Agenda packet, special meeting — Mayor and City Council, December 18, 2024 (part 2 of 2)

09/30/2022
Willis Towers Watson Certificate Center
1-877-945-7378Willis Towers Watson Insurance Services West, Inc. c/o 26 Century Blvd 1-888-467-2378
P.O. Box 305191 [email protected]
Nashville, TN 372305191 USA
Westchester Surplus Lines Insurance Compan
Greenwich Insurance Company
10172
22322
37885
The Salvation Army - Division 17
30840 Hawthorne Blvd., Bldg D
Rancho Palos Verdes, CA 90275
XL Specialty Insurance Company
W26224088
2,000,000
1,000,000
0A Self Insured Retention:
$1,000,000 G7183119A003 10/01/2022 10/01/2023 2,000,000 4,000,000
4,000,000
5,000,000
B RAD500021912 10/01/2022 10/01/2023
C 1,000,000
1,000,000
1,000,000
No RWD500021712
RAE500021812
10/01/2022 10/01/2023
B Excess Auto Liability - CA
Division #13-001
10/01/2022 10/01/2023 Any Auto / CSL $3,000,000
Self-Insd Retention $2,000,000
Workers Compensation Policy No. RWD500021712 provides coverage in the states of HI, ID, MT ,NM, NV, UT CA-Business Auto is fully Self-Insured per the attached State Certificate.

SEE ATTACHED
To whom it may concern
45 SR ID: 23130108 BATCH: 2688343

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The Salvation Army - Division 17
30840 Hawthorne Blvd., Bldg D
Rancho Palos Verdes, CA 90275
Willis Towers Watson Insurance Services West, Inc.

See Page 1
See Page 1 See Page 1 See Page 1
25 Certificate of Liability Insurance
46 SR ID: 23130108 BATCH: 2688343 CERT: W26224088

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City of San Bernardino – Request for Proposals (RFP) for Homeless Street Outreach The Salvation Army Homeless Street Outreach (HSO) Program

LITIGATION
RFP Instructions: Provide litigation history for any claims filed by your firm or against your firm related to the provision of services in the last five (5) years.

Response: There have been no claims filed by The Salvation Army or against The Salvation Army related to the provision of services in the last five (5) years. 49 Packet Pg. 178

OTHER INFORMATION
a. Demonstration of record of staffing tasks efficiently and completing projects on time and within the allocated budget:

The Salvation Army (TSA) has proven experience of dedicating the necessary staff to successfully accomplish projects and program commitments within agreed-up timeframes and approved budgets. This has been demonstrated through its successful management of contracts with public funders – including the City of San Bernardino, County of San Bernardino, and Federal and State funders – as well as private funders such as Dignity Health, with which TSA recently completed a multi-year contract for homeless street outreach funding. TSA has strong systems, policies, and procedures in place to allow for local sites such as TSA in San Bernardino – led by Corps Officers, a Business Administrator, and Director of Programs – to conduct all necessary tasks associated with contracted services, while receiving support and oversight from TSA’s Southern California Divisional Headquarters (located in Carson, Los Angeles County).
b. Description of community involvement:

TSA has been serving the community of San Bernardino since 1887, shortly after the organization’s work expanded from England to the United States. Over time, issues such as substance abuse, poverty, hunger, homelessness, and housing instability have grown substantially, and TSA has worked continuously to meet the ongoing, higher demands for services. Shelter and transitional housing for the homeless have been provided in the city of San Bernardino since the 1980s, and in 2010 TSA celebrated the grand reopening of the Hospitality House Emergency Shelter, Transitional Living, and Community Meal program.

Hospitality House currently provides 95 beds of Emergency Shelter or Transitional Living to families with children and unaccompanied women over the age of 18. Additionally, TSA has operated a Men’s Transitional recovery home for over 15 years, and periodically has provided Cold Weather/Winter Shelter services to varying target populations at scattered-site locations throughout the County of San Bernardino and within the City of San Bernardino itself. While street outreach services have been provided in San Bernardino as part of its history of service in the community, efforts have been expanded in recent years through public and private funding. As a result, TSA has been able to more effectively engage with and develop a rapport with unsheltered individuals, focusing on the provision of case management, service linkages/referrals, and assistance with resolving homelessness by facilitating transitions to stable shelter and permanent housing. As a summation of TSA’s overall services to the community of San Bernardino in 2022, the following units of service are provided:
• Households received groceries: 10,318
• Meals served: 105,981
• Persons served 18,201
• Nights of shelter at Hospitality House: 31,534
TSA collaborates closely with the City of San Bernardino, the County, and a variety of local service providers to meet the needs of vulnerable, low-income San Bernardino residents, including those experiencing homelessness as well as households at risk of homelessness. 50 Packet Pg. 179

Specific partnerships between TSA and San Bernardino City-based service partnerships which are a part of collaborative and ongoing efforts include the following organizations:
• Central City Lutheran Mission
• Catholic Charities
• Community Action Partnership of San Bernardino
• Dignity Health - St. Bernardines
• Dignity Health - Community Hospital
• Restoring Hope
• San Bernardino City Unified School District-ATLAS department • Children’s Fund
• Arrowhead United Way
• Santa Claus Inc.
• Inland County Legal Solutions
• Mary’s Mercy Center
• Family Assistance Program
• Option House
• San Bernardino City Mission
• Victory Outreach
• Set Free
• San Bernardino Community College District
c. Description of any previous involvement with the City:

TSA’s Emergency Shelter and Transitional Living programs have been a regular recipient of HUD Emergency Solutions Grant funding consistently for the past 4 years through the City of San Bernardino. Street outreach services within the City increased in 2018 with the award of a contract through San Bernardino County for State HEAP funds, which included the ability to administer services through Rapid Rehousing to unhoused individuals and in 2020 with funding through a Dignity Health contract to administer Mobile Street Outreach services in San Bernardino through their Homeless Health Initiative Grant. Concurrently, in 2021, San Bernardino City developed a Homeless Outreach Collaborative between local service providers, waste management, local law enforcement and city representatives. TSA was a main service provider and partner in the collaboration with the collaborative. This partnership required working directly with the City Manager’s office and city representatives in multi- disciplinary team meetings monthly, to address goals and objectives as well as collaborative solutions to address homelessness within the city. Additionally, regular partnership with the San Bernardino City Police Department, San Bernardino City Animal Control, and code enforcement occurred during outreach and engagement to homeless encampments. TSA has greatly appreciated this partnership with the City’s new administration and Housing and Homelessness team to reach out to homeless individuals and assess their individual needs, address emergency housing needs, gain access to services, make the transition to permanent and independent living, and prevent future returns to homelessness. This includes responding to San Bernardino City Homeless Services Coordinator and Deputy Director of Housing and Homelessness requests to conduct outreach, respond to CRM reports, and work with collaborative partners the City has suggested to engage with in outreach events or efforts. 51 Packet Pg. 180

d. Statement from Proposer regarding conflicts of interest in connection with Services:

The Salvation Army does not have any conflicts of interest in connection with providing the services described in the City of San Bernardino’s Request for Proposal for Homeless Street Outreach. No member, officer or employee of The Salvation Army is an officer or employee of the City of San Bernardino with any interest that could affect the decisions of this proposal. 52 Packet Pg. 181

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APPENDICES
Staff training proposed for the City of San Bernardino Street Outreach program is anticipated to be conducted by the organizations listed below, as described in this proposal. Where appropriate, links to the training sources are provided.

Training within 30 days of hire:
• Decision Driving, Sexual Harassment, Social Service Ethics, Human Trafficking Awareness, Homeless Populations and Engagement, Case Management 101, Street Outreach Introduction and Basics – The Salvation Army
• Safety and Security Series: Basic, Conflict Resolution, How and When to Call 911, Principles of De-escalation - National Health Care for the Homeless Council https://nhchc.org/online-courses/
• Mental Health First Aide- Making Hope Happen Foundation https://www.mhhfmentalhealth.org/
• Narcan and Overdose response training - Inland Empire Harm Reduction https://www.ieharmreduction.org/oend/
Training within 1-3 months of hire
• Crisis Intervention - San Bernardino County Department of Behavioral Health https://wp.sbcounty.gov/dbh/education/
• Stop the Bleed - Loma Linda University
• Mental Health Basics, Trauma-Informed Approaches Certification – Corporation for Supportive Housing - Supportive Housing Training Center https://cshtrainingcenter.thinkific.com/
Training within 3-6 months
• Question Persuade Refer - Making Hope Happen Foundation https://www.mhhfmentalhealth.org/
• Partner and Domestic Violence - Partners Against Violence • Trauma-Informed vs. Trauma Responsive - Run 2 Rescue, Shannon Forsythe 54 Packet Pg. 183

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EXHIBIT A RESPONSES
Responses are provided as instructed in Exhibit A under “Proposal Contents and Format.” Program and Model of Service Delivery
Describe the program and which service(s) you are proposing, including how services proposed align with the services described in this RFP. Ensure that you provide all detail requested to explain the services that will be offered and how the program will be structured.

The Salvation Army (TSA) is well-positioned to undertake the services described in the City of San Bernardino’s Request for Proposals (RFP) for Homeless Street Outreach (HSO), including achieving the City’s objective of beginning those services by April 17, 2023. TSA will model the proposed HSO program on its successful Dignity Health Mobile Street Outreach program, which was in operation in San Bernardino through a contract with Dignity Health from 2020-2022 and has been continued by TSA into 2023. The existing program will be modified to incorporate the scope of work detailed in the City’s RFP, specifically, Exhibit A. Additionally, TSA proposes additional services through the program component titled “A Way Back Home,” TSA’s homeless reunification program. A Way Back Home found great success when implemented in San Diego County through collaboration between TSA, the local region of providers, and TSA’s worldwide network of corps community/service centers and other program facilities.

Primary components of the proposed program, consistent with the Scope of Services outlined in the RFP, will be conducted by the HSO Program team (1 Director of Programs, 1 Assistant Program Manager, 1 Outreach and Engagement Coordinator, 3 Outreach Navigators, and 3 Outreach Advocates) as follows:
• Outreach and Engagement
HSO team will conduct outreach to individuals and families who are homeless within the City of San Bernardino, including in the urban core, suburban areas, service venues, encampments, structures, and other locations, targeting services to those identified as most in need. Initial outreach efforts may involve provision of essential items, including drinks, food items, comfort items (e.g., clean socks, hygiene kits) and DMV or Birth Certificate vouchers to obtain identification, as a means to initially engage homeless persons. HSO team will utilize multiple strategies, including motivational interviewing, trauma-informed care, crisis resolution and non-violent crisis intervention, and housing first principles, already integral to existing Salvation Army outreach, homeless, and shelter services within San Bernardino, to develop client-centered relationships and build the trust needed to assist persons forward in self-sufficiency, toward resolution of homelessness and access to housing and services.
• Rapid-Response
TSA recognizes the need to provide outreach services to unsheltered homeless during non- traditional hours and in a Rapid-Response format. Although it can be difficult to make linkages with needed services, often operating only during normal business hours, the initial engagement of unsheltered homeless persons during times of crisis or extreme need, 69 Packet Pg. 198

allow for ongoing development of a trusted relationship, increased receptivity to assistance with service and housing needs, and increased ability to meet basic human needs.

