summer day camp program, scouting programs, music instruction programs, and a senior skills program. I was able to add additional contracts for services and increase the social service programs to include rental and power assistance and tripled the size of the food bank. I sought input from community experts on preschools and with their help and input, the preschool program was redeveloped so that in ran in the black while still serving the same population base. We implemented a program that sought to move people from dependency on services to independent living. When I departed, the program was running a $900,000 budget and was operating in the black with $200,000 in reserves. I supervised a staff of 14 employees, 12 regularly scheduled volunteers, a seasonal staff of 50 employees and over 300 volunteers.

The Salvation Army Eastside Corps Bellevue, Washington (July 1998 to June 2003) Corps Officer and Pastor. Responsible for the spiritual development of the congregation and expanding the social service offerings for my center. Supervised a staff of 4 employees and 5 volunteers and a seasonal staff of 50 employees and over 150 volunteers. This location had an accumulated a deficient of over $110,000 and was renting a building for $6,500 a month. I was able to build the local advisory board, fund raise, add additional contracts for services and leverage reserves so that when I was transferred the program was running a $600,000 budget and was operating in the black with $400,000 in reserves. I had also purchased land for a new building our team had designed.
1996 IPITEK Carlsbad, California (January 1995 to August) RF Engineer 3. Project supervisor for externally modulated fiber optic laser transmitters 1550/1310 NM 16 dbm transmitter receiver systems and receiver systems for use in cable and phone Headend sites. Designed broad band RF modulator components and broad band receiver components. I created user guides and test manuals for equipment that at the time was completely new for the customer base. Traveled worldwide to provide design and technical support for marketing and customers. In this position I was able to increase customers' confidence in our products by helping customer understand fiber networks and training their employees how to install the equipment correctly for maximum value. I worked with the sales team to defuse and improve difficult situations related to customer installations. This resulted in significant increase in customer satisfaction and sales.

Solotrol Sorrento Valley, California (June 1994 to January 1995) Lead Engineering Technician project supervisor on RF communications package for irrigation controllers. Traveled worldwide to provide design and technical support for marketing and customers.

Transworld Communications a subsidiary of Datron Systems Vista, California (March 1989 to June 1994)
Lead Engineering Technician/assistant project supervisor on PRC 1088 VHF Frequency Hopping Radio System, 1077 VHF radio system, 1099 HF Radio system, communication security, and wrote user guides and test manuals for equipment. Traveled worldwide to provide design and technical support for marketing and customers.

Xentex, INC Vista, California (June 1988 to May 1989)
Power supply repair technician.

United States Marine Corps Veteran (January 1989 to August 1996) United States Marine Corps Active/Reserve
Mag 39 and Mag 46 HMLA 367 and HMLA 775 Camp Pendleton, California Staff Sergeant. Avionics work center supervisor.

Received Navy Achievement Medal for superior leadership.

CDI License (Collateral Duty Inspector) for AH1J Cobra Helicopter. Certified aircraft safe for flight. Acted as the squadron Gunnery Sergeant for two years. Responsible for leading and supervising over 60 enlisted reserve Marines during this time.

June 1984 to June 1988 United States Marine Corps Active Duty Camp Pendleton, California Aircraft Communications Technician with Marine Air Group 39. Repaired and maintained all types of VHF FM, UHF AM/FM, Survival Radios, Communication Security equipment.

Honorable Discharge May 1988
Activated to active duty from December 1990 to May 1991 and sent to Saudi Arabia for participation in Desert Shield/Storm. Served as assistant Avionics Supervisor and Communication Security equipment. Designed and implemented secure intercom system for the U.S.S Wright.

Honorable Discharge August 1996
Professional organizations and affiliations
Rotary Club, Salvation Army Advisory Board, Willamette Sailing Club, Santa Margarita Sailing Club
Education
Bachelor of Arts Organizational Management
Northwest University — Kirkland, WA
Associates of Arts Ministry
College for Officer Training — Palos Verdes, CA
Associates in Arts Liberal Arts and Sciences
Palomar College
San Marcos - CA
Other information
• Secret Clearance administered by ETNAC
• Experienced with custodial issues pertaining to US State Department travel restrictions for sensitive equipment to countries with travel advisory/alerts. • Cultural Intelligence Trained
• Knowledgeable in multicultural sensitive issues relating to South American, Asian, Hindu, Buddhist, and Muslim communities.

• USMC Desert Shield/Storm Veteran
• Marine Corps Staff Non -Commissioned Officer Academy August 1994 • US Sailing Licensed Sailing Instructor
• CPR/First aide certificate

DR. BEN HURST
CONTACT • EXPERIENCE
949.838.5023 phone
[email protected] email
Mission Viejo, CA 92691 address
https://www.linkedin.com/in/ben-hurst- linkedin
a5a15a59
carioc.com website

PROFESSIONAL SUMMARY
With over 20 years of experience as a community leader
and social entrepreneur, I am the co-founder and Director of The Salvation Army's Center for Applied Research and Innovation, and also the 14 -acre, $100 million
comprehensive homeless care campus, The Center of Hope
in Anaheim, California. Some of my unique talents include the ability to think strategically with large systems models, to be able to message and market transformational ideas with passion and inspiration, and to gather funding and broad community support for enterprise -size projects and program initiatives.

I am the principal creator and program architect of the Homeless Throughput System, a revolutionary model that
aims to reduce homelessness and increase self-
sufficiency. I recently designed the Life Transformation Program, a breakthrough Substance Use Disorder
recovery program targeted specifically for the homeless population. I also led the completion of the construction of the 224 -bed Anaheim Emergency Homeless Shelter in a
local record 79 days. My work has been profiled in various media outlets including The Los Angeles Times, The Orange County Register, and AM830 Angels Radio and recognized as significant advances in the quest to end chronic poverty, social isolation, and homelessness.

April 2022 - Present
Director, CARI
The Salvation Army - Orange County
• Established the Salvation Army Center for Applied
Research and Innovation (CARI), a social sciences
research center, including raising $12 million for the
new CARI facility at Center of Hope
• Secured $1.5 million in local philanthropic support
• for CARI program operations
• Designed and led implementation of the Homeless
Throughput System concept
• Led the design of the "Life Transformation
Program", an innovative new medical detox and
SUD residential recovery program designed
specifically for the homeless population
• Led the team responsible for all aspects of the
design, project and program development of the
72 -unit homeless Permanent Supportive Housing
project at Center of Hope, completed in October,
2023
• Testified twice before the California State Assembly
as a recognized expert on community homeless
response
EDUCATION •
November 2023
Doctor of Social Work
The University of Southern California
June 2018
MBA
April 2019 - April 2022
Director of Operations
The Salvation Army - Orange County, US
• Led the conception, fundraising and development
of the Center of Hope campus, a 14 -acre, $100
million new campus for comprehensive homeless
care
• Repurposed underperforming Social Services
programs which erased a county -wide, multi -year
budget deficit and resulted in a county budget
surplus
• Personally raised $10 million in project funding for
the homeless housing PSH project at Center of
Hope
• Led the team that established the 325 -bed Anaheim
Emergency Shelter in a local -record 79 days
• Directed the TSA Orange County response to the
COVID-19 pandemic, including the mobilization of

Western Governor's University
June 1997
Bachelor of Arts
Northwest Nazarene University
SKILLS
• Innovation and Creativity
• Strategic Planning
• New Program Development
• High Performance Team Leadership

REFERENCES
References available upon request

ADDITIONAL INFORMATION
new emergency pop-up shelters, the staging of
mobile isolation units, and the establishment of
new food distribution and rent payment programs
• Served as principle organizational liaison with civic leadership at the highest local levels, including
Congressmen, State Assembly members, County
Supervisors, Mayors, City Council members, City
Managers and City Department Heads
October 2012 - April 2019
Director of Donor Relations/Corporate Engagement
The Salvation Army - Orange County
• Pioneered "Project X", an innovative A.I.-powered
new donor identification and acquisition tool
• Featured speaker at the Salvation Army National
Community Relations Conference in Phoenix, AZ in
2016
January 2003 - October 2012
Senior Pastor
New Season Church, Orange County, CA
• Provided spiritual guidance and leadership to the
congregation by delivering sermons and facilitating
faith -based activities.

AWARDS/RECOGNITIONS/VOLUNTEER WORK
- County of Orange Commission to End Homelessness 2023
- City of Anaheim Housing Element Committee Member 2021 - Orange County United Way Unsung Hero of the Homeless 2020 - Marvin Cook Award for Doing the Most to Inspiring Others to Lofty Ideals of Service 1997 - NNU Board of Trustee's Scholarship for Public Speaking Excellence 1995 - Junior Rotarian of the Year, Middletown OH 1990
- "Best Team Attitude" Varsity Soccer 1988

ANDRE ABRANTES
16 Appomattox, Irvine, CA 92620 - linkedin.com/in/andregfabrantes 310-923-8979 - [email protected]

SUMMARY
Transformational Leader (Positive Leadership; Positive Psychology approach)

EDUCATION
Master of Science, Vanguard University, Costa Mesa, California, 2019 - 2021 • Industrial Organizational Psychology; GPA: 4.0
Bachelor of Arts, Vanguard University, Costa Mesa, California, 2008 - 2011 • Music Ministry: training in teaching voice, instruments, and conducting; GPA: 3.6 o Instruments: guitar, piano, bass, and drums.