Current outreach efforts by TSA in San Bernardino includes outreach during nontraditional hours, and often in collaboration with other local agencies. The Outreach Navigators and Outreach Advocates hired for the proposed program will be willing and able to work non- traditional hours and provide Rapid-Response as required to best meet client needs and the outreach goals established by the City of San Bernardino.

HSO team will establish and utilize a central phone number and central e-mail address to receive referrals from a myriad of sources, including (but not limited to) medical providers, law enforcement, other providers, and the community at large. The process for making rapid response inquiries and follow-up by HSO team, will be communicated to community agencies, medical providers, law enforcement, stakeholders, education systems, city entities, and community members.

Responses will occur within 24 hours, Monday through Friday. Phone and e-mail messages will be monitored Monday–Friday with all inquiries responded to in person within 24 hours Monday-Friday during standard business hours, and the inquiring party informed of the status within 72 hours. Additionally, the program will include the following components:
o Deployment of HSO staff to locations of inquiries – Reasonable efforts will be made to contact and engage unsheltered, homeless individuals or households referred.
o If contact Is made and client is unwilling, TSA will provide outreach and engagement activities as allowable by the client and within scope of services. o Emphasis is placed on immediate connection to services such as emergency shelter residential setting, navigation center, medical facility, detox/residential treatment, or crisis stabilization services.
o The HSO program will develop a system for documenting all rapid-response inquiries and responses and complete any referrals for service that arise out of emergency response in a timely manner.
• Intensive Case Management
HSO team will conduct intake and assessment interviews with homeless individuals, entering information into HMIS inclusive of Self-Sufficiency Matrix and VI-SPDAT scores. Intake and assessment information will be utilized to prioritize high need individuals/families, make a master list of homeless individuals within San Bernardino City and to make appropriate referrals to housing and social services providers. The HSO team will provide ongoing case management focused on moving clients forward in self- sufficiency, toward resolution of homelessness, either into permanent housing when possible or upon initial or ongoing engagement into the shelters or navigation center through developed protocol. As client-centered relationships are developed with homeless individuals/families, it is the hope that the depth of Intensive Case Management increases and services connected and referred to will address underlying reasons for homelessness such as substance abuse, trauma, mental health or other things which led to the person 70 Packet Pg. 199

being unsheltered within the City of San Bernardino. HSO team will assist participants in development, implementation, and revision of individualized short- and long-term care plans, consistently monitor client progress toward goals, assist with making linkages to needed services (health and behavioral health, legal, benefits, etc.), and advocate for and support individuals through the process of having basic needs met, increasing self- sufficiency, securing housing, benefits, and social services. TSA commits to working towards the established performance outcomes for clients as required by the City of San Bernardino, to reflect success in engaging unsheltered clients, moving homeless clients into the shelter/navigation center, and/or moving homeless clients into permanent housing, reunifying with support systems, or other long term stabilizing solutions. • Multiple Disciplinary Team (MDT) Meetings
The HSO team will work as part of the multi-disciplinary team in collaboration with the City of San Bernardino, inclusive of other City outreach workers and community partners.

As part of this effort, the HSO team and TSA Director of Programs, along with Outreach and Engagement Coordinator, will establish and/or maintain relationships (many of these relationships are already in place due to existing work by TSA in San Bernardino City and County) with City and County staff, law enforcement, housing providers, health and human services organizations, business owners, and residents to provide community education about homelessness and respond to specific community concerns related to homeless individuals. The HSO team will participate in CES and other program-related coalitions, meetings and partnerships; meet regularly with the City Housing Department staff and MDT to exchange pertinent information, provide ongoing updates and address client issues of concern as needed; and provide accurate, complete, and timely data and regular progress reports to the City of San Bernardino.
• Additional Services
A Way Back Home: As previously noted, this proposed additional work would be an enhancement to the HSO program, consisting of reunification services for clients who are assessed as eligible for reunification with family or a support system outside of San Bernardino City and County. Clients would engage in Intensive Case Management with specific focus toward reunification services. A client must have receiving relative(s) or support person(s) who are willing to accommodate and support the client in their transition into the community they are relocating to for reunification. Additionally, due to the worldwide network and established service locations that TSA has in place, the Outreach Navigator would be responsible for also connecting the part willing to accept the reunified client to local services in the area the client will transition to for support. Once the client is assessed as eligible for reunification, their family or support system is identified, and contact is initiated with local Salvation Army staff in the identified reunification city, transportation plans and arrangements would be made for the individual to have access to communication through their journey, and account for their immediate and basic needs while in transition. Transportation/reunification assistance for an individual is proposed at an average cost of $800 per person. Intensive case management while in the travel phase of this service would continue to ensure the individual successfully reaches their destination, connects with their family or support system, and has connected with TSA 71 Packet Pg. 200

locally to continue to have support and basic needs met. This program also requires a 90- day and 6-month follow up to confirm success or support troubleshooting issues with client. During the follow up process, the client’s case would be transferred from TSA in San Bernardino to the local unit through TSA’s internal database system, which allows for secure transmission of client in formation and documentation.

Implementation and start-up plan to begin services:

Should the City select TSA as the approved bidder for the HSO program, upon formal written notification from the City and commencement of the contract agreement process, TSA is prepared to finalize the hiring of all additional staff, purchase the approved budgeted items, and take all other necessary steps to ensure the HSO program is ready to begin services as of the City’s established start date of April 17, 2023. Actions to be taken toward that objective will include:
• By April 1, 2023: Hire five additional staff to support HSO program with the ability to implement program by April 17, 2023. This will include 2 Outreach Navigators/Case Managers and 3 Outreach/Peer Advocates in addition to existing Business Administrator, Director of Programs, Outreach & Engagement Coordinator and 1 Outreach Navigator/Case Manager.
• Schedule initial Multi-Disciplinary Team meeting with community collaborative partners and service providers within 30 days of program implementation; and set calendar dates for the first year MDT team meetings in collaboration with meeting participants for the first year of program operations.
• By April 17, 2023, establish central referral process (e-mail and phone) and communicate to community members, individuals experiencing homelessness and services providers the process for which Rapid-Response requests and referrals can be submitted. • Street Outreach and Engagement - Intensive Case Management provided to a minimum of 15-20 active cases at a given time per Outreach Navigator/Case Manager, with shared responsibility by Outreach Advocate to enhance service delivery capability and support of individuals within case load. Case load expected to reach minimum required active cases by June 17th, 2023.
• To provide appropriate access, tracking and reporting for the proposed HSO program, TSA will purchase three laptop computers, one printer, two vans, and necessary program and office supplies in advance of April 17, 2023.

The proposed HSO program will have the potential to utilize office space that is available at three TSA locations throughout the City of San Bernardino: Hospitality House Emergency Shelter (925 W. 10 th Street, San Bernardino), Hospitality House Men’s Annex (730 W. Spruce Street, San Bernardino), and TSA’s rented warehouse (located at the former San Bernardino Airport).

Although these locations are centrally located throughout the city and available for use, TSA would appreciate the use of city office space, which would foster connection and collaboration and strengthen ability to seamlessly work with City staff, departments and other community partners.

How the proposed services will work with non-profits, homeless shelters, County agencies (i.e., DBH), law enforcement, primary and mental health, and other partners:

TSA is already firmly established as a collaborative partner within the City and County of San Bernardino and has referral relationships in place to make appropriate linkages and referrals for 72 Packet Pg. 201

clients assisted through the proposed HSO program. TSA currently holds contracts with the County of San Bernardino Continuum of Care and is familiar with and currently operates using the CoC’s Written Standards for homeless services delivery, including homeless street outreach.

These standards for service delivery will continue to be incorporated into the proposed HSO program. The program will also benefit from existing shelter, community meal, social service assistance (Homeless Prevention, Rapid Re-housing, utility assistance), and food panty programs operated by TSA County-wide through contracts with the County, State, surrounding cities, EFSP local board and other private entities. The existing collaborative relationships developed by TSA within the City of San Bernardino and service providers regionally will continue to link homeless clients to appropriate supportive services. These increasing connections to the community and expanded access to services will be relied upon to fulfill the HSO program’s goal of facilitating clients’ path to self-sufficiency, permanent housing, and long-term stability.

How the program aligns with the Housing First approach:

TSA is experienced in following a housing first/low barrier model through its existing street outreach program as well as other programs for persons experiencing homelessness and will continue to implement this model throughout its service provision in the proposed HSO program.

The HSO program will be easily accessible to all, including people with no income or income history and those with active substance abuse or mental health issues, adhering to principals of a high tolerance/harm reduction model. Program staff will utilize multiple strategies, including motivational interviewing and other long-term engagement strategies, to ensure that clients with significant barriers to housing and/or reluctance to access assistance are assisted whenever possible. Assistance is geared toward ensuring a smooth transition to housing and assisting the individual/family in overcoming specific barriers to housing.

How your agency plans to gather and incorporate feedback from people with lived experience of homelessness into the services listed in this RFP:

TSA consistently seeks to enlist individuals with lived experience of homelessness into their infrastructure and framework. Locally, within The Salvation Army San Bernardino Advisory Board, there are two individuals with lived experience who are active as part of the board. Within the current TSA staff represented in San Bernardino, nine employees currently employed throughout different capacities have lived experience of homelessness. As TSA is a client-focused provider, regular feedback and evaluation of policies, procedures, programs, and proposed programs is an active part of regular business and operations. Additionally, each position within the proposed program indicates in the Job Description and position qualifications that experience either directly related to professional work in the area of homeless services or in the area of personal lived homelessness experience is required, as this adds an element of relatability, relevance and tangible insight to the program. TSA strives to deliver services driven by clients’ needs, by accurately representing and meeting those presented needs. 73 Packet Pg. 202

Staffing Plan
The proposed HSO Program will benefit from TSA’s existing HSO team in San Bernardino, which consists of management staff including the Business Administrator, Director of Programs, and Assistant Program Manager as well as two existing street outreach positions (Outreach & Engagement Coordinator and Outreach Navigator, both of which are in the process of being filled by strong candidates). This program will be strengthened and able to operate in an increased capacity to deliver the program elements outlined in Scope of Work by adding five new members to its team, resulting in a total of seven dedicated Street Outreach personnel.

Hiring strategies that support a service implementation date of April 17, 2023:

TSA will promptly post the five additional positions via internal posting, TSA’s websites, and through Indeed.com. Applications will be vetted by TSA’s San Bernardino management staff and with the assistance of the Southern California Divisional Headquarters Human Resources recruiter. Interviews for individuals who have already applied for outreach positions have been conducted, and there is a readily available pool of six individuals who are qualified and seeking employment. These individuals are aware of potential influx of hire due to this program proposal.

Staff person responsible for ALL reporting requirements:

The Director of Programs will have responsibility for all reporting requirements. Assistance may be provided by the Assistant Program Manager and Outreach & Engagement Coordinator.

A list of positions/personnel that will be involved, their full time equivalent (FTE) for the program, and the roles and responsibilities of each staff.