Pastoral Leadership Certificate, Monte Esperanca em Portugal, 2003 - 2005 • Assemblies of God Bible Institute in Portugal; GPA: 3.7 • Ordained as minister with the Assemblies of God Fellowship in Portugal (since 2007), Tri-Lingual Skills: fluency in Portuguese, English, Conversational Spanish, and basic level in Mandarin and French.

OTHER EDUCATION
The Working Genius, The Table Five.
• Certified Facilitator The Working Genius, 06/2023.

Financial Coach Certification, Dave Ramsey Solutions.
• Certified Dave Ramsey Financial Coach, 12/2021.

WORK EXPERIENCE
Ministry Leader, The Salvation Army, Tustin Ranch, CA
Orange County Coordination: 6/2023 — Present
• Direct and manage all Social Services programs run by the County Coordination, including seasonal and/or temporary programs. Social service programs include Family Services, Shelters, Permanent Supportive Housing (PSH), Transitional Living, Pathway of Hope Initiative, and Human Trafficking. Other programs may be added in the future to support current community needs.
• Establish and maintain baseline service expectations for all social services run by Orange County Coordination.
• Ensure successful design of any new/pilot OC Coordination Social Services programs. • Supervise Case Managers and leaders of housing programs, Family Services, Anti-Traficking Services, and test/temporary programs.
• Oversee and act as liaison between research projects/partners (eg. UCI), Center for Applied Research (CARI) and OC Social Service programs.
• Establish and maintain budgets for all County Coordination Social Services programs in conjunction with department managers.
• Collaborate effectively with County Coordination and (may) serve on the Executive Leadership Team (ELT). This
• includes attending regular staff meetings and coordinating with other county employees who oversee elements such
• as donor/public relations, business administration, CARI, human resources, etc. • Represent TSA Social Services ministries in the community to improve visibility and partnership opportunities. This

ANDRE ABRANTES
16 Appomattox, Irvine, CA 92620 - linkedin.com/in/andregfabrantes 310-923-8979 - [email protected]
• includes representing TSA on continuum of care committees and other community coordination groups.
• Oversee and develop staff training opportunities, including new staff orientation. • Communicate volunteer needs to the Volunteer Coordinator and ensure TSA volunteer procedure is followed.
• Oversee and coordinate County Christmas distribution preparation and planning with Family Services and OC
• Coordination team.
• Oversee completion, accuracy, and submission of monthly statistical reports from all OC Social Service programs.
• Ensure each program properly maintains statistics and that staff submits accurate information.

Ministry Leader, The Salvation Army, Tustin Ranch, CA
Tustin Ranch Corps: 1/2022 - 6/2023
• Partnered with Officers in casting vision and direction of the ministry of the Tustin Ranch Corps. • Develops and promote teams to support ministry at the Tustin Ranch Corps. • Performs weekly check -ins with staff members to better enhance their collaboration and job performance.
• Promoted, managed, and evaluated change management at the Creator's Corner Preschool and Henley Afterschool Programs.
• Integrated the new Director of Children's Ministry through supported transition to warrant sustainability, supportive structure, and team development. • Developed organizational systems to create a comprehensive workflow and increase successful communication that supports ministry at Tustin Ranch Corps. • Supervised Social Services Pastoral Care Leader in collaboration with Director of Social Services. • Defined strategy for ministry support in social services in collaboration with Director of Social Services.
• Collaborated with Corps Officer in developing a preaching schedule, weekly service plan, and main events at Tustin Ranch Corps.
• Coordinated, collaborated, and managed new initiatives at the Corps such as Men's Breakfast, Saturday Contemporary Services, and Food, Fun and Friends. • Implemented best practices for ministry meetings based on Leadership workshops promoted by leadership at The Salvation Army Orange County.
• Managed logistical demands of the Corps such as the purchase of new sound equipment and its installation, and created a six-month piano tunning schedule with vendor for all the pianos at the Corps.
• Established an audio and visual system that allows Sunday services to be stream online while utilizing the same technology to enhance the in -person experience. • Created, promoted, and led Community Groups to enhance discipleship, integration, and connection within the Corps.
• Developed an annual calendar for all the activities at the Corps. • Created partnerships with Dance4Joy to integrate dance as a form of worship. • Developed and expanded the worship team.

Pastoral Care Leader, The Salvation Army, Anaheim, CA,

ANDRE ABRANTES
16 Appomattox, Irvine, CA 92620 - linkedin.com/in/andregfabrantes 310-923-8979 - [email protected]
Orange County Social Services: 3/2021-12/2021
• Developed and implemented all Social Services Pastoral Care programs within OC. • Worked with department leadership and staff to ensure policies are updated and follows TSA guidelines.
• Reached out to those receiving TSA OC Social Service assistance, persons/families living in TSA OC shelters, safe homes, or transitional housing units, OC614 ministry clients, and OC TSA staff with the goal of assisting them in their spiritual walk. • Worked closely with local Corps officers to provide access to weekly worship services for residents and families associated with TSA OC Social Services. • Collaborated with Tustin Ranch Corp in worship and the preaching of the Word of God on Sunday services and with the Online services.
• Prepared and provides mid -week adult bible study, Celebrate Recovery, support groups, prayer meetings, and spiritual instructions as identified by local needs. • Built partnerships, when appropriate, with different ministries and local churches. • Collaborated and coordinated with different ministries throughout OC. • Created effective weekly worship services and provides other worship options. • Handled visitation and prayer requests.
• Met, coached, coordinated, and supported volunteers' calling to serve residents. • Offered Pastoral Care support to residents as well as staff. • Provided statistics and outcomes for all required TSA ministry reports.

Program and Accreditation Coordinator, Vanguard University, Costa Mesa, CA, Graduate Program in Education: 5/2017 - 3/2021
• Provided leadership for the staff of the Graduate Program in Education and Teacher Advancement Program. Serve as Office Manager.
• Assisted with the admission process into the Master of Arts in Education • Assisted with the promotion of the Graduate Program in Education to Liberal Studies and teaching track undergraduate students.
• Coordinated recruiting, advising, and tracking of MA students in the program. • Executed effective graduate orientations for new students each semester. • Collaborated with the Director in preparing and managing a balanced budget for Graduate Education and TAP programs. Advocate for budgetary needs through planning, analysis and management.
• Advised the Director and faculty regarding students' needs for remediation and intervention. • Worked with the Director and faculty in reviewing program changes and curriculum development.
• Hired and trained teaching assistants and student workers. Assisted with program staff hiring and training.

Music Director, Newport Mesa Church, Costa Mesa, CA.,
Music Ministry: 6/2017 — Present
• Collaborated and participated in the Sunday service planning for an impactful and transformative worship experience.
• Set up and customized tracks on Ableton.
• Designed musical arrangements for songs and/or musical sets.

ANDRE ABRANTES
16 Appomattox, Irvine, CA 92620 - linkedin.com/in/andregfabrantes 310-923-8979 - [email protected]
• Provided technical support to singers, musicians, and tech team. • Collaborated with Worship Pastor and Production Team
Teacher Advancement Program Specialist & Data Analyst, Vanguard University, Costa Mesa, CA., Graduate Program in Education: 7/2016 - 4/2017
• Supported recruitment and retention by providing high level of customer service and positive inter -personal communication. Program enrollment increased with growth of 285 students between 2016 and 2017 comparatively to 2015. Revenue increased 27.5% (from 254k 2015/2016 to 324k 2016/2017).
• Supported the Teacher Credential Program with data analysis reports for the Commission on Teacher Credentialing
• Developed systems, using Office 365 applications, to support data driven reports for both TAP and Teaching Credential Programs.
• Attended data analysis training, provided by the Masters Program, consisting of five workshops in SPSS (Statistical Package for the Social Science) to learn how to use statistical software for quantitative data analysis.

Missionary through AGWM, ESL Teacher, Shaanxi University of Technology, Hanzhong, China, 9/2012 - 1/ 2016
• TEFL Certificate: 40 hours
• Classroom teaching reflects 2000+ hours; exposure to pedagogy and curriculum. • Collaborated with Assemblies of God World Missions to establish relationship between Shaanxi University of Technology and mission agency.
• Organized and led Bible study meetings in coffee shops for college students. • Taught Bible course to approximately 300 students between 2013-2015.

Associate Pastor, Portuguese Church, Paris, France, 9/2005-12/2007 • Worked directly with Lead Pastor.
• Coordinated Lead Pastor transition from 2006-2007.
• Oversaw youth and worship ministries.
• Coordinated church conferences as well as youth camps. • Implemented a theological training program for high -capacity volunteers in 2006. • Develop a system of leadership through delegating and raising leaders from within the congregation both at the worship and youth level.