The proposed HSO program will be staffed by the following individuals:
• Steven Pinckney – 1 FTE Business Administrator at 10% (4 hours per week dedicated to City HSO program): Responsible for all functions of HSO program staffing, operations, financial responsibility and program compliance.
• Naomi Goforth-Kuhlman – 1 FTE Director of Programs at 12.5% (5 hours per week dedicated to City HSO program): Program oversight and structure; responsible for overall program operations, including quality assurance and improvement, consistency of services, ongoing training, and supervision of staff, facilitates partnerships with stakeholders, data tracking and performance outcomes.
• Jose Gonzalez – 1 FTE Assistant Program Manager at 12.5% (5 hours per week dedicated to City HSO program): Under the supervision of the Director of Programs, assists with program oversight and overall program operations. Supports staff in managing schedules and staffing coverage, acquiring supplies and items, and assists with property issues which impact program operation and function.
•
•
Vacant (in process of hiring candidate) – 1 FTE Outreach & Engagement Coordinator at 75% (30 hours per week dedicated to City HSO program) - Assists with program oversight and structure, facilitating of partnerships with stakeholders, data tracking and performance outcomes.

Vacant (one of three in process of being hired) – 3 FTE Outreach Navigators/Case Managers at 75% (30 hours each per week dedicated to City HSO program) - Intensive Case Management (case load of 15-20), Rapid Response, MDT Team Meetings, additional Individualized Services
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• Vacant – 3 FTE Outreach Advocates/Peer Advocates at 75% (each at 30 hours per week dedicated to City HSO program) - Outreach & Engagement, Rapid Response, MDT Team Meetings, Additional Individualized Services
Please note that program allocation for the City HSO program is proposed at 75% for the Outreach & Engagement Coordinator, Outreach Navigators, and Outreach Advocates, as 25% of these positions’ time is anticipated to be dedicated to TSA’s HSO program outside of the City of San Bernardino (throughout San Bernardino County). Additionally, for further details relative to roles and responsibilities, please see enclosed job descriptions for all proposed staff.

Which staff (or position) will provide different aspects of homeless outreach services? •
•
•
Outreach and engagement: Outreach Advocates, Outreach Navigators/Case Managers, and Outreach & Engagement Coordinator
Rapid Response: Outreach Advocates and Outreach Navigators/Case Managers, Outreach & Engagement Coordinator, and other TSA staff as needed Case Management: Outreach Navigators/Case Managers, and Outreach & Engagement Coordinator
•
•
Multidisciplinary Team Meetings: All HSO management and program staff Coordination with community vendors: All HSO management and program staff Periodically, the Director of Programs and Assistant Program Manager may step in to support the HSO team as needed with respect to specific services noted above. The Director of Programs will provide ongoing and direct oversight of the HSO team, with the assistance of the Outreach & Engagement Coordinator to involve coordination of ongoing staff training and professional development activities, weekly team case conferencing (discussions of individual client issues and overall program goals and objectives), and ongoing assistance for client issues as needed.

Staff position(s) that will be responsible for staff supervision, program oversight, complying with tracking and reporting project performance outcomes, creating and implementing procedures and policies, and monitoring procedures and policies to ensure consistent application and high levels of customer service:

The proposed HSO program will operate under the direction of TSA San Bernardino’s Business Administrator, with programmatic supervision by the Director of Programs. All seven outreach team members will report to the Director of Programs. Maintaining a high level of service for clients, compliance relative to performance outcomes, policies and procedures, and other program components will be the responsibility of the Director of Programs.

Desired qualifications for staff members providing services under this RFP:

Desired qualifications for the Outreach Advocates (3) include the following: high school diploma/GED with two years’ experience working with homeless individuals or relatable life experience; excellent written and verbal communication and interpersonal skills, proven ability to collaborate with community partners; ability to pass background check; bilingual English/Spanish preferred; availability to work evenings, weekends, or on-call rapid response ability to provide services to clients at numerous locations within the City of San Bernardino; proficiency in Microsoft Office applications and HMIS. (Applicants otherwise appropriate for the position, but 75 Packet Pg. 204

without this experience will receive training from TSA prior to commencement of job responsibilities and direct oversight and assistance for the first three months of employment.) Outreach Navigators/Case Managers (3) will meet the minimal criteria outlined above for the Outreach Advocates as well as the following: Associate’s Degree or certificate in related field OR experience equivalent to same level of education, minimum three years’ work experience of similar capacity and function; current and verifiable training (minimum of entry level) in one of the following areas of expertise: medical, mental health, substance abuse, vulnerable populations, victim services, experience conducting street outreach activity, demonstrated ability to apply harm reduction, motivational interviewing, and trauma informed techniques, as well as an in-depth knowledge of the CoC and issues faced by homeless individuals and other marginalized populations in crisis (or will receive intensive training related to these issues from TSA prior to commencement of job responsibilities). Outreach Navigators/Case Managers will work a flexible schedule, allowing for early morning, early evening, weekend, or on-call rapid response hours as appropriate to the outreach activities identified as most appropriate to engage unsheltered homeless and meet program goals and objectives.

Outreach & Engagement Coordinator (1) will meet all criteria outlined above and will additionally have a minimum of three years in leadership of a project of similar size and scope.

For additional information relative to staff qualifications, please see enclosed resumes for Business Administrator and Director of Programs as well as job descriptions for all staff proposed.

As further emphasis of TSA’s commitment to accessibility of services regarding language capacity, please note that TSA regularly employs staff with bilingual capability, particularly focused on English and Spanish speaking. TSA will seek to employ additional staff to supplement those already in place who are bilingual in English/Spanish or other predominant languages in the region. Further, TSA in San Bernardino has the technical capacity to utilize translation applications and equipment to meet the needs of clients with diverse backgrounds.

Initial and ongoing training that staff will receive:
• Within 30 days
o Decision Driving, Sexual Harassment, Social Service Ethics, Human Trafficking Awareness, Homeless Populations and Engagement, Case Management 101, Street Outreach Introduction and Basics – to be provided by TSA o Safety and Security Series: Basic, Conflict Resolution, How and When to Call 911, Principles of De-escalation - National Health Care for the Homeless Council o Mental Health First Aide – Making Hope Happen Foundation o Narcan and Overdose response training - Inland Empire Harm Reduction Within 1-3 months•
o Crisis Intervention- San Bernardino County Department of Behavioral Health o Stop the Bleed –Loma Linda University
o Mental Health Basics, Trauma-Informed Approaches Certification CSH/Supportive Housing Training Center
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• Within 3-6 months
o Question Persuade Refer - Making Hope Happen Foundation 76 Packet Pg. 205

o Partner and Domestic Violence - Partners Against Violence o Trauma-Informed vs. Trauma Responsive - Run 2 Rescue, Shannon Forsythe Ongoing quarterly and annual trainings•
o Ongoing trainings will pertain to current matters relating to housing and homelessness, target populations, services rendered, and special considerations.

Through initial and ongoing training, professional development, and continuing education activities overseen by the Director of Programs along with the Outreach & Engagement Coordinator, TSA will ensure that the proposed HSO team maintains knowledge of the San Bernardino area, including City policies related to the provision of services for the homeless, and of general principles and practices related to street outreach, counseling, case management and intervention, housing, health/mental health, substance use disorder assessments, interventions, and programs and services. Existing and ongoing collaborative efforts and coordinative activities will additionally ensure that the HSO team remains current and knowledgeable about local housing and social services programs, public benefits, community resources, referrals and service linkages.

Proposed schedule of services/hours of operation, including if and to what extent the program will provide services outside of business hours (outside of Monday-Friday, 8am- 5pm).

TSA recognizes the need to receive referrals and communication as well as provide outreach to unsheltered homeless during non-traditional hours and in a Rapid-Response format. Although it can be difficult to make linkages with needed services, often operating only during normal business hours, the initial engagement of unsheltered homeless persons during times of crisis or extreme need allow for ongoing development of a trusted relationship, increased receptivity to assistance with service and housing needs, and increased ability to meet basic human needs.

Current outreach efforts by TSA in San Bernardino includes outreach during nontraditional hours, and often in collaboration with other local agencies. The Outreach Navigators and Outreach Advocates hired for the proposed program will be willing and able to work non-traditional hours and provide Rapid-Response in an on-call basis, rotating between 3 Outreach teams, to best meet client needs and the outreach goals established by the City of San Bernardino.

HSO will establish and utilize a central phone number and central e-mail to receive referrals from a myriad of sources, including medical providers, law enforcement, and the community at large.

The process for making rapid response inquiries and follow-up by the HSO team will be communicated to community agencies, medical providers, law enforcement, stakeholders, education systems, city entities, and community members, making referrals accessible 24/7 and available to all. Responses will occur within 24 hours, Monday through Friday. Phone and e-mail messages will be monitored Monday- Friday with all inquiries responded to in person within 24 hours Monday-Friday during standard business hours, and the inquiring party informed of the status within 72 hours.

Regular services outside of Rapid Response for HSO program will be delivered Monday-Friday, 7:00 AM to 3:30 PM, with the ability to adapt and augment scheduling to meet the needs of HSO program clients on case load or address urgent needs as identified by collaborative partners and city administration.
77 Packet Pg. 206

Agency Qualifications, Experience, Capacity, and Outcomes The Salvation Army (TSA) has the organizational capacity to successfully carry out the required scope of work to serve unsheltered persons experiencing homelessness in the City of San Bernardino.

Size of your organization (number and FTE of staff):
• TSA is an international organization, with approximately 105,000 employees worldwide.
•
•
Nationally, TSA employs approximately 49,770 staff (as of FY 2021 annual report) TSA’s Southern California Division, which includes operations in nine Central and Southern California counties (including San Bernardino), currently employs 917 full- time employees and 285 part-time employees. Southern California Divisional Headquarters, located in Carson (Los Angeles County), currently employes 104 full- time staff in the Divisional Departments of Business, Finance, Social Services, Human Resources, Development, I.T., and other departments, all of which oversee and provide support to local units throughout the Division. In addition to local San Bernardino program leadership, the proposed HSO program will be overseen by this Divisional leadership.
• Locally, TSA San Bernardino operations employ 25 individuals.

Organizational structure, including 501(c)(3) status, for-profit status, or other status, size and membership of governing board, and office/program locations:

Since TSA’s founding in 1865 in London, England, the organization has expanded both geographically and programmatically to address critical needs in 131 countries around the world.

TSA’s International Headquarters remains in London, with U.S.A. National Headquarters in Alexandria, Virginia. Nationwide, The Salvation Army is divided into four territories – Western Territory (headquartered in Rancho Palos Verdes, California), Central Territory (Illinois), Southern Territory (Georgia), and Eastern Territory (New York) – with each territory organized under a separate corporation and board of directors. The proposed program is located within TSA’s Western Territory (The Salvation Army, a California corporation), which governs nine Divisions, including the Southern California Division previously referenced.

TSA (The Salvation Army, a California corporation) is tax-exempt under Internal Revenue Code Section 501(c)(3). The Board of Directors for the corporation consists of Salvation Army officers in leadership at Western Territorial Headquarters in Rancho Palos Verdes, CA. At a local level, TSA’s San Bernardino Advisory Board is comprised of volunteers in the community who provide guidance and oversight for local operations.