HONORS & AWARDS
• Speaker, 35th conference of Portuguese Speaking Church Communities in Europe, 6/2011 • Delta Kappa Recipient, Vanguard University Honors Society, 5/2011 • Concert Choir Member of the Year, Vanguard University, May 2011 • Graduating Class Student Speaker, Vanguard University Commencement, May 7, 2011 • Barbara Kraiss Scholarship Award Recipient, 12/2009

PROFESSIONAL SKILLS
Leadership, Communication and Interpersonal Skills:
• Vast and extensive knowledge and experience working with diverse teams (including gender, race, and age).

ANDRE ABRANTES
16 Appomattox, Irvine, CA 92620 - linkedin.com/in/andregfabrantes 310-923-8979 - [email protected]
• Excellent critical thinking skills and the ability to communicate effectively to different public. • Ability to lead the staff team in excellent customer service and resolving issues • Team- and problem -solving experience
• Ability to initiate systems and process for effective program management, program marketing and advisement.
• Experienced and seasoned public speaker.
• Transformative leadership style based on a positive psychology approach.

OTHER RELEVANT SKILLS:

Software Skills: experience in working/applying different systems, such as SPSS, Colleague, Office 365, Survey Monkey, Google Docs, Qualtrics, Teams, and Decisions.

Multimedia Tech Skills: Final Cut Pro, iMovie (Video Editing Software), Dreamweaver (website builder), Photoshop (photo editor), Ableton.

Computer basic hardware skills: Proper replacement/install of memory RAM, Hard Drives, and other devices.

International Travel experience in diversified world views traveling in China and Europe (France, Portugal, Luxembourg, Germany, China, Thailand, The Philippines); have learned the value of promoting consensus for team building.

Shannon Lamb
300 W. Lincoln Ave #23
Orange, Ca 92865
Cell: 815 -988-2553
[email protected]
Education
Northern Illinois University, Dekalb, IL
Bachelor of Science in Family and Child Studies, December 2003 Argosy University, On -Line
Master of Science in Human Services, March 2016
Professional Experience
The Salvation Army, Orange County Ca, October 2011 -Present Director of Quality Assurance, May 2021- Present
Provide strategic, administrative, and reporting guidance for all homeless services facilities and programs within Salvation Army Orange County. Ensure that all housing related social service programs and activities operate in a manager consistent with the mission. Review and source funding contracts between the agencies, cities and The Salvation Army.

Senior Manager of Homeless Services, January 2019- May 2021 Provide administrative, personnel, and program oversight to the operation of all Homeless Service Facilities and Programs. Provide strategic planning and staff development. Oversee funding contracts between agencies, cities, and The Salvation Army and serve as a liaison between the County Continuum of Care and other organizations.

Homeless Services Coordinator, October 2016 -January 2019 Act as a preceptor to MSW interns, case workers and shelter staff and volunteers. Maintain intake records, hard copy files and electronic files in Bridge's system. Assist with gathering and recording statistics for monthly reports and grants. Provide case management as needed.

Homeless Services Case Manager, October 2011 -October 2016 Provide case management for emergency shelter guests and transitional living participants by working with clients on goal setting, budgeting, resources, and referrals. Conduct/Assist in interviewing program participants, planning and leading classes and life skills groups.

SPIN (Serving People in Need) Family Housing/Substance Abuse Case Manager/Consultant, September 2009 -November 2012
Administrative duties include data entry into multiple databases, knowledge of Microsoft word, excel and outlook. Maintain calendar and schedule client intake and monthly meetings, fax, copy, maintain files, and answer multiple line phone system. Provide ongoing case management to homeless families with children. Provide the families with permanent housing and work with each family on budgeting and life skills throughout the course of the program. Conduct interviews, review applications, approve/deny applicants as well as data entry within agency and in the HMIS system, track and report on multiple grants and maintain case files.

Attachment F- MOU
The Salvation Army

RENTAL USAGE QUESTIONNAIRE

CONTACT INFORMATION
Name of Responsible Organization or Individual: North Orange County Rea onal Health Foundation dba Family Health Matters Community Health Center
Point of Contact and Authority to Contract: Melissa Dutton (POC); Lisa Ramos (ATO)
Mailing Address: 1182 N Euclid St. Anaheim, CA 92801
Phone: 714 - 4 41- 0 41 1 Fax: 657-272-7236
E -Mail: melissa.duttonanocrhf oru ; Iisasamos amocrhf oru ORGANIZATION MISSION STATEMENT:

Please write below or attach your organization Mission Statement:

The mission of Family Health Matters is to work in partnership with our community to improve the lifelong health and well-being of our patients.

INDIVIDUAL OR ORGANIZATION PLANNED FACILITY USE AND ACTIVITIES:

The area requested and the detailed description of planned activities in the facility, if access is rranted:

Family Health Matters Mobile Medical Clinic and Field Unit is staffed by licensed health care professionals. We are dedicated to helping our community achieve and maintain health and wellness.

Our 36 -foot long Mobile Health Clinic features two private exam rooms, a bathroom, and wheelchair access. It is equipped with a laboratory and latest medical equipment that you can find at our on -site clinic. This enables us to deliver quality healthcare anywhere in the community— helping to reach people who may have a difficult time accessing medical care.

The Family Health Matters units serve all patients regardless of insurance status. We accept Medi-Cal, Medicare, most private insurance, and offer a sliding scale program.

We provide care for needs such as:
• Physicals/Annual Exams
• Sick Visits (Le. earache, headache)
• Chronic care management (i.e. diabetes care, blood pressure) • Women's services (including mammograms, pap/pelvic exams) • STIISTD check
• Family planning (i.e. counseling, emergency contraception, prevention) • Patient Education
• Patient Outreach (i.e. insurance enrollment, resource linkage) • Health screenings
• Lab testing (including testing for COVID-19 and RSV)
• Prescriptions
• Referrals and information for mental health services
• Emergency services are not provided.

Appointments are available in -person or via telehealth (Zoom). Same Day appointments are available.

Proposed date(s) of your event: May 01.2023 through May 01.2024 Number of Expected Participants: 5-20

Is your organization non-profit? v0' -YES NO
If yes, please provide a copy of your 501(c) 3 or related evidence of nonprofit status LIABILITY INSURANCE (To be included with facility use agreement after this document is approved) The Grantee shall furnish evidence of general liability insurance with limits of not less than $1,000,000 as to each occurrence and $1,000,000 aggregate, without sublimits unless otherwise approved in writing by The Salvation Army, said insurance to be kept in full force and effect at all times during the terms of this agreement and shall, by endorsement, name The Salvation Army, a California corporation, its agents, employees, and volunteers as additional insured. Such additional insured endorsement shall be furnished with the evidence of insurance described here. The Salvation Army reserves the right to request higher policy limits for higher risk activities. The Grantee shall also furnish an amendment to the policy evidencing an agreement by the insurance carrier that the policy shall be primary to and will not seek any contribution from any insurance coverage (primary, umbrella, or excess) maintained by The Salvation Army, and not be canceled or coverage reduced without first giving thirty (30) days written notice thereof to the Risk Management Department of The Salvation Army, 30840 Hawthorne Blvd Rancho Palos Verdes Ca 90275. The grantee shall also provide an endorsement to the policy indicating the carrier has waived any rights to subrogation against The Salvation Army and the other additional insured's listed above.

Requesting Organization or Individual Signature:
(sign/print)
ot-:d42___ Lisa Ramos
Corps Officer/Institution Director
Recommendation:

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Health Services

LOS ANGELES COUNTY
Los Angeles County
Board of Supervisors
Hilda L. Solis
First District
Holly J. Mitchell
Second District
Lindsey P. Horvath
Third District
Janice Hahn
Fourth District
Kathryn Barger
Fifth District
Christina R. Ghaly, M.D.

Director
Hal F. Yee, Jr., M.D., Ph.D.

Chief Deputy Director, Clinical Affairs
Nina J. Park, M.D.

Chief Deputy Director, Population Health
Elizabeth M. Jacobi, J.D.

Administrative Deputy
Marilyn W. Hawkins
Human Resources Director
Catherine M. Mathers
Risk Management Director
Centralized Contract
Monitoring Division
313 N. Figueroa Street
6,h Floor East
Los Angeles, CA 90012
Tel: (213) 288-7030
Fax: (213)288-2958
www.d hs.lacountv.Qov
"To advance the health of our
patients and our communities by
providing extraordinary care"
www.dhs.lacounty.gov
E-mail to: nick.dumitrescu usw.salvationarmy.org
January 24, 2024
Nick Dumitrescu, Controller
The Salvation Army
16941 Keegan Ave.

Carson, CA 90746
RE: INVOICE AND FISCAL DESK REVIEW FOR MASTER
AGREEMENT NO. H-709558 (FISCAL YEAR 2022-23)
Dear Mr. Dumitrescu,
The County of Los Angeles Department of Health Services (County or DHS) Centralized Contract Monitoring Division (CCMD) has completed its invoice and fiscal desk review of The Salvation Army's Work Order Nos. 010-HFH-ICMS, 088-HFH-ICMS, 260-HFH-IHS, and 333-HFH- IHS under Contract No. H-709558. The objective of the desk review is to determine whether The Salvation Army is following the fiscal provisions of the contract and fiscal guidelines issued by the County's Auditor -Controller (A -C).

The desk review consisted of evaluating the Contractor's: 1) compliance with billing and payment provisions, 2) sufficiency of internal controls, 3) adherence to its accounting policies and procedures, 4) revenue recording, and 5) Cost Allocation Plan against basic elements required by the A -C.

Based on our review The Salvation Army is in compliance with the fiscal provisions and guidelines referred to above.

DHS values your service to the community and thanks you for your cooperation during this review. If you have any questions on this report, please contact my staff Cannice Chen at (213) 288-7134 or [email protected].

Sincerely,
Manuel Alderete, Fiscal Auditing Manager
Centralized Contract Monitoring Division
MA:AM:cc
c: Mayra Chaidez, Divisional Homeless Services Director, Salvation Army Valeria Medina, Business Manager, Salvation Army
Tryphenia Funches, DHS CCMD
Renee Williams, DHS-Housing for Health
Jabari Cole, DHS Housing for Health
Mary Ann Arochi, DHS Finance - Housing for Health

City Net
April 3, 2024
Dear Members of the Placentia Navigation Center Proposal Review Committee:

I am pleased to submit this letter in support of The Salvation Army —Orange County's proposal to operate the Placentia Navigation Center.

The Salvation Army is unique among homeless service providers because when you partner with them, you get the benefit of working with an international humanitarian relief organization with a track record of innovative programming and compassionate care spanning more than 150 years. This heritage is meaningful, as it provides standards and accountability, along with a deep reservoir of support and practical knowledge to the teams on the ground in Orange County.

You also get a local Salvation Army team with a decades -long commitment to ending homelessness in Orange County. Their innovative framework, called the Homeless Throughput System, seeks to implement a system of care that will not just meet the emergency needs of those suffering from homelessness but create a pathway for community integration where those experiencing homelessness can attain healed and restored lives. This includes creating pathways where individuals can get drug -free, back to work, and connected to permanent housing.

City Net has been proud to partner with The Salvation Army —Orange County to end homelessness since we started our work in Orange County in January 2014. From that time to the present, City Net has referred 2,352 people experiencing unsheltered homelessness in north Orange County into Salvation Army facilities, including 676 in 2023.

You should be proud that The Salvation Army —Orange County is considering the operations of the Placentia Navigation Center, and I urge you to give them your highest consideration.

Matt Bates
Chief Operating Officer
City Net: 4508 Atlantic Ave, Suite 292, Long Beach, CA 90807 1 �--I North Orange County Regional Health Foundation
901 West Orongethorpe Avenue, Fullerton, CA Office (714} 441-0411 Fax (714) 441.1824 March 25, 2024
RE: Letter of Support/Reference for The Salvation Army as the operator of the Placentia Navigation Center
To Whom It May Concern,
North Orange County Regional Health Foundation DBA Family Health Matters strongly supports The Salvation Army's proposal to operate the Placentia Navigation Center for homeless individuals. In our experience with The Salvation Army's existing, major programs in Orange County, we have the found the organization to be thoroughly competent in all aspects of serving homeless clients, and highly effective in working with a difficult population, and putting these individuals onto better life paths.

Family Health Matters looks forward to a close working relationship with the Salvation Army; if awarded funding to operate the new shelter, which will assist in ending the homelessness epidemic, and improve the lives of our most vulnerable neighbors in North Orange Count
Sincerely,
Rocio Nunez Magdaleno
Chief Executive Officer

Attachment H- Client intake forms
DOING THE The Salvation Army
MOST GOOD New Client Intake Housing and Tenant Assessment Name:

DOB: SS#
Room # _
Bed #
State/Country Born: Phone# Email Age:

Where did you sleep last night? What city?
How long did you stay there? City of last permanent address Total times in the past 3 years you slept on the streets/shelter (include today)? How many months you've been on streets/shelter the past 3 years? Last time you lived under a roof (room for rent, motel, friends/family) Indicate if you have any history of: ❑ Alcohol Abuse ❑ Substance/Drug Abuse ❑ Physical Disability ❑ Mental Health Problem ❑ AIDS/HIV ❑ Developmental Disability ❑ N/A Staff: If yes to any of the above, please also select: ❑ Disabling Condition ❑ Chronic Health Condition Monthly Income: $
Source of income: Food Stamps? ❑ Yes ❑ No
Monthly Bills/Debt- (phone, car, food, cigarettes, credit cards, old debts owed) Debt: Amount: $ per month
Debt: Amount: $ per month
Debt: Amount: $ per month
Are you a survivor of Domestic Violence: ❑ Yes ❑ No If yes; Currently Fleeing? ❑ Yes ❑ No ❑ N/A How long ago? ❑ 0-3 Months ❑ 3-6 Months ❑ 6-12 Months ❑ 1+ years ❑ N/A Had cough for more than 3 weeks? ❑Yes ❑No Currently on: ❑Probation ❑Parol ❑N/A Health Insurance, what kind? ❑ Medical/Medicaid ❑ Medicare ❑ Private ❑ Other:

Please list any medical conditions, medications or recent hospitalizations for which you are being treated at this time:

Have you served in the U. S. Military? ❑ Yes ❑ No If yes, enlistment year: and discharge year:

Branch: Operation(s):

Employment Status: ❑ Unemployed ❑ Full time ❑ Part-time ❑ Retired ❑ Disabled Marital Status: ❑Single ❑Married ❑Divorced ❑Widowed Ethnicity: ❑Hispanic ❑Non -Hispanic Race: ❑White ❑ African American ❑Asian ❑American Indian/Alaskan ❑Pacific Islander Do you have the following, if yes, please upload a copy to Wellsky. ❑California ID/DL ❑ Social Security Card ❑Birth Certificate

Additional Housing Members (for obtaining permanent housing):

Name
Age
Relation to HOH
Pet Info:# of pets?
Type:

Vehicle Info: Make: Model:

Certified?
License Plate Number:

Housing Voucher?
Housinc Authority: Expiration Date:

Barriers to Housing: (Evictions, Criminal Background, medical conditions etc).

Details:

Housing Needs:

Location preferences: Preferred Size:

Any requirements? (elevator, downstairs, ADA, pet friendly):

Rental History:

Documentation:

Address:

Landlord Name:

Landlord Number:

Rent amount:

Length of residency:

Reason for moving:

Connected to any other supportive services/agencies?
Agency:

Name:

Number:

Prayer Request?
Would you like a pastoral visit?
Client Signature
Please contact me by:

Date
7/20

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RESIDENT NAME:

CES Ready Questionnaire
BED #: DATE:

Have you ever been legally evicted? Yes
No ID!
Are you already connected to a housing opportunity? Yes ❑ No ❑
OR currently working with an agency to locate housing? Yes ❑ No❑ Are you in agreement to accept any housing opportunity that comes along? Yes ❑ No ❑ Do you currently have an ID, social, Birth cert of SSI/SSDI verification documents? Yes ❑ No ❑ (If so, please make a copy and upload to HMIS file)

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Continuum of Care
Homeless Management Information System Client Consent form Welcome to the Orange County Continuum of Care (CoC).

You are currently accessing services from an entity participating in the Orange County Homeless Management Information System (HMIS). HMIS is the secure database used to collect and store information about clients served through this entity. It also allows the sharing of information among HMIS participating entities to streamline access to services and help them understand a client's history of homelessness or housing instability. HMIS is managed and operated by 2-1-1 Orange County (211OC).

In Orange County, all entities that participate in HMIS share data with each other to coordinate care and improve program outcomes. If you agree to participate in HMIS, this means you allow information gathered by a participating entity to be entered into HMIS and allow all other participating entities to view and use your data to provide services to you. Additionally, the entity will also be able to see what kind of services in Orange County you have received in the past.

A complete list of all entities that participate in the HMIS is maintained at http://ochmis.org/about-hmis/contributing- agencies/. You can also ask the entity you are receiving services from for a list of HMIS participating entities. Please note that the list of entities contributing data to HMIS can change frequently and without notice, and therefore the website should be consulted for the most recent list.

HMIS contains sensitive health and personal data. The Orange County CoC and HMIS participating entities take your privacy very seriously and have implemented the following protections to safeguard your data:
• Individual client data is only viewable by trained staff at each participating entity. • In order to participate in the HMIS, leaders at each agency must sign an Entity Agreement that includes a commitment to protecting client data and maintaining confidentiality. • In order to use HMIS, entity staff must complete multiple trainings that examines privacy laws and the importance of client privacy.
• The HMIS is hosted on a secure server and data is encrypted.