Description of services provided by your organization:
• TSA Southern California Division: At a divisional level, TSA Southern California Division is a leading provider of programs and services for low-income, homeless, and at-risk individuals and families. The Division currently operates over 50 Corps and Service Centers, with programming including food pantries; meals; childcare centers; after-school programs; children's summer camps; homeless prevention services (including rental and utility assistance); seasonal/holiday assistance; services for elderly persons; and emergency 78 Packet Pg. 207

disaster services. Additionally, the Division provides over 30 programs for persons experiencing homelessness, including emergency shelters, interim housing, permanent supportive housing, and access centers. Further, the Division operates 15 low-income senior residences, which house a total of 1,336 seniors, as well as 8 Adult Rehabilitation Centers (residential treatment centers for substance use). Relative to homeless street outreach programs, TSA operates substantial outreach programs in Los Angeles County (with special focus on Skid Row), Ventura County, and San Bernardino County (as described further below). TSA’s goal when serving any client is to provide comprehensive supportive services and linkages necessary for that individual/family to overcome barriers and obtain long-term stability.
• TSA San Bernardino: Services to the homeless, including street outreach, have been provided by TSA in various communities in the United States since the late 1800s and continuously in San Bernardino for almost as long. In 1887, TSA began its work in the city of San Bernardino. Since its establishment in the city, issues such as substance abuse, poverty, hunger, homelessness and housing have been of paramount focus. Shelter and transitional housing for the homeless have been provided in the city of San Bernardino since the 1980’s when formal shelter programs were opened. In 2010 there was a grand re- opening of The Salvation Army Hospitality House Emergency Shelter, Transitional Living, and Community Meal program. This facility currently provides 95 beds of Emergency Shelter or Transitional Living to families with children and unaccompanied women over the age of 18. Additionally, The Salvation has operated a Men’s Transitional recovery home for over 15 years, and periodically as recently as 2019-2020 has provided Cold Weather or Winter shelter services to varying target populations at scattered-site locations throughout the County of San Bernardino and within the City of San Bernardino itself.

Services provided by TSA San Bernardino in 2022 include the following:
o Households received groceries: 10,318
o Meals served: 105,981
o Persons served 18,201
o Nights of shelter at Hospitality House: 31,534
Your organization’s experience providing the services requested in this RFP or similar services:

In the city of San Bernardino, street outreach has been provided by TSA since the late 1800s.

Outreach services substantially increased in 2018 with the award of a contract through San Bernardino County for HEAP funds, which included the ability to administer services through Rapid Re-housing to unhoused individuals who qualified. In 2020, services were further enhanced through funding from a contract with Dignity Health to regionally administer Mobile Street Outreach Services through their Homeless Health Initiative Grant. In early 2021, San Bernardino City developed a Homeless Outreach Collaborative between local service providers, waste management, local law enforcement, and city representatives. TSA was a main partner in the collaboration. As a result, TSA has continued to be a strong partner with the City’s new administration and Housing and Homelessness team in street outreach activities. In 2022, San Bernardino County awarded TSA with additional funds to support the Street Outreach program in the city of San Bernardino. Street Outreach engagement and case management services have been 79 Packet Pg. 208

ongoing to present day as a result, through a two-person Mobile Street Outreach team housed within the city of San Bernardino.

Specific target populations you have served through existing programs, and the results achieved:

TSA in San Bernardino does not specifically target certain homeless populations as part of its overall outreach program. TSA is experienced in serving a broad range of populations experiencing homelessness, including individuals who are chronically homeless, persons with substance use and mental health disorders, individuals with physical disabilities, military veterans, families with children, victims of trafficking, transitional age youth, and other populations with unique needs. In 2022, the HSO program engaged with 251 unhoused individuals, 100 clients were intensively case managed, and 82 obtained stability in permanent housing over the course of the two year contract period.

If you have not provided related services, please describe other programs you operated that have similar features, and include the population served and program results.

Not applicable; TSA is an experienced provider of homeless outreach services.

How your agency currently incorporates people with lived experience of homelessness into the planning and implementation of your programs:

Organization’s experience administering contracts for Federal and State funding, including the types of contracts your organization:
• In TSA’s FY 2022 (10/1/21-9/30/22), the Southern California Division received over $80 million in government funding from Federal, State, County, and City governments. Agencies providing the highest amount of funding for Divisional programs included the following:
o County of Los Angeles, including Department of Mental Health, Department of Health Services, and County Measure H proceeds – benefiting multiple TSA shelter and housing programs for homeless clients in L.A. County: $27,252,785 o U.S. Department of Housing and Urban Development, including Continuum of Care Program, Emergency Solutions Grant (ESG) Program, Community Development Block Grant Program (CDBG), and Housing Opportunities for Persons with AIDS (HOPWA) – benefiting multiple TSA programs shelter, housing, and social services programs throughout the Division: $14,878,355 o U.S. Department of Veterans Affairs, including Supportive Services for Veteran Families (SSVF) Program, Homeless Providers Grant and Per Diem (GPD) 80 Packet Pg. 209

Program – benefiting multiple TSA homeless and prevention programs throughout Division: $9,657,940
o U.S. Department of Health and Human Services, including Drug Medi-Cal Program, General Childcare Program, and State Preschool Programs as administered by the State of California – benefiting multiple sites in Division:
$6,401,532
o U.S. Department of Treasury (Coronavirus Relief Funds) – benefitting multiple programs throughout the Division: $4,763,232
o U.S. Dept of Homeland Security – Federal Emergency Management Agency (FEMA) Emergency Food and Shelter Program (EFSP) – benefiting multiple food and shelter programs throughout the Division: $4,175,814 • TSA San Bernardino Hospitality House has been a regular recipient of HUD’s Emergency Solutions Grant (ESG) funding through the City and County of San Bernardino as well as FEMA’s EFSP funding through the local EFSP board. Recent government funding received in TSA’s FY 2022 for San Bernardino programs totaled $792,292 and included the following:
o FEMA – EFSP: $80,410
o State of California, Dept of Housing and Community Development (HCD) – through the City of San Bernardino – Permanent Local Housing Allocation (PLHA) program: $100,682
o HUD – through the County of San Bernardino – CDBG-CV: $95,488 o HUD – through City of San Bernardino – ESG: $87,624
o HUD – through County of San Bernardino – ESG-CV – $233,334 o HUD – through County of San Bernardino – ESG-CV (for County winter shelter):
$195,254
Describe your organization’s grievance policy (for clients who disagree with a program decision or feel that they are not receiving appropriate services) and how clients are informed about the policy. If there is no grievance policy in place, describe the process to establish a policy within the program start-up timeline.

Because client safety and wellbeing is important to TSA, its leadership must review all grievances within a timely manner. As TSA San Bernardino’s Grievance Policy states, grievance forms are available when a client wishes to file a grievance regarding a staff member or feels their rights have been violated. Forms can be turned in at any time to the intake/reception area for staff review.

Any form turned in will be given to the Director for Programs. Clients who are engaged in case management or services beyond engagement will receive a paper grievance policy in person or through electronic communication. Those who are engaged in services are informed of the policy, which is available to be provided by all staff in the field and posted in vehicles utilized for outreach. 24/7 access to the policy will be available through Hospitality House at the 925 W. 10th Street location and via electronic communication through rapid response/referral system email. 81 Packet Pg. 210

Data, Performance Measures, and Quality Improvement
If you operate homeless outreach programs currently, describe the program scale and budget. List key outcomes for the past three fiscal years, including the number of clients served by outreach, the number of clients served who moved into a shelter or another temporarydestination, the number of clients who moved into permanent housing, and any other vital outcomes.

The current outreach budget for TSA’s San Bernardino HSO program is approximately $200,000, including about $130,000 for staffing costs and a remaining $70,000 for supplies, transportation costs (associated with existing van for the program), essential food and other items for clients, and administrative costs.

Key outcomes for recent years, for which the program was formally administered under the Dignity Health contract, are as follows:
•
•
•
Year 1: 173 unhoused individuals engaged, 47 received case management, 45 obtained permanent housing or stable living accommodations.

Year 2: 251 unhoused individuals engaged, 53 received case management, 37 obtained stable housing or permanent living conditions.

Year 3: currently being administered
TSA will adhere to the performance outcomes pursuant to those indicated in this RFP and as established in further detail by the city of San Bernardino.

Describe your agency’s experience ensuring complete and timely data entry into a data management system.

Accurate and timely data entry is completed with regular quality assurance checks by the Director of Programs, with assistance from the Assistant Program Manager. Reporting within HMIS allows for access to data, which compiles staff time associated with HMIS utilization and system utilization as a whole. Additionally, data quality reports indicate timeliness measures. On a bi- weekly and monthly basis, the Outreach & Engagement Coordinator will be responsible for regularly running this report.

TSA staff maintain a high level of ethical conduct, following long-established TSA protocols related to client privacy and confidentiality, dual relationships, and professional stature; and will maintain documentation and records in accordance with applicable standards and regulations, grant requirements, etc. Staff will continue to actively use HMIS for the proposed program. TSA will monitor participant progress toward established goals, both individually and for purposes of program tracking and outcome measurement.

Describe your agency’s ongoing quality assurance and quality improvement processes and how your agency ensures high-quality services and consistent implementation of all policies, procedures, and tools.

As the Director of Programs, Naomi Goforth-Kuhlman provides careful program oversight and structure and is responsible for overall program operations, including quality assurance and improvement, consistency of services, ongoing training, and supervision of staff, data tracking, 82 Packet Pg. 211

and performance outcomes. Further supervision is provided the Business Administrator (Steven Pinckney), with overall leadership of San Bernardino operations provided by the Corps Officer, Major Isaias Braga. Additionally, TSA Southern California Divisional Headquarters – led by the Divisional Social Services Department (including the Director of Social Services, Director of Homeless Services, Quality Assurance Specialist, and other social services staff) – will ensure that the San Bernardino HSO program adheres to program policies and procedures through ongoing site visits, review of statistical data reported in TSA’s database, and other standard administration/oversight activities conducted at the Divisional level. 83 Packet Pg. 212

Program Budget and Budget Narrative
The enclosed Program Budget provides itemized expenses and revenue sources specific to The Salvation Army’s (TSA) proposed services for the Homeless Street Outreach (HSO) program in San Bernardino.

TSA requests $1,500,000 from the City of San Bernardino for the proposed HSO program.

Funding is requested for program costs for three years, from April 17, 2023, to April 16, 2026, for the expenses described below.