What information is shared in the HMIS database?
We share Protected Personal Information (PPI), Protected Health Information (PHI), and general information obtained during your intake, assessment, and enrollment in the program. This may include, without limitation, the following:
• Your name and your contact information
• Your social security number and date of birth
• Your basic demographic information such as gender, race and ethnicity • Your history of homelessness and housing (including your current housing status, and where and when you have accessed services)
• Your medical history and disabling conditions, including mental and physical health concerns, substance abuse history, and HIV/AIDS status
• Your case notes and services
• Your income sources and amounts
• Your non -cash benefits
• Your veteran status, service history and discharge status • Information about other members of your household
• Your self -reported history of domestic violence
• Verification of history of homelessness and/or disabling conditions (including third -party verifications and/or self - attestations)
• Your photo (optional)
• Your self -reported history of domestic violence
• Verification of history of homelessness and/or disabling conditions (including third -party verifications and/or self - attestations) Your photo (optional)

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By signing this form, you understand the following:
• You have the right to receive services even if you do not sign this consent form. Providers may not refuse to provide you with services based on your refusal to sign this form. • You have the right to receive a copy of this consent form for your records. • Your consent permits your data be entered in HMIS and allows any participating entities to view your history of homelessness and service utilization, add to or update your information in HMIS without asking you to sign another consent form. This consent form expires seven (7) years after the signature or at any time you choose to revoke your consent. Please note, the Orange County CoC is required to retain all data stored in HMIS for seven (7) years after the data was created or last changed. However, stored data will not be further shared upon the expiration of your consent.
• You may revoke your consent to share your information with other HMIS participating entities at any time. Your revocation must be provided either in writing or by completing the Revocation of Consent form. The entity you are receiving services from must make this form available to you if you ask, and it should be out and available for • you to take from the office or facility you receive services from. Upon receipt of your revocation, 211OC will remove your PPI and PHI from the shared HMIS database and prevent further PPI and PHI from being added.

However, the PPI and PHI that you previously authorized to be shared cannot be entirely removed from the HMIS database. This information, as described previously, will remain accessible to the entities that provided you with direct services.
• Participating agencies are required to post a Privacy Notice at each location where intakes are completed. The Privacy Notice contains more detailed information about how your information may be used and disclosed and should be readily available to you and conspicuously posted at all participating entity locations. You have the right to receive a copy of this notice for your records. • You have the right to request, in writing, the following pieces of information. This information is to be provided to you within five (5) business days of your request.
o A correction of inaccurate or incomplete PPI and/or PHI o A copy of your consent form
o A copy of your HMIS record (agency staff must review this information with you if you request such a review so that you can fully understand the information presented to you and how it is used) • Aggregate or statistical data that is released from the HMIS database will not disclose any of your PPI or PHI • You are not waiving any rights protected under Federal and/or California law.

SIGNATURE AND ACKNOWLEDGEMENT
Your signature indicates that you have read (or been read) this consents form, have received answers to your questions, and you freely consent to have your information, and that of your minor children (if applicable and/or if you choose to include them), entered into the HMIS database. You also consent to share your information with other participating organizations as described in this consent form.

Client Name: Date Of Birth (DOB): / /
Signature: Date Signed: / /
Agency Staff Name:

Agency Staff Signature:

Date: / /
Orange County Continuum of Care
Homeless Management Information System Participating Entities

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Please note that the list of entities contributing data to HMIS can change frequently and without notice, and therefore the website should be consulted for the most recent list — http://ochmis.org/about-hmis/contributing-agencies/ .

The following entities are participating in the Homeless Management Information System (HMIS). These entities have the ability to enter data into HMIS and also view the client's information previously entered by other HMIS participating entities, including utilization of homeless services in Orange County. 1736 Family Crisis Center
Affordable Clearing House
American Family Housing
Anaheim Housing Authority
Anaheim Supportive Housing
APAIT
Casa Teresa
Casa Youth Shelter
City Net
City of Costa Mesa
City of Dana Point
City of Fullerton
City of Garden Grove
City of Huntington Beach
City of San Clemente
City of Stanton
Colette's Children's Home
Community Action Partnership of Orange County
County of Orange/Office of Care Coordination
Families Forward
Family Assistance Ministries
Family Solutions Collaborative
Friendship Shelter
Grandma's House of Hope
Health Care Agency — Behavioral Health Services
Helping HandUps
HIS-OC
Illumination Foundation
Jamboree
Lutheran Social Services of Southern California
The following entities have restricted access
This means that the entities are limited to only
data into HMIS are not able to view client's history, files, project enrollments, etc.

Mental Health Association
Mercy House
New Directions for Veterans
OC Gateway to Housing
OC Rescue Mission
One Step Ministries
Orange County Asian and Pacific Islander
Community Alliance
Orange County Housing Authority
Orange County United Way
People Assisting the Homeless (PATH)
Pathways of Hope
Project Self -Sufficiency
Radiant Health Centers
Salvation Army
Santa Ana Police Department
Share Our Selves
South County Outreach
SPIN
StandUp for Kids
The Eli Home
Thomas House
Tierney Center Goodwill OC
US Veterans Initiative
Volunteers of America Los Angeles (VOALA)
Waymakers
We Care Los Alamitos
WisePlace for Women
City of Huntington Beach
Santa Ana Police Department
If you feel any of your rights outlined in this document have been violated, please contact (714) 589-23 in HMIS.
entering

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Rights and Responsibilities
Because you have the right to respectful interactions with and within your community, you agree to:
- Always treat others with respect
- Be fully clothed. Shoes are required outside of sleeping spaces, to avoid injuries - Refrain from using derogatory language so others may give you the same respect - Leave weapons offsite to avoid injuring others
- Not record, take pictures or eavesdrop on others so that everyone's privacy is protected including yours
- Not loiter in the neighborhood in order to respect our neighbors - Resist taking items which are not yours, to help foster community trust - Keep substances (alcohol, drugs, paraphernalia) offsite to respect those that do not use - Refrain from making changes to your personal space to ensure units are in good condition for other/guests
- Exit and enter only through designated areas only
Because you have the right to a clean communal space, you agree to:
- Pick up after yourself inside or around the facility, so we can share a clean environment - Wash hands before meals and after using the restroom, to avoid getting sick or getting others sick
- Shower daily and launder weekly, so that everyone can share the same space comfortably - Wash all personal items regularly
- Limit personal items so everything fits within designated spaces to avoid accumulated clutter - Personal items can be stored in the provided storage in bed spaces Smoke in designated areas only (tobacco is the only substance allowed to be smoked on site, marijuana will not be allowed)
Because you have the right to be heard, you can:
- Fill out a "reasonable accommodation/grievance form" to request an accommodation, express a concern or to share a formal grievance to be addressed by administrative staff - Fill out an appeal if you are unhappy with a decision made my staff - Place suggestions in the suggestion box in the dining area Because you have a right to assistance in your goals, you agree to - Attend meetings with your case manager, housing/recovery or employment worker, so staff can assist with collecting necessary documents to help you achieve your goals - Be open and honest with your case manager, so staff can assist you in your goals Because you have a right to a bug -free, quiet and safe living space, you agree to:
- Keep food and beverages in dining or outside spaces only, to limit attracting bugs. Clear water bottles with lids containing water, are allowed
- Wear headphones when playing music/movies and keep conversations at a respectful volume, to respect other's need for quiet

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Sleep with clothing on, in case of an emergency
Shut off all electronics during quiet hours of l0pm-7am, to respect other's needs for quiet Only take items that are yours, in addition, Salvation Army will not be responsible for any lost or stolen
Stay in the bed you were assigned at entry.

I agree and understand the resident rights and responsibilities Resident Print Name
Signature of Participant

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Mail Service Guidelines and Agreement

1. The Salvation Army (TSA) will act as an address to receive mail while you are residing in the facility. TSA is not responsible for lost, incomplete or damaged mail.

2. TSA requires you to show a photo ID before mail will be released.

3. TSA will not accept or be responsible for cash received in the mail.

4. TSA will not receive magazines, newspapers, and mail order, junk or bulk -mail deliveries.

5. You may not use the TSA address to conduct any business. Any mail addressed to a business will be returned to sender.

6. If you are using TSA as your mailing address, the Post Office cannot and will not give you your mail directly. If you harass a postal employee in any way, you may lose your mail service privileges.

7. TSA will hold mail for up to 7 days unless special accommodations are made. After 7 days mail will be returned to sender.

8. Mail can only be received for current guests, once you exit the facility, you will need to put in a change of address request with the post office. 7 days after exit, all mail will be returned to sender.

Please use the following address to have mail sent to you:

John Doe-B1-7(your name, building number — bed number)
1455 S. Salvation Place
Anaheim Ca 92805
For mail distribution times, please see the intake desk or ask your case manager.

Failure to comply with any of the above guidelines could result in termination for mail services.