Expenses
Staffing Expenses
Existing TSA San Bernardino HSO program positions include 1 Business Administrator, 1 Director of Programs, 1 Assistant Program Manager, 1 Outreach & Engagement Coordinator, and 1 Outreach Navigator. TSA is proposing to expand its HSO program with 5 additional staff, including 2 more Outreach Navigators and 3 Outreach Advocates. Staffing costs associated with the proposed scope of work to be undertaken by all proposed staff are listed below and reflect program allocation percentages based on the number of actual hours anticipated to be performed for the City HSO program on a weekly basis. This includes 75% allocations for the Outreach & Engagement Coordinator, Outreach Navigators, and Outreach Advocates, as 25% of these positions’ time is anticipated to be dedicated to TSA’s outreach program conducted outside of the City of San Bernardino (25% expected to be dedicated throughout other areas of San Bernardino County).
• Business Administrator: 1 FTE, 10% program allocation (4 hours per week) Annual salary $63,356/yr + payroll/benefits of $24,411 annually x 3 yrs = $263,301 x 10% of time = $26,330
• Director of Programs: 1 FTE, 12.5% program allocation (5 hours per week) Annual salary $62,759/yr + payroll/benefits of $24,260 annually x 3 yrs = $261,056 x 12.5% of time = $32,632
• Assistant Program Manager: 1 FTE, 12.5% program allocation (5 hours per week) Hourly rate $25.00/hr ($52,000 annually) + payroll/benefits of $21,532 annually x 3 yrs = $220,597 x 12.5% of time = $27,575
• Outreach & Engagement Coordinator: 1 FTE, 75% program allocation (30 hours per week) Hourly rate $21.00/hr ($43,680 annually) + payroll/benefits of $19,424 annually x 3 yrs = $189,311 x 75% of time = $141,983
• Outreach Navigators: 3 FTE, 75% program allocation (30 hours per week) Hourly rate $19.00/hr ($39,520 annually) + payroll/benefits of $18,369 annually x 3 yrs = $521,002 x 75% of time = $390,752
• Outreach Advocates: 3 FTE, 75% program allocation (30 hours per week) Hourly rate: $17.00/hr ($35,360 annually) + payroll/benefits of $17,315 annually x 3 yrs = $474,072 x 75% of time = $355,554
Staffing subtotal: $974,826
(City of San Bernardino funding requested for all staffing expenses.) 84 Packet Pg. 213

Other Expenses
• Purchase of (2) Toyota Sienna minivans for outreach teams: $35,680 x 2 = $71,360 • Vehicle expenses (fuel, maintenance): $1,000 monthly x 36 months = $36,000 • Essential client items/direct assistance (detailed below) = $168,395 o Sleeping Bags – 450 sleeping bags over 3 years: $20,000 o Warming Blankets: $5,000
o Food/water: $45,000
o Hygiene kits: $20,000
o Back Packs: $10,000
o In climate cold weather items (gloves, beanies, etc.): $10,000 o Clothing/Jackets/shoes/socks- etc.: $40,000
o Pet Food: $5,000
o Miscellaneous (can openers, towels, flip flops to shower in, sunscreen, bandages, dog leashes, etc.): $13,395
• Equipment
o Laptops and accessories: 3 x $1,392 = $4,176
o Printer and printer/copier service contract with Zojio (36 months) = $7,500 • Program supplies (detailed below) = $20,000
o Boots, vest, clothing for 7 outreach staff: $10,000
o Flyers and promotional materials: $2,000
o Plastic Bags for food and hygiene kits: $2,000
o Mask/gloves: $1,000
o Miscellaneous: $5,000
• Office supplies (paper, pens, folders, misc): estimated $555 x 36 months = $20,000 • Mobile phone stipends – 7 outreach staff x $50/month x 36 months @75% allocation = $9,450
• Staff training (purchased from Corporation for Supportive Housing and other training sources during the three-year period) = $5,000
• Occupancy/facility: 25% of $2,000 monthly rent for storage facility for supplies/client items; plus occupancy costs for TSA San Bernardino facilities estimated at 20% of $40,000 annually = $42,000
• Additional services proposed: “A Way Back Home” reunification assistance: $800 per client per month x 36 months = $86,400
Other Expenses subtotal: $470,281
(Of this amount, $388,810 requested from the City of San Bernardino.) Subtotal – Staffing and Other Expenses: $1,445,511
(Of this amount, $1,363,636 requested from City of San Bernardino.) Indirect Costs (10%): $144,511
(Of this amount, $136,364 requested from City of San Bernardino.) Total Program Budget: $1,589,617
(Total amount requested from the City of San Bernardino is $1,500,000.) 85 Packet Pg. 214

Revenue
In addition to funding from the City of San Bernardino in the amount of $1,500,000, TSA intends to allocate the following funds:
• $89,617 of total HUD ESG funding of $112,442 recently committed by the County of San Bernardino to TSA San Bernardino’s HSO program. This funding is available for the performance period of 2/1/2023 to 8/31/2023.

Further leverage will be provided from in-kind contributions as follows:
• Food: Value of approximately $40,000 per month from grocery rescue – food donated and picked up daily from grocery stores. Of this, about one-half is used at TSA’s Hospitality House and the other half will be used for the HSO program. (This is usually fresh food and will not replace the need to purchase non-perishables.) Total value of food for the HSO program: $20,000 x 36 months = $720,000 •
•
Clothing: Value fluctuates and may include pallets of new clothing from corporate donors in addition to regularly donated clothing from the community that is provided to clients with whom the outreach team engages.

Volunteer labor – sorting and bagging food and other supplies for outreach clients:
estimated at approximately 230 hours per month x 36 months = 8,280 hours Should the city of San Bernardino be unable to fund the proposed program as requested, TSA would need to make appropriate modifications to scale the program and related expenses accordingly. Locally in San Bernardino, TSA has very limited financial resources to contribute to the program, and thus seeks the full amount of funding available in this RFP to ensure a successful delivery of the city’s established scope of work for the HSO program.

Financial Management:

TSA’s Southern California Divisional Headquarters offices, located in Carson (Los Angeles County), employs a large team of professionals in finance/accounting, social services, and other functions to effectively manage all government contracts throughout the Division. TSA San Bernardino’s leadership works closely with the Divisional Headquarters office to ensure compliance with program services delivery as well as financial management and the thorough drawing down of contracted funds within established grant terms. Oversight is led by the Divisional Finance Department (Director, Richard Chalk, MBA, CPA) and Divisional Social Services Department (Director of Social Services, LaJuannah Hills, MSW).

Expenditures associated with the HSO program will be monitored through a layered approval system within the Divisional Finance Department. TSA’s expenditure authorization and accounting policies and procedures are consistent with generally accepted accounting principles and in accordance with the Audit and Accounting Guide - Not-for-Profit Organizations issued by the American Institute of Certified Public Accountants. The Divisional Finance Department uses a robust, tiered, and efficient expenditure approval process that builds in safeguards to protect against fund misuse, fraud, and inaccuracy, with oversight from a Command Finance Council, which meets weekly and includes the Divisional Finance Director and other department heads. Fiscal reports under the contract requested by the City will be prepared by the TSA San Bernardino Business Administrator.
86 Packet Pg. 215

CITY OF SAN BERNARDINO - HOMELESS STREET OUTREACH RFP

PROGRAM BUDGET
Organization:

Program Title:

Project Start Date:

Project End Date:

The Salvation Army
Homeless Street Outreach (HSO) Program
4/17/2023
4/16/2026
Amount

REVENUE NOTES
1,500,000 This funding requestCity of San Bernardino Homeless Street Outreach Program $ $
Total of $112,442 committed to
County outreach program; contract
89,617 period 2/1/2023-8/31/2023County of San Bernardino - HUD Emergency Solutions Grant (ESG) TOTAL REVENUE $ 1,589,617
Amount

EXPENSES
Salary &
Benefits
(36 months)
263,301
261,056
220,597
189,311
521,002
474,072
% Allocation to
San Bernardino
HSOSalaries & Benefits NOTES
1 FTE Business Administrator
1 FTE Director of Programs
1 FTE Assistant Program Manager
1 FTE Outreach & Engagement Coordinator
3 FTE Outreach Navigators

10.0%

12.5%

75.0%

75.0%
26,330 Existing Position
32,632 Existing Position
27,575 Existing Position
141,983 Existing Position
390,752 1 Existing; 2 additional proposed
355,554 3 new positions proposed
974,826
3 FTE Outreach Advocates
Subtotal for Salaries + Benefits $
Other Expenses - Equipment, Supplies, Direct Assistance, Training Purchase of (2) Toyota Sienna minivans
Vehicle expenses - fuel, maintenance
(3) New Laptops and accessories (1 for each outreach pair) (1) Printer for office; Zojio printer/copier service contract Justification/Detail
71,360 2 vans at $35,680 each
36,000 $1,000 monthly
4,176 3 at $1,392 each
7,500 Approximately $208 monthly
$
$
$
$
$Office supplies (paper, pens, folders, misc) 20,000 Approximately $556 monthly Detailed breakdown in budgetEssential items/direct assistance (food, hygiene kits, blankets, clothing, and other supplies) $ 168,395 narrative
Program supplies - staff PPE and safety attire, packaging for client items, flyers/promotional
Cell phone stipends for 7 outreach staff
Staff training - initial and ongoing
A Way Back Home Transitional Assistance - $800 per person x 3 cases/mo Occupancy / Facility Expenses - 25% of $2,000 montly rent for storage facility for supplies/client items; plus occupancy for Salvation Army facilities estimated at 20% of $40,000 annually
Detailed breakdown in budget
20,000 narrative
9,450 7 x $50 x 36 months @75%
5,000 Detailed in budget narrative
86,400 Client reunification program
$
$
$
$
If City of San Bernardino offices
available, The Salvation Army
42,000 anticipates utilizing as well.$
$Subtotal for Other Expenses 470,281
Subtotal for all expenses
10%
Subtotal with Indirect Costs
$
$
$
1,445,107
144,511
1,589,617
Indirect Rate (per RFP 10% maximum)
TOTAL $ 1,589,617
Program Surplus <Deficit> $ (0)
87 Packet Pg. 216

88 Packet Pg. 217

The Salvation Army San Bernardino
Corps Officers
Majors Isaias and Adelma Braga
Business Administrator
Steven Pinckney
Grant Coordinator

APPROVED & POSTED POSITION

ACTIVELY INTERVIEWING
Director of Programs Administrative Assistant
Bethany Wattimena
Social Services Director
Michael DelgadoNaomi Kuhlman
Assistant Program Manager
Jose Gonzalez
Warehouse Manager
Samuel Valdez
Driver
Robert Jordan
Hospitality House
Homeless Street Outreach
(Dignity Health Mobile Outreach)
Hospitality House
Mens's Annex
Emergency Shelter,
Transitional Living Center &
Community Meal
Outreach and Engagement Coordinator

APPROVED & POSTED POSITION

ACTIVELY INTERVIEWING
Case Manager

APPROVED & POSTED POSITION
ACTIVELY INTERVIEWINGCase Manager
Katherine Aguilar
Case Manager
Kathy Brown
Kitchen Manager
Robert Espinosa
Outreach Navigator

APPROVED & POSTED POSITION

ACTIVELY INTERVIEWING
Resident Assistant

APPROVED & POSTED POSITION

ACTIVELY INTERVIEWING
Front Desk
Representative/Chaplain
Shirili Valdez
Kitchen Assistant
Peter Flores
Outreach Advocate
*RFP-Proposes hiring for this position*
Resident Assistant
Jessica Navarro
Outreach Navigator
*RFP-Proposes hiring for this position*
Resident Assistant
Erlene Navarro
Outreach Advocate
*RFP- proposes hiring for this position* Resident Assistant Aaron Boston
Outreach Navigator
*RFP- Proposes hiring for this position* Resident Assistant William Brown
Outreach Advocate
*RFP-Proposes hiring for this position*
Resident Assistant
Ana Gonzalez
89 Packet Pg. 218

The Salvation Army San Bernardino Homeless Street Outreach Program Corps Officers
Majors Isaias & Adelma Braga
Business Administator
Steven Pinckney
Existing Employee
Director of Programs
Naomi Goforth (Kuhlman)
Outreach and Engagement Coordinator
Existing Position
Outreach Navigator
Existing Position
Outreach Navigator
*RFP-Proposed*
Outreach Navigator
*RFP-Proposed*
Outreach Advocate
*RFP-Proposed*
Outreach Advocate
*RFP-Proposed*
Outreach Advocate
*RFP-Proposed*
90 Packet Pg. 219

91 Packet Pg. 220

San Bernardino Salvation Army: Grievance Policy and Procedure Definition:

A grievance is a real or imagined wrong or other cause for complaint or protest, especially unfair treatment.