Resident Print Name Date
Staff Signature Date

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The Salvation Army
Authorization for Release of Personal Property
I, , a participant in The Salvation Army Emergency Shelter program, (your name)
hereby authorize the Salvation Army staff/volunteers to give any and all my personal effects to the following person(s):

In the event that I am unable to return to the program, staff will release my personal items to:
(Name or Names)
(Address/Phone number)
Please list any specific instructions and/or items to be released to a 3rd party:
n Please check here if there is NO ONE authorized to pick up your belongings.

It has been explained to me that all items not redeemed within 3 days after my exit from the program will be disposed and/or donated. I understand the explanation and by signing this form, I agree to this release of information. I understand that this release will not hold The Salvation Army responsible for any items lost, stolen and/or damaged before, during and/or after this transaction has been completed.

Guest Signature: Date:

Upon receiving the guests' personal affects, the 3rd party designee must sign below:

Designee Signature: Date:

Staff Signature: Date:
• Please note that The Salvation Army will NOT contact this person on your behalf.

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Orange County
Serving Orange County Since 1 887

CONSENT TO PUBLICATION - THE SALVATION ARMY
I certify that I am at least 2lyears of age, my birth date being , 19 , and having the right to contract in my own name and to the extent herein set forth.

I hereby irrevocably grant to The Salvation Army, its successors and assigns, its agents and those by whom it is commissioned, the absolute, unrestricted and unlimited license, right, permission, and consent to use and reuse, disseminate, copyright, print, reproduce, publish and republish, for any and all trade purposes or commercial or other advertising or public purposes, and in any and all advertising, publicity, display, publication or media, my name, signature and likeness, and any portraits, pictures, photographic prints or other representations of me, or in which I may appear, or any reproductions or sketches thereof or parts thereof, photographic or otherwise, with such additions, deletions, alterations or changes therein as you in your discretion may make, either separately or together with my name or a fictitious name, or the name of another person, with or without any statements or testimonials made by me, or authorized by me which you may, in your discretion, prepare for use in connection therewith. I warrant that I have not limited or restricted the use of my name or photograph to the use of any organization or person.

I hereby grant unrestricted use of audio or video tracks, statements, testimonials, or text by The Salvation Army for such purposes as The Salvation Army may deem appropriate.

I hereby release and discharge The Salvation Army, its successors, assigns and agents from any and all claims and demands arising out of or in connection with the use of any of the foregoing, including any claims for defamation, invasion of privacy or violation of any statutory right.

Name:

Signature:

Address: 1455 S. Salvation Place Anaheim CA 92805
Date:

Phone:

Witness to Execution of Release
Name: Date:

Signature:

Address: 1455 S. Salvation Place Anaheim CA 92805
Phone: (657) 999-2420 ext. (101)
1455 S Salvation Place • Anaheim, CA • 92805 • Office (657) 999-2430 • orangecounty.salvationarmy.org William Booth
Founder
Brian Peddle Kenneth G. Hodder
General Territorial Commander
John Chamness Nesan Kistan
Divisional Commander Divisional Secretary for Orange Counly

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Participant Termination Policy
Your safety and wellbeing are important to The Salvation Army (TSA). Because we understand that living in a community presents certain challenges, this policy details which behaviors may lead to a conclusion of services: The following behaviors may result in an investigation and could lead to conclusion of services:
• Threats or acts of violence
• Verbal abuse, discrimination, harassment, and/or intimidation • Theft
• Defacing or destroying property
• Illegal activities on or near the facility
• Repeated reminders (verbal or written notices) of our guidelines. We ask that all participants take a proactive approach in maintaining a safe community. Therefore, we encourage reports of any behaviors listed above. All reports may be treated with anonymity and confidentiality, unless a "duty to warn" is present. A Termination Notice will be provided as requested upon exit, along with a copy of this document. Because we value participants' input, an appeal of the termination may be requested.

I agree and understand this policy
Resident Printed Name Date
Signature of Participant Date
Signature of TSA Staff Date
While the investigation is being conducted, if the participant needs to move to a different unit or be put on a safety/conduct plan, the attendant on duty should make this accommodation.

The supervisors will have 48 hours to investigate the incident. Once all information has been identified, the program team will come together and make a decision to terminate the participate or what the consequences will be. No participant shall be exited immediately unless the Santa Ana PD are involved, and it is deemed necessary to keep other participants safe. Once a participant is exited against their own will, they will be required to wait a minimum of 30 days before being re -referred.

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When am I able to?
Important Times to Remember
How long can I stay? Residents may stay up to 6 months if working with a housing navigator and following guidelines.

Resources
• Resource office is in M1
• Housing, Employment, Recovery, and Case Management are offered at various times 7 days per week. Please sign up for an appointment at the front desk.

Do my laundry:
• Each sleeping unit will be assigned a day to do laundry, days are posted inside the bed unit. • If needed, laundry detergent is available in M1.
• Laundry room hours are 6am-10pm, seven days per week. The door will be locked promptly at 10pm nightly.

Outside Storage Bins: Storage bins will be open from 7am-8am and 6pm-7pm.

Mail: Can be picked up in M1 daily from gam-11am and 6pm-8pm. Must show a picture ID to receive mail.

Bike Registration: Bikes may be registered in M1 daily from 9am-2pm Entering and Exiting the Facility: AES is a no walk-up shelter; all residents must come and go on the shuttle services provided, unless driving with a personal vehicle. Shuttle service is provided hourly at the top of every hour between 8am-8pm.
• Curfew is 9pm, unless special arrangements have been made.

When are meals served:
• Breakfast 7am-8am, Lunch 12pm-1pm, and Dinner 5pm-6pm. • Meals will only be available during the times served. No meals will be saved for those unavailable during these times.

I have read and understand the available times.

Resident Printed Name Date
Signature of Participant Date
Signature of TSA Staff Date

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Drug, Alcohol and Room Search
While drugs and alcohol are not allowed on the premises, we understand that many residents may be actively using these substances. We offer a non -judgmental and harm reduction approach that attempts to meet the resident where they are with their substance use. To keep all residents safe and the shelter drug free, the following procedures will be followed: Notice: Shelter entrance will be denied if you do not consent to have your personal items searched and/or checked by security personnel due to being non -compliant with facility guidelines

1. All items will be checked by security/staff upon entry, drug/alcohol and paraphernalia will be confiscated and appropriately discarded by staff.

2. Staff will complete random room/bed space searches as needed. Two staff will be present during each search, staff will be respectful and mindful of residents' items.

3. A 3rd party vendor may occasionally bring in drug dogs (unannounced) to search each bungalow, bed space and AES grounds. For the safety of the vendor, residents and dogs, no residents will be present during dog searches.

Any residents found with drug paraphernalia on TSA shelter property are subject to the following consequences (this does not apply if paraphernalia is placed in amnesty box:
• 1St violation will result in a written warning.
• 2nd violation will result in a drug policy dismissal warning. • Any additional instances of drug policy violations within a 3 -month time frame, will result in the resident being exited. Residents exited for a level 1 violation will be eligible for return after 60 days.

Possession of illegal drugs and alcohol -Level 2 violation The possession of a non -prescribed controlled substances/illegal drugs as well as marijuana and alcohol are not permitted on Salvation Army shelter property. Any residents found with non -prescribed controlled substances/illegal drugs including marijuana and alcohol on TSA shelter property are subject to the following consequences:
• 1st violation will result in dismissal warning.
• Any additional instances of drug policy violations within a 3 -month time frame will result in the resident being exited. Residents exited for a Level 2 violation are eligible for return after 90 days.

Use of illegal drugs and alcohol -level 3 violation
Use of illegal drugs, alcohol or marijuana is not permitted on Salvation Army shelter property. Any residents found using illegal drugs including marijuana on TSA shelter property will be subject to the following consequences:
• 1st violation will result in an exit. Residents exited for a level 3 violation are eligible for return after 120 days.

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Sales of illegal drugs and alcohol or intent to sale illegal drugs and alcohol -level 4 violation Any residents found to be selling illegal drugs, marijuana or with intent to sell on TSA shelter property are subject to the following consequences:
• Immediate resident exit. Residents exited for level 4 violations are not eligible to return and will be added to the indefinite exit list.

Any time a drug related warning or dismissal is given, resident will be referred to the on -site recovery navigator and offered services for detox/treatment or on -site care plan. Management may consider a 30 - day on -site treatment plan in leu of exit, depending on level of violation. Level 4 violations will not be considered and are non-negotiable.

Resident Full Name: Date:

Resident Signature: Date:

AES Staff: Date:

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Emergency Contact Form
This information will be extremely important in the event of an accident or medical emergency.