Policy:

Because guest safety and wellbeing is important to The Salvation Army (TSA), it’s leadership must review all grievances within a timely manner. Grievance forms should be utilized when a client wants to file a grievance regarding a staff member or feels their rights have been violated. Forms can be turned in at any time to the intake/reception area for staff review. Any form turned in will be given to the Director for Programs.

Procedure:
• Forms will be available for residential guests in the hallway where Case Management offices are found, and along the wall closest to Case Manager offices. Forms will be available at the Hospitality House location for any unhoused or community-based programs and can be picked up at:
o
o
925 W. 10th Street, San Bernardino Ca, 92411 24/7
Forms should be filed the same way outlined below regardless of program •
•
•
Guests may turn in completed form to the intake desk for staff review, or submit in confidential mailbox for Director for Programs.

All non-grievance complaints will be addressed by appropriate staff, all legitimate grievances or staff related matters will be turned into Director for Programs.

The Director will review the form within 24 business hours to determine if the comments need to be addressed immediately. If there is no immediate safety need to be addressed, the Director will address the need within 72 business hours.
•
•
Once reviewed, the Director will review any outcomes with the participant and document notes in client’s electronic file.
o If participant requests to speak with higher level of administration, elevation as needed will go through appropriate chain of command; Director, Business Administrator, Corps Officer.

All forms will be kept for 1 year by the Director for review or audit as needed. A copy of the form will be filed in the client file, and sent to Business Admin and Corps Officer along with incident report. 92 Packet Pg. 221

Grievance
Your safety and wellbeing is important to The Salvation Army (TSA). Because we understand that living in a community presents certain challenges, please use this form to share any grievances or if you feel your rights have been violated.

Participant Name: Date: Bed Number: _____________
Housing Case Manager Name:

Summarize the situation/grievance:
_____________
_____________
_____________
_____________
_____________
Signature of Participant Date
For Staff Use:

Received by: Date Received:
(Staff receiving this form, please determine if this is a grievance and if so, please submit form to Site Manager) Reviewed by:

Comments:

Date Received:
_____________________
_____________________
____________________________________________________________________________________________________________ 93 Packet Pg. 222

Signature of Site Manager Date addressed: Date reviewed with guest 94 Packet Pg. 223

The Salvation Army USA Western Territory
Handbook for Employees

GRIEVANCES
In the event of any misunderstanding or problem, an employee should feel free to discuss the matter fully with his/her department head or supervisor.

If an employee is of the opinion that further counseling or discussion is necessary, contact should be made with the Divisional office, or the office of the Command Department Head. If this procedure does not improve the situation, contact may be made with the Territorial office of the Secretary for Personnel. As a last resort, it is the privilege of the employee who has passed the initial three month evaluation to request a Personnel Review Committee, appointed by the Chief Secretary.

Territorial Headquarters (THQ) Reporting Line
Territorial Headquarters maintains a 24 hour toll free telephone line, 1-888-887-6528 and an email address: [email protected] where staff may report good behavior, unacceptable behavior, concerns, compliments, suggestions, ideas, wage issues, problems with benefits such as medical, dental, vision, EAP, flex spending, etc. This feedback system does not replace the usual chain of command nor the grievance process already in place to address employee issues and concerns. The THQ Reporting Line is meant to be an additional avenue for employees to make their concerns known to top administration, if the usual channels have not worked for some reason. It is also a place to report what the organization or staff members have done well. Reports can be made without personal information so long as a city and state are shared, so we know which Command to contact. If you leave your personal information on the line without asking us to keep it confidential, your concerns will be shared with the pertinent Command, including your name if you have okayed it. If you leave your personal information on the line but ask us to keep your feedback confidential, we will make every effort to maintain your privacy. If the information is of a serious nature and requires action, we will contact you before providing any information to the pertinent Command, but please understand our legal obligations may limit confidentiality in such situations.
95 Packet Pg. 224

The Salvation Army Western Territory - Southern California Division

SAN BERNARDINO
FY 2022 Budget and Actuals
Actual
This Year
2022
Budget
This Year
2022
Fav/(Unfav)
Budget
Variance
INCOME:
4100 Contributions
4003/4 Meeting Collections
4X05 World Service Contributions
4121/4200 Special Fund Raising Events
405X Gifts-In-Kind
4600 Associated Organizations
4691 Program Reserves Distributions
4695 Income Res Distributions
5000 Fees & Grants - Government Agencies
6200 Program Service Fees
6400 Sales To The Public
1,053,695 981,500
70,000
1,500
72,195
(18,300)
(827)
(113,133)
(227,117)
1,438,283
88,272
(7,138)
414,142
10,820
51,700
673
113,487
1,072,883
1,534,592
95,687
8,633
792,792
87,615
801
226,620
1,300,000
96,309
7,415
15,771
378,650
76,795
0 801
6600 Investment Income (62) 0 (62)
TOTAL INCOME 4,812,496 3,154,560 1,657,936

EXPENSE
7000 Salaries & Allowances
7100 Officer & Employee Benefits
7200 Employment Taxes
8000 Professional Fees
8100 Supplies
8200 Telecommunications
8300 Postage & Shipping
8400 Occupancy
8500 Equipment/Furnishings
8600 Printing and Publications
8700 Transportation/Meals
8800 Conf/Councils/Special Meetings
8900 Specific Assistance To Individuals
89x9 GIK Specific Assistance To Individuals
9000 Membership Dues
825,203
152,603
75,388
107,553
139,811
9,333
37,561
371,698
47,620
93,087
110,473
13,444
110,011
1,072,883
330
721,697
138,911
65,573
107,909
81,750
6,250
35,197
187,811
15,828
95,069
80,676
3,460
(103,506)
(13,693)
(9,815)
356
(58,061)
(3,083)
(2,364)
(183,887)
(31,792)
1,982
(29,797)
(9,984)
(39,376)
227,117
(10)
70,635
1,300,000
320
9100 Awards & Grants
9400 Miscellaneous Expense
9500 Depreciation
9600 Indirect/Agency Allocations
9605 World Service Expense
969? Indirect/Agency Support Service
Expenses Before Admin Allocation
3,570
6,020
0 (3,570)
(2,752)
(13,738)
15,790
5 3,268
1,618
94,553
14,549
174,079
3,199,153
15,356
78,762
14,544
171,348
3,456,599
2,731
(257,446)
TOTAL EXPENSE 3,456,599
1,355,897
3,199,153
(44,593)
(257,446)
1,400,490*Current Surplus / (Deficit)
Net Asset Transfers
Prior Year Surplus / Deficit
Accumulated Surplus / Deficit
151,552
(1,507,448)
0 0
0 0
(44,593)
Net GIK (Should be zero) 0 (0) (0)
Net Asset Total 0
10,597
114,024
5,940
(44,593)
Custodial Account Equity
Vehicle & Equipment
Temp Restricted Account Equity
Unrestricted Equity
0 0
0 (130,561) (44,593)
*Reflects contribution from Divisional Headquarters to forgive accumulated internal debt from several years prior during previous San Bernardino leadership (as a result of insufficient program funding).
96 Packet Pg. 225

The Salvation Army Western Territory - Southern California Division

SAN BERNARDINO
FY 2023 Budget
INCOME:
4100 Contributions 1,218,724
70,000
550
194,973
997,791
130,513
19,531
8,633
4003/4 Meeting Collections
4X05 World Service Contributions
4121/4200 Special Fund Raising Events
405X Gifts-In-Kind
4600 Associated Organizations
4691 Program Reserves Distributions
4695 Income Res Distributions
5000 Fees & Grants - Government Agencies
6200 Program Service Fees
6400 Sales To The Public
360,788
100,000
2,365
6600 Investment Income 0
6900 Miscellaneous Revenue

TOTAL INCOME
0 3,103,868

TOTAL EXPENSE
Current Surplus / (Deficit)
3,289,795
(185,927)
Prior Year Surplus / Deficit 0
Accumulated Surplus / Deficit (185,927)
Net GIK (Should be zero) 0
Net Asset Total (185,927)
Custodial Account Equity
Vehicle & Equipment
Temp Restricted Account Equity
Unrestricted Equity
0 0
0 97

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The Salvation Army USA,
Western Territory, California
South Division
Financial Statements as of and for the
Years Ended September 30, 2021 and 2020, and
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THE SALVATION ARMY USA, WESTERN TERRITORY,

CALIFORNIA SOUTH DIVISION

TABLE OF CONTENTS
Page

FINANCIAL STATEMENTS AS OF AND FOR THE YEARS ENDED
SEPTEMBER 30, 2021 AND 2020:

Statements of Financial Position
Statements of Activities
3 8Statements of Cash Flows
99 Packet Pg. 228

To The Salvation Army USA, Western Territory,
California South Division:

We have audited the accompanying financial statements of The Salvation Army USA, Western Territory, California South Division (t
Territory of The Salvation Army, a California Corporation), which comprise the statements of financial position as of September 30, 2021 and 2020, the related statements of activities, functional expenses, and cash flows for the years then ended, and the related notes to financial statements.

Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America; this includes 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.

Our responsibility is to express an opinion on these financial statements based on our audits. We conducted our audits in accordance with auditing standards generally accepted in the United States of America. Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor financial statements 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 press no such opinion. An audit also includes
evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
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Opinion
In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of the Division as of September 30, 2021 and 2020, and the changes in its net assets and its cash flows for the years then ended in accordance with accounting principles generally accepted in the United States of America.

Emphasis of Matter
As discussed in Note 12 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.

February 1 , 2022
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THE SALVATION ARMY USA, WESTERN TERRITORY,

CALIFORNIA SOUTH DIVISION

STATEMENTS OF FINANCIAL POSITION
AS OF SEPTEMBER 30, 2021 AND 2020
2021 2020
ASSETS
CASH AND CASH EQUIVALENTS $ 20,408,468
13,192,813
21,079,878
75,419
$ 15,279,233
16,437,146
14,084,627
14,600,007
4,349,575
577,695
FUNDS ON DEPOSIT AT WESTERN TERRITORY HEADQUARTERS (Note 12)

ACCOUNTS RECEIVABLE

RECEIVABLE FROM WESTERN TERRITORY HEADQUARTERS
3,505,441
545,156INVENTORY
PREPAID EXPENSES AND DEFERRED CHARGES 853,491 709,343
4,575,659
112,575
3,881,547
112,575ASSETS HELD FOR SALE
TOTAL $ 64,348,900 $ 70,031,748

LIABILITIES AND NET ASSETS
LIABILITIES:

Accounts payable and accrued expenses
Other liabilities
$ 7,471,394
5,591,326
$ 9,017,494
2,019,715
Total liabilities 13,062,720 11,037,209
CONTINGENCIES AND COMMITMENTS (Note 9)
NET ASSETS:

Without donor restrictions
With donor restrictions (Note 6)
40,577,660
10,708,520
45,676,424
13,318,115
Total net assets
TOTAL
51,286,180 58,994,539
$ 64,348,900 $ 70,031,748
See notes to financial statements.
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105

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T HE SALVATION ARMY USA, WESTERN TERRITORY,

CALIFORNIA SOUTH DIVISION

STATEMENTS OF CASH FLOWS
FOR THE YEARS ENDED SEPTEMBER 30, 2021 AND 2020
2021 2020
CASH FLOWS FROM OPERATING ACTIVITIES:

Change in net assets $ (7,708,359) $ 13,872,584
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
1,421,862
(358,337)
1,381,888
(79,214)
3,244,333
(6,995,251)
14,524,588
844,134
(10,354,696)
(2,550,786)
(10,527,037)
4,918,703
1,062,169
(50,595)
Receivable from Western Territory Headquarters
Pledges receivable
Inventory
Prepaid expenses and deferred charges
Accounts payable and accrued expenses
Other liabilities
32,539
(144,148)
(1,546,100)
3,571,611
2,269,291
642,998
6,886,872 585,305Net cash provided by operating activities CASH FLOWS FROM INVESTING ACTIVITIES:

Purchase of vehicles and equipment
Proceeds from sale of vehicles and equipment
(2,165,575)
407,938
(1,288,763)
194,629
Net cash used in investing activities (1,757,637 ) (1,094,134) INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS 5,129,235 (508,829) 15,279,233 15,788,062
$ 20,408,468
$ 19,293,950
$ 15,279,233
$ 17,500,777
SUPPLEMENTAL CASH FLOW INFORMATION:

Donations-in-kind from government agencies
See notes to financial statements.
$ 621,480 $ 795,678
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THE SALVATION ARMY USA, WESTERN TERRITORY,

CALIFORNIA SOUTH DIVISION

NOTES TO FINANCIAL STATEMENTS
AS OF AND FOR THE YEARS ENDED SEPTEMBER 30, 2021 AND 2020

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 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 Territory of The Salvation Army. The Western
headquarters, institutions, corps community ce
orized 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 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
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 -
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In order to observe restrictions, which donors place on grants and other gifts, as well as designations made by the Wester
all assets, liabilities, and activities are accounted for in the following net asset classifications:

Net Assets Without Donor Restrictions
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, 2021 and 2020, there were no net assets without donor restrictions that are designated by the Board of Directors.

Net Assets With Donor Restrictions
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, 2021 and 2020, there were no net assets with donor restrictions in the accompanying financial statements. Any net assets with donor restrictions that are required to be maintained in perpetuity would be transferred to Western Territory Headquarters upon receipt (see Note 12).

Cash and Cash Equivalents
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 ounts 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 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 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 sale 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 at cost or, if donated, at
fair market value at the date of donation, net of accumulated depreciation.

Assets Held for Sale sale at September 30, 2021 and
2020, consisted of donated property held by the Division and were valued at $112,575 and $112,575, respectively.
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Support and Revenue 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 $1,763,440 and $398,898 have not been recognized in the accompanying statement of activities because the condition(s) on which they depend ha not yet been met at September 30, 2021 and 2020, respectively. Of the total unrecognized portion of conditional contributions at September 30, 2021, $1,391,885 depend on meeting certain established milestones for art & literacy program at the KROC center and Day Camp program, $217,322 depend development of 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. Of the total unrecognized portion of conditional contributions at September 30, 2020, $214,582 depended on the development of a transport program for homeless individuals with established milestones, $146,313 depended on the development of a homeless housing program with established milestones, $21,503 depended on the development of a job training program for homeless individuals with established milestones, and $16,500 depended on hiring medical staff to be employed a Division housing facility.

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 the e 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 $54,425,929 that have not been recognized as of September 30, 2021 because allowable qualifying expenditures have not yet been incurred, with advance payments of $1,755,682 at September 30, 2021.

Such advance payments have been recognized in the statements of financial position as a refundable advance within other liabilities. There were no advance payments at September 30, 2020.

Donations-in-Kind and Contributed Services Donations-in-kind items used in Salvation Army Corps and Unit programs and services (e.g., vehicles, free rent, and equipment) and donated goods distributed (e.g., clothing, furniture, and food stuff) are recorded at their estimated fair market value as income and expense at the time the items are distributed.
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Go
contributions and processed as donations-in-kind based on estimated fair value.

Contributed vehicles and equipment are recorded at fair value at the date of donation as support and revenue without restriction, unless the use of such contributed assets is limited by a donor-imposed restriction.

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 received contributed services for its various programs or activities that are operated by Western Territory Headquarters. These contributed services do not meet the requirements; therefore, they are excluded from the statements of activities.

Program Service Fees and Sales to the Public
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
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
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
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.

3. RECENT ACCOUNTING PRONOUNCEMENTS
Recently Adopted Accounting Pronouncements l
Accounting Standards Board (FASB) issued Accounting Standards Update (ASU) No. 2018-08, Not-for-Profit Entities (Topic 958): Clarifying the Scope and the Accounting Guidance for Contributions Received and Contributions Made. As previously disclosed, the provisions of ASU No. 2018-08 related to contributions received were effective for the year ended September 30, 2020. The provisions of ASU No. 2018-08 related to contributions made are effective beginning October 1, 2020. As required by the ASU, the Division - 12 -
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adopted ASU No. 2018-08 for contributions made as of and for the year ended September 30, 2021. The provisions of ASU No. 2018-08 did not have a material impact on the financial statements.

Other Accounting Pronouncements
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 proposed 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 are effective for the Division beginning October 1, 2021. The Division is currently evaluating the impact on the financial statements.

In February 2016, the FASB issued ASU No. 2016-02, Leases (Topic 842). The objective of 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 (ASC) 606, Revenue from Contracts with Customers
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 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, 2021 and 2020, is as follows:
2021 2020
Gross pledges rec eivable
Less discount to present value
Less allowanc e for doubtful pledges
$ 3,688,700
(72,581)
$ 4,571,811
(100,205)
(122,031)(110,678)
Pledg $ 3,505,441 $ 4,349,575
Gross amount s due in:

Less than one year
One year to five years
$ 1,997,438
1,691,262
$ 1,396,956
3,174,855
Total gross pledges rec eivable $ 3,688,700 $ 4,571,811 At September 30, 2021 and 2020, pledges receivable were discounted at rates ranging from 0.12% to 1.59% and 0.13% to 2.62%, respectively.
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5. VEHICLES AND EQUIPMENT
Vehicles and equipment are summarized by major classification at September 30, 2021 and 2020, as follows:
2021 2020
Vehicles
Equipment
$ 11,289,170
6,703,249
$ 10,692,092
6,427,533
Total vehicles and equipment 17,992,419 17,119,625
Less ac c umulated depreciation (13,416,760) (13,238,078) $ $ 3,881,547

6. NET ASSETS WITH DONOR RESTRICTIONS
At September 30, 2021 and 2020, net assets with donor restrictions are restricted for the following purposes or periods:
2021 2020
Social programs $ 7,158,473 $ 9,469,714
Disaster relief
T ime restricted
1,966,660
1,583,387
1,975,959
1,872,442
Total $10,708,520 $13,318,115

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, 2021 and 2020, as follows:
2021 2020
Purpose restrictions ac c omplished for:

Social programs
Disaster relief
T ime restrictions expired
$ 4,402,375
289,367
3,698
$ 12,438,376
238,494
Total net assets released from restrictions $ 4,695,440 $ 12,676,870 - 14 -
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8. LIQUIDITY AND AVAILABILITY OF RESOURCES
The following reflects as of September 30, 2021 and 2020, reduced by amounts not available for general use within one year of September 30, 2021 and 2020, 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. 2021 2020
$ 64,348,900 $ 70,031,748Total assets at September 30
Less those unavailable for general expenditure
within one year:

Pledges receivable
Inventory
Prepaid expenses and deferred charges
1,508,003
545,156
853,491
2,952,619
577,695
709,343
4,575,659
112,575
7,559,848
3,881,547
112,575
8,832,424
Assets held for sales
Rest ric t ed by donor with t ime or purpose restrictions Total assets available to meet cash needs for general
expenditures within one year $ 49,194,168 $ 52,743,309
The Division regularly monitors liquidity required to meet its operating needs and other contractual commitments. As part of the Divisio
structure its financial assets to be available as its general expenditures, liabilities, 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 12).

9. CONTINGENCIES AND COMMITMENTS
Legal Proceedings 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 financial position, changes in net assets, or cash flows as financial responsibility remains with Western Territory Headquarters.

COVID-19 March 11, 2020, the World Health Organization declared the novel strain containment and
mitigation measures worldwide. These measures continue as of February 1 , 2022, the date the financial statements are available to be issued. Although the Division would expect a continued decline in certain revenues, such as program service fees and sales to the public, into the fiscal year ending September 30, 2022, the Division cannot reasonably estimate the length or severity of this pandemic or whether public support and government grants will continue at levels experienced in 2021. Therefore, the Division cannot reasonably estimate the full impact on th statements of financial position, activities, and cash flows for the fiscal year ending September 30, 2022. - 15 -
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10. 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 $1,059,332 and $1,056,567 for the years ended September 30, 2021 and 2020, respectively.

Future minimum lease payments as of September 30, 2021, are as follows:

Years Ending
September 30
2022
2023
2024
$ 313,406
97,717
46,326
$ 457,449Total
The Division also receives rental payments on operating leases. Total rental income recognized within other revenue during the year was $3,219,542 and $3,292,105 for the years ended September 30, 2021 and 2020, respectively. The following is a schedule by years of minimum future receipts on noncancelable operating leases as of September 30, 2021.

Years Ending
September 30
2022
2023
2024
$ 784,744
496,154
220,446
2025
2026
Thereafter
111,629
57,410
54,746
Total $ 1,725,129

11. CONCENTRATIONS OF CREDIT RISK
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 Divis
performs credit evaluations and writes off uncollectible amounts, as they become known. - 16 -
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12. TRANSACTIONS WITH WESTERN TERRITORY HEADQUARTERS
Funds on Deposit at Western Territory Headquarters
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, 2021, the interest rate ranged from 0.07% to

0.59%. During the year ended September 30, 2020, the interest rate ranged from 1.662% to 2.016%. Due to the COVID-19 pandemic, interest on these funds was temporarily suspended beginning March 2020 and no interest was accrued or paid between March 2020 and September 2020.

Other Funds Controlled by Western Territory Headquarters 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 Territory. Assets held in trust for the Division at September 30, 2021 and 2020, consist of the following:
2021 2020
Funds without donor restrictions
Funds with donor rest ric t ions
$151,947,553
94,761,525
$112,808,625
79,697,334
Total $246,709,078 $192,505,959
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, 2021 and 2020. Capital trust and special Board of Directors-designated program trusts earned 2% for the year ended September 30, 2021, and from October 2019 to February 2020. Board of Directors-designated reserves (program trusts), program reserves/support funds, and restricted trusts earned 4% for the year ended September 30, 2021, and 4.5% from October 2019 to February 2020. These rates are determined annually by the Board of Directors. Due to the COVID-19 pandemic, interest on these assets was temporarily suspended beginning March 2020 and no interest was earned or accrued between March 2020 and September 2020.

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.
- 17 -
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Land and Buildings
Headquarters. These assets are made available to the Division, which has responsibility for control and maintenance, but are not included in the statements of financial position of the Division.