Customer Name:

Last Name First Name
Phone: Email address:

Address (last known permanent address):

City
State Zip Code
• Primary Emergency Contact Name:

Last Name
Relationship:

Home Phone: Mobile: Work:
• Secondary Emergency Contact Name:

Last Name
Relationship:

Home Phone: Mobile: Work:

Preferred Local Hospital:

Insurance Information:

Company: #POLICY
signature of customer date
signature of staff
date

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The Salvation Army
Authorization for Release of Information
I, , a participant in The Salvation Army
(your name)
Anaheim Emergency Shelter hereby authorize The Salvation Army, AES Staff to disclose to (whom you want info to be provided to)
and for to
(whom will provide info to the shelter)
disclose to the Salvation Army:
a) My participation in the Salvation Army Programs
b) Information regarding my general condition
c) Details with respect to services needed, given and evaluation of my situation The purpose of the disclosure authorized herein is to:

I may revoke this consent at any time except to the extent that action has been taken in reliance thereon. This consent (unless expressly revoked earlier) will expire upon my formal termination from The Salvation Army Program.

Signature: Date:

AES Signature: Date:

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Homeless Service Appeal Process
It is the policy of The Salvation Army to address all concerns of program participants in a timely and constructive manner. At times, residents may not agree with a decision made and they have the right to appeal that decision. The Salvation Army has established written policies and procedures to address the submission and handling of resident appeals.

Procedure:

1. If any program participant wants to challenge a decision, they submit an appeal in writing. Appeal must be made within 7 days of the decision/incident.

2. The appeal can be turned in to the Operations Manager, who will address the appeal within 72 hours.

Benjamin Johnson
1455 S. Salvation Way Anaheim Ca 92805
657-999-2430
[email protected]

3. If the participant wants to further challenge the ruling by the Operations Manager, the participant may submit the concern in writing to the Senior Manager, who will address the appeal within 3-5 business days.

Neptalid Varona
1455 S. Salvation Way Anaheim Ca 92805
657-999-2430x102
[email protected]

4. If the participant wants to further challenge the ruling by the Senior Manager, the participant may submit the concern in writing to the Director of Social Services, who will address the appeal within 10 business days.

Renay Panoncialman
10200 Pioneer Rd
Tustin Ca 92782
714-542-9576
[email protected]

4. Within 10 days, the program participant will be informed of the resolution of the complaint and a copy of the notification will be maintained in the participant's file.

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Collaborative Plan of Action
Resident Name:

Case Manager:

Reason for Plan of Action:

Goal 1:

Strength/Skill to use in reaching goal:

Goal 2:

Strength/Skill to use in reaching goal:

Goal 3:

Strength/Skill to use in reaching goal:

Did resident accept a copy of Plan of ACTION: ❑ No Yes
Resident Name (Print):

Signature Date:

Staff Name (Print):

Signature Date:

Supervisor Name and Title (Print):

Signature Date:

FORM CREATED 01.01.2023

Attachment I- Exit Policies

DOING THE
MOST GOOD"
Shelter and Shuttle Community Guideline Violations Policy and Procedures The Salvation Army believes in redemption and second chances and desires to maintain a safe, empowering, and orderly shelter and have enacted the following consequences and reward system. The consequences listed may include intervention by law enforcement, and if necessary, prosecution. These are intended as guidelines and management has the right at any time to issue consequences all the way up to expulsion.

Tier 1 Level Violations
Basic program guideline infractions, such as; smoking in undesignated area including shuttle , having food in bed space or excessive clutter in bed space, leaving/returning at undesignated times, being in wrong building and minor arguments or verbal altercations will be considered Tier 1 level. Tier 1 violations will be subject to the following consequences.
• 4 — Tier 1 written warnings within a 30 -day period will result in a 30 -day dismissal warning. If infraction occurs on shuttle, resident is suspended from shuttle services for five days Residents exited due to Tier 1 violations will be eligible for re -admission after 30 days.

Tier 2 Level Violations
Moderate infractions, such as: being in a dorm space not assigned, repeated harassment, indirect threats, racial or sexual slander, on -going disrespect or verbal abuse of residents or staff and proven theft will be considered Tier 2 level. Tier 2 violations will be subject to the following consequences. • Any Tier 2 violation will result in a written warning. If infraction occurs on shuttle, resident is suspended from shuttle services for ten days
• 2 - Tier 2 written warnings within a 30 -day period will result in a 30 -day dismissal warning.

Residents exited due to Tier 2 violations will be exited for up to 60 days.

Tier 3 Level Violations
Major infractions, such as: unwanted physical contact including spitting, possession of weapons, severe threats, direct racial or sexual slander and purposeful destruction of property will be considered Tier 3 level. Tier 3 violations may result in an immediate exit including exiting the shuttle. Residents exited due to Tier 3 violations will be exit for up to 90 days.
• Destruction of Property
o 30 day — damage requires minimal • Unwanted Physical Contact effort to resolve or restore o 30 day — non premediated, shove, o 60 day — damages require great effort hold or push
to resolve or restore o 60 day — premeditated or non -
o 90 day — damage result in total loss of premeditated open or closed hand use o 90 day — premeditated multi -strike
30 Day Dismissal Warning
Once a resident receives a 30 -day dismissal warning, a resident will be exited for a level 2 or 3 violation or two Level 1 violations within a 30 -day period. Two 30 -day dismissal warnings within a 6 -month period will result in a Final Warning.

Final Warning Notice
Once a resident receives a final warning notice, any tier 2 or 3 violation within a 6 -month period will result in an exit.

Positive Consequences
When staff see a resident doing something positive for themselves or for the community, an affirmation note "Caught Doing Good" is awarded to the resident. Affirmation notes are collected by the site supervisor.

DOING THE

MOST GOOD
Shelter Drug and Alcohol Policy and Procedures — Internal In order to maintain a safe and orderly shelter, we follow the Drug and Alcohol Policy and Procedures listed below. The violation and consequences, although typically resolved in house, may include intervention by law enforcement if necessary. Each incident is carefully investigated before issuing consequences These are intended as guidelines and management has the right at any time to alter consequences. If a resident receives a Final Drug Dismissal, and the resident can verify successful completion of a detox or treatment program and returns immediately to AES after their program, their Final Drug Dismissal will be removed.

Possession of drug paraphernalia
Any equipment, product, or material of any kind which is primarily intended or designed for use in manufacturing, compounding, converting, concealing, producing, processing, preparing, injecting, ingesting, inhaling, or otherwise introducing into the human body a controlled/illegal substance is not permitted on Salvation Army shelter property. Any residents found with drug paraphernalia on TSA shelter property will be subject to the following consequences (this does not apply if paraphernalia is placed in amnesty box:
• 15t and 2"d violation will result in a written warning Referral will be made to recovery navigator upon first warning given. Resident will have option to complete a sobriety plan with recovery navigator and have 1st warning dismissed
• 3rd violation will result in a drug policy dismissal warning. • Any additional instances of drug policy violations within a 3 -month time frame, will result in the resident being exited.

Residents exited due to possession of drug paraphernalia will be eligible for re -admission up to 60 days.

Please see below for a non -inclusive list of items which are deemed as "drug paraphernalia".

Metal, wooden, acrylic, glass, stone,
plastic, or ceramic pipes with or without
screens, permanent screens, hashish
heads, or punctured metal bowls;
Roach clips: meaning objects used to
hold burning material, such as a
marijuana cigarette, that has become too
small or too short to be held in the hand
Miniature spoons with level capacities
of one -tenth cubic centimeter or less
and syringe; scale, baggies
Water pipes
Chamber pipes
Bongs
Carburetion tubes and devices
Carburetor pipes
Ice pipes or chillers
Smoking and carburetion masks
Electric pipes or air -driven pipes
Cocaine freebase kits
Possession of illegal drugs and alcohol
The possession of a non -prescribed controlled substances/illegal drugs as well as marijuana and alcohol are not permitted on Salvation Army shelter property. Any residents found with non -prescribed controlled substances/illegal drugs including marijuana and alcohol on TSA shelter property will be subject to the following consequences:
• 1st violation will result in a written warning. Referral will be made to recovery navigator upon first warning given.

Resident will have option to complete a sobriety plan with recovery navigator and have 15t warning dismissed • The 2rd violation will result in a drug policy dismissal warning being issued. • Any additional instances of drug policy violations will result in the resident being exited.

Unlike possession of drug paraphernalia, there is no reset and will be in resident file during their entire stay, Residents exited due to possessing illegal drugs will be eligible for re -admission up to 60 days.

Updated 7/12/2021

Please see below for a non -inclusive list of items which are deemed a "Controlled substance/illegal drug" Heroin
Oxycontin
Peyote
LSD
Ecstasy
Valium
Marijuana
Bath Salts
Fentanyl
Methamphetamine
PCP
Cocaine
Use of illegal drugs and alcohol
Use of illegal drugs, alcohol or marijuana is not permitted on Salvation Army shelter property. Any residents found using illegal drugs including marijuana on TSA shelter property will be subject to the following consequences:
• 1st violation will result in a drug policy dismissal warning being issued. • Any additional instances of drug policy violations will result in the resident being exited.

Residents exited due to using illegal drugs on TSA shelter property will be eligible for re -admission up to 90 days.

Sales of illegal drugs and alcohol or intent to sale illegal drugs and alcohol The sale of or intent to sell of any type of prescribed/non-prescribed controlled substances/illegal drugs as well as marijuana and alcohol is not permitted on Salvation Army shelter property. Intent to sell is determined by the amount/number of illegal drugs, alcohol or marijuana found in resident's bed area, property or person. Types of drug paraphernalia can also be deemed as intent to sell such as a scale. Any residents found to be selling illegal drugs, marijuana or with intent to sell on TSA shelter property will be subject to the following consequences:
• Immediate resident exit
Residents exited due to Sales of illegal drugs, alcohol or marijuana on TSA shelter property will have their re -admission will be eligible for re -admission up to 180 days. If a resident is exited for sales or intent to sell a second time, they will not be eligible to return to AES.

Please see below for a non -inclusive list of items which are deemed a "Sale or intent to sale illegal drugs" and approximate guidelines.

Heroin —13 grams
Oxycontin — 28 to 50 grams
Crack — 500 mg
LSD - 0.5 grams
Ecstasy —1 to 5 grams
Valium — 5 grams
Marijuana — 20 grams
Bath Salts —10 grams
Speed — 5 grams
Methamphetamine — 5 grams
Peyote — 20 grams
Cocaine —13 grams
Small Ziplock bags
Measuring scales (ounce and gram)
Vials
20 or more used syringes
Updated 7/12/2021

Attachment J- Placentia Navigation Center Staffing Plan Positions
Responsibilities
Notes
Supervisor
Oversee day to day
operations, scheduling,
coordinate with meal,
security and driving
vendors, supervisor of all
ambassadors
1 FT, Exempt
Lead Ambassador
1 AM and 1 PM, point
person for ambassadors
during shift, responsible
for operations in
supervisor absence, train
staff
2 FT, Hourly
Ambassadors
Conduct day to day
operations, intake, serve
meals, light cleaning,
supervision of residents
3 FT, 4-5 PT, hourly
Housing Case Manager
Provide case
management and
housing services,
referrals and resources to
shelter residents
4 FT, hourly
LCSW
Pet Care Specialist
Provide basic mental
health and housing
assessments, crisis
services and de-
escalation
Provide guests with pet
education, training and
resources. Track all pet
related medical and
program needs.
1 PT, Split with other
programs
1 PT, split with other
programs
NOTES
Other staffing support billed for administration costs include; Human Resources, Quality Assurance, Social Services Director, Director of Programs/Operations, Corp Officers, Accounting and Finance.

Attachment K
Pet Policy

DOING THE

MOST GOOD'
The Salvation Army (TSA) animal policy permits residents to be accompanied by a pet with the understanding that each facility has a pre -determined capacity in each facility. The resident is allowed one medium or large (over 30 pounds) or two small (up to 30 pounds) pets as space permits. Any other accommodations may be made by the Intake Coordinator and Pet Care Specialist as needed.

1. All residents who bring in pets must sign and adhere to the guidelines or will be required to take the pet offsite or exit.

2. Residents may not bring any additional pet(s) onsite during their stay other than at intake.

3. Pets may be scanned for a microchip upon entry.

4. Pet records are to be shown within 7 days including, spay/neuter certificates and vaccine certification. The resident has 14 days to get their pet spayed or neutered if necessary.

5. Pets must remain current on vaccines. PCS will arrange for ongoing vaccinations.

6. All pets must be licensed with 0C Animal Care.

7. We do not accept pregnant animals or puppies/kittens under 3 months of age.

8. The pet will be assessed for behavioral issues by the Pet Care Specialist within 7 days. If the animal poses a threat to humans or other animals, the resident will be required to remove it from the facility. All pets must meet a continuous level of behavior that does not pose a safety risk to humans or other pets.

9. Pets are not permitted in the Dining Hall.

10. All pets must have monthly flea/parasite treatments. PCS will provide anti -parasite treatments.

11. It is the responsibility of the resident to provide for basic needs of the pet. If there are emergency needs, the resident should meet with the Pet Care Specialist. Responsibility for a pet includes but is not limited to:
• Providing food daily and having water available at all times • Walking or exercising the pet at least twice per day
• Regular grooming
• Cleaning and disinfecting crates, floors, and anywhere the pet is confined

12. Residents must pick up after their pet and maintain a clean environment in their bedspace. Staff will monitor the areas for negligence or unsafe/unsanitary conditions.

DOING THE

MOST GOOD'
Attachment K

13. Pets must be on a leash in all common areas and must be in a crate in the bedspace when unattended. Crates must be secured in the resident's bed space and must not be placed on walkways or cause a safety hazard

14. Pet owners are responsible for their pets onsite at all times. An approved pet sitter may be allowable for 2-3 hours, but pets may not be left alone, in crates, or in the care of a sitter indefinitely. The resident must discuss pet sitting arrangements with the PCS in advance.

15. Residents must take their pets with them for any approved overnight visits. A resident may not leave their pet onsite unattended or with a sitter overnight.

16. A pet left unattended for more than 24 hours will be considered abandoned.

17. Residents must take their pets when they exit or are exited from the facility. We do not provide foster care.

18. Any bite to a human that breaks the skin will be reported to OC Animal Control, and an incident report will be filled out.

19. If the resident is unable/unwilling to care for the pet, they may surrender the pet to the PCS or OC Animal Control.

Attachment L
Homeless Throughput
System Basepath
LIFE

TRANSFORMATION

PROGRAM

EMERGENCY

SHELTER

DRUG -FREE, BACK TO WORK, AND SERVING OTHERS
- -
Homeless Throughput System
Scan QR Code to
view the 2 minute
CARI Intro Video
0 0
-52irr.;;E m.
0 •

Attachment M
The Salvation Army California South Division Year -Round Emergency Shelters Orange County:

Anaheim Emergency Shelter - 1455 S. Salvation Place, Anaheim Provides 325 beds for single adults (male and female) and couples. Accepts pets.

Oak Tree Transitional Housing (Closed) - 8081 7th Street, Buena Park Provides 16 transitional housing units for families with children.

Santa Ana Hospitality House (Closed)- 818 E. Third Street, Santa Ana Provides 75 beds for single adult males.

Thatiana ' s Home - undisclosed location
Provides 9 beds for female human trafficking survivors.

Tustin Fields - scattered sites in the city of Tustin
Provides 6 transitional housing units for families with children.

Los Angeles County:

Antelope Valley Emergency Shelter - 45150 60th Street West, Lancaster Provides 100 beds for single adults (male and female).

Be11 Shelter - 5600 Rickenbacker Road, Bell
Provides nearly 500 beds across diverse program models, including emergency shelter; transitional housing; transitional, bridge , low demand, and clinical treatment housing for veterans; recuperative care; and licensed residential Drug MediCal substance abuse treatment.

Santa Fe Springs Transitional Living Center - 12000 Washington Boulevard, Whittier Provides transitional housing for up to 28 families head ed by single women.

Way In/Oxford House - 5939 Hollywood Boulevard. & 319 N. Oxford Avenue , Los Angeles Serves 69 transition aged youth through multiple program tracks. Emergency shelter and transitional housing for males ages 18-25 is provided at the Hollywood Boulevard location .

Transitional housing for both genders, ages 18-24, is provided at the Oxford location and at scattered sites in north and \""est LA County.

Whittier Hospitality House - 7926 S. Pickering Avenue, Whittier Provides emergency shelter for 9 families with children.

Zahn Family Shelter - 832 James M Wood Boulevard, Los Angeles Provides emergency shelter for up to 20 families with children.

San Bernardino County :

San Bernardino Hospitality House - 925 W 10th Street, San Bernardino

Provides 80 shelter beds in two tracks: emergency shelter (single adult females) and transitional living (families headed by single women and single adult females).

San Diego County:

Haven Interim Housing - 2799 Health Center Drive, San Diego Provides 18 housing units for single adult females and families headed by single women.

Transitional Living Center - 2799 Health Center Drive, San Diego Provides 24 housing units for single adult females with children from special populations (domestic violence survivors, substance use disorders, transition aged youth, or human trafficking survivors)
Santa Barbara County:

Santa Barbara Hospitality House - 423 Chapala Street, Santa Barbara Serves 69 single adults in various program tracks, including emergency shelter; transitional, bridge, and clinical treatment housing for veterans; licensed residential Drug MediCal substance abuse treatment; and sober living transitional housing for the recently incarcerated.

Ventura County:

Hope Center- 155 S. Oak Street, Ventura
Serves 29 single adults in various program tracks, including emergency shelter, transitional housing for veterans, and recuperative care.

In addition to those served by in the programs listed above, The Salvation Army houses hundreds of people nightly in various permanent supportive housing, transitional housing, and licensed treatment programs throughout Southern California.

Updated 1.18.2024 - M.V.

City of Placentia Navigation Center
Management, Operations and Public Safety Plan

Page 1 of 39 ends

Placentia City CouncilJune 18, 2024

Placentia City Council
June 18, 2024