At September 30, 2021 and 2020, lands and buildings held on behalf of the Division by Western Territory Headquarters are summarized by major classification as follows:
2021 2020
Land
Buildings
$ 68,031,503
354,385,979
$ 70,938,650
344,221,517
Total land and buildings 422,417,482 415,160,167
Less ac c umulated depreciation (115,651,747) (111,382,519) $ 306,765,735 $ 303,777,648
Income from Western Territory Headquarters
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, 2021 and 2020, the Division received income from Western Territory Headquarters related to the following:
2021
48,986
2020
12,510Inc ome for c apital projects $ $
Inc ome for programs and administ rat ive
needs and other distributions
Interest inc ome on surplus cash at THQ
20,353,655
30,288
26,780,554
80,356
Total inc ome from T HQ $20,432,929 $26,873,420
The Division no longer receives a vehicle replacement grant as it has no vehicle leases maintained by the Territory.

Transfer to Western Territory Headquarters
Headquarters includes restricted contributions received by the Division for future capital projects and other contributions. During the years ended September 30, 2021 and 2020, the Division transferred $31,641,643 and $7,006,643, respectively. - 18 -
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Transactions with Western Territory Headquarters Headquarters assesses the Division for various expenses, which are allocated throughout the Territory.

For the years ended September 30, 2021 and 2020, 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, 2021 and 2020, totaled as follows:
2021 2020
Employee pension assessment
Officer assessments
$ 4,594,452 $4,306,843
$ 7,337,575 $7,643,584
$ 2,194,705 $2,115,516
Automobile insurance
General and other insurance
454,632
4,271,338
482,640
4,099,209
Total insurance $ 6,920,675 $6,697,365
$ 734,928
$1,332,060
$1,671,660
$1,049,808
$2,357,892
Communic at ion assessment $ 643,068
Information technology assessment
National/International headquarter assessment
College for officer training assessment
Fund-raising initiatives assessment
Fac ility usage and occupancy cost
Dat a center assessment
$ 1,255,500
$ 1,592,340
$ 1,004,100
$ 2,419,140
$
$
- $ -
487,620 $ 500,028

13. SUBSEQUENT EVENTS
The Division has evaluated subsequent events through February 1 , 2022, the date the financial statements were available to be issued.
* * * * * *
- 19 -
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February 23, 2023
To: City of San Bernardino
Subject: City of San Bernardino Street Outreach Program To Whom It May Concern,
St. Bernardine Medical Center- Dignity Health is supportive of and committed to The Salvation Army of San Bernardino for their proposal for San Bernardino City’s Homeless Street Outreach Program. The Salvation Army of San Bernardino has been providing services such as, emergency shelter, street outreach, intensive case management, community meals, transitional housing, identification vouchers, and other services to individuals experiencing homelessness and those most vulnerable within our hospital’s service area. They are committed to the region and have shown their willingness to collaborate with other providers to improve the accessibility of those most in need by providing these resources.

St. Bernardine Medical Center is committed to:



Provide support and evidence of homeless or in need individuals assisted to show the work that has been done by The Salvation Army of San Bernardino Provide explanation as to how The Salvation Army has effectively administered grants provided by your organization
Provide explanation of how The Salvation Army of San Bernardino has been good stewards of your grants/gifts
We are eager to be part of or support the The Salvation Homeless Street Outreach Program partnership so we can strengthen and expand the resources to connect homeless and individuals in need with new opportunities in the community.

Sincerely,
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San Manuel Band of Mission Indians
February 22, 2023
Mr. Steven Pinckney
Business Administrator
The Salvation Army
925 W. 10th Street
San Bernardino, CA 92411
Dear Mr. Pinckney,
On behalf of San Manuel Band of Mission Indians, we want to thank you and your organization for the programs and services you provide to our community.

We re pleased to support The Salvation Army (TSA) in their continued efforts in providing strategic programs that work to serve single women, men and families who are experiencing homelessness. From transitional living to guided assistance for those participating in adult rehabilitation centers, TSA has grown into one of the key partners in the region tackling our most vulnerable population. As a result of the growing demand for programmatic services around homelessness in the Inland Empire, TSA is always proactive in seeking and attaining additional support for the wellbeing of our community.

The Tribe recently approved a $300,000.00 grant award to support their Men s Annex Transitional Living Program. Since 2005, the Tribe has awarded TSA a total of $511,631 dollars across thirteen (13) unique grant opportunities.

We look forward to continuing to partner with TSA on any future opportunities.

If you should have any questions, please contact Alberto Jasso at (909) 864-8933. Thank you once again and we extend our best wishes to you for continued success.

Sincerely,
Jessica Stops
Vice President of Tribal Brand Marketing and Strategic Initiatives

Page 1 of 1 ends

26569 Community Center Drive Highland, CA 92346
Office: (909) 864-8933 FAX: (909) 864-3370
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February 20, 2023
To: City of San Bernardino
Subject: City of San Bernardino Street Outreach Program To Whom It May Concern,
The Making Hope Happen Foundation is supportive of and committed to The Salvation Army of San Bernardino for their proposal for San Bernardino City’s Homeless Street Outreach Program. The Salvation Army of San Bernardino has been providing services such as, emergency shelter, street outreach, intensive case management, community meals, transitional housing, identification vouchers, and other services to individuals experiencing homelessness, vulnerability and need in our community for decades. They are committed to the region and have shown their willingness to collaborate with other providers to improve the accessibility of those most in need by providing these resources.

Making Hope Happen Foundation is committed to:
● Provide recommendation/support for funding
● Provide support and evidence of homeless or in need individuals assisted to show the work that has been done by The Salvation Army of San Bernardino We are eager to be part of or support The Salvation Homeless Street Outreach Program partnership so we can strengthen and expand the resources to connect homeless and individuals in need with new opportunities in the community.

Sincerely,
Niki Dettman
Executive Director
[email protected]
909-648-4721 (mobile)
P.O. Box 1234, San Bernardino, California, 92402 • (909) 245-1454 • Tax ID: 33-0122847 makinghopehappen.org
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Northwest Project Area Committee
1505 Highland Avenue • San Bernardino CA 92407
Telephone: (909) 913-0831 • Fax: (909) 823-6018
Email: [email protected] facebook.com/NorthWestProjectAreaCommittee February 20, 2023
Cassandra Searcy, Deputy Director
Office of Housing & Homeless
City of San Bernardino
201 North E Street, 3rd Floor
San Bernardino CA 92401
Subject: City of San Bernardino Street Outreach Program Dear Ms. Searcy,
The Northwest Project Area Committee is supportive of and committed to The Salvation Army of San Bernardino for their proposal for San Bernardino City’s Homeless Street Outreach Program. The Salvation Army of San Bernardino has been providing services such as, emergency shelter, street outreach, intensive case management, community meals, transitional housing, identification vouchers, and other services to individuals experiencing homelessness, vulnerability and need in our community for many years. The organization is committed to the region and have shown their willingness to collaborate with other providers to improve the accessibility to those most in need by providing these resources.

The Northwest Project Area Committee is committed to:
• Providing recommendation/support for funding
• Providing explanation of how The Salvation Army of San Bernardino has been good stewards of grants/gifts benefiting San Bernardino and the Inland Empire.

We are eager to be part of and support the Salvation Homeless Street Outreach Program Partnership so we can strengthen and expand the resources to connect homeless and individuals in need with new opportunities in the community.

Respectfully,
Charlene Dixon
President
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REQUEST FOR PROPOSALS
FOR

CITY OF SAN BERNARDINO
FOR

HOMELESS STREET OUTREACH

CITY OF SAN BERNARDINO
290 North D Street
San Bernardino, California 92401
Telephone: (909) 384-7272
https://www.ci.san-bernardino.ca.us/

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1 CITY OF SAN BERNARDINO
NOTICE INVITING PROPOSALS, RFP NO. RFP F-23-30

HOMELESS STREET OUTREACH
PUBLIC NOTICE IS HEREBY GIVEN that proposals will be received by the City of San Bernardino (“City”) in the office of the City Clerk, 290 North D, San Bernardino, CA 92401 until 3:00 PM, Thursday, February 23, 2023. Proposals received after this date will be returned to the proposers unopened. Faxed or electronically submitted proposals will not be accepted.

The City is requesting proposals to provide: HOMELESS STREET OUTREACH The award of this contract is subject to available budget adequate to carry out the provisions of the proposed agreement including the identified scope of w ork. The City reserves the right to reject any or all proposals determined not to be in the best interest of the City.

Interested proposers may download copies of the Request for Proposals (“RFP”) by visiting the City’s web site, https://www.ci.san-bernardino.ca.us/
. Firms that anticipate submitting a proposal
are required to send an email to the project manager acknowledging receipt of the RFP so that the City can add the firm to its notification list. Please include the contact person, the name of the firm, address, phone number, and e -mail address. All addenda will be published on the City’s website.

For more information regarding the RFP, please contact:

City of San Bernardino Purchasing Department
Michelle Parra (Buyer), Email: [email protected]

Packet Pg. 255

2 CITY OF SAN BERNARDINO

REQUEST FOR PROPOSALS

HOMELESS STREET OUTREACH
I. BA CKGROUND AND INTRODUCTION
The City of San Bernardino (“City”) is requesting proposals from qualified firms 1 (“P
roposers”) for HOMELESS STREET OUTREACH services (“Services”).To serve and promote the welfare of its residents, the City intends to procure the Services, as described below.

The City of San Bernardino, hereafter referred to as the “City” is requesting sealed proposals from qualified agencies to partner and collaborate on Homeless Street Outreach to include comprehensive case management, care coordination, housing navigation and tenancy supports.

These components are needed to build trust, rapport, and communication amongst the homeless community as well as improve access to services.

II. R EQUEST FOR PROPOSALS
A. Scope of Services
The Services sought under this Request for Proposals (“RFP”) are set forth in more detail in Exhibit “A”, attached hereto and incorporated herein by this reference. Notwithstanding the inclusion of such Services in Exhibit “A” , the final scope of Services negotiated between City and the successful Proposer shall be set forth in the Professional Services (“Agreement”) executed by and between City and the successful Proposer. A copy of the Agreement is attached hereto as Exhibit “B” and incorporated herein by this reference.

B. City Contact for this RFP
The principal contact for the City regarding this RFP will be Michelle Parra ( Buyer), Email: [email protected], P urchasing Department [email protected] or a designated representative, who will coordinate the assistance to be provided by the City to the Proposer.

C. R equests for Clarification
All questions, requests for interpretations or clarifications, either administrative or technical must be requested in writing and directed to the City Contact for this RFP, identified above.

All written questions, if answered, will be issued to all prospective proposers via Planet Bids. Oral statements regarding this RFP by any persons should be considered unverified information unless confirmed in writing. To ensure a response, questions must be received in writing by 3:00 p.m. local time on the date identified in the Proposal Schedule. Each Proposer is responsible for ensuring that it has received all addenda, clarifications, supplemental information and responses to questions prior to submitting a proposal.

D. Pre-Proposal Meeting
1Use of the term “firm” shall mean individual proprietorship, partnership, Limited Liability Company, corporation or joint venture.

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3 Each Proposer is requested to attend a “mandatory” or pre-proposal meeting to be held on February 14, 2023, from 10:00 A.M to 11:00 A.M. via Microsoft Teams Failure to attend this meeting will preclude a Proposer from submitting a proposal. A ttendance at the pre- proposal meeting will ensure the Proposer understands the full scope of the Services requested.

Please send an email to [email protected], s tating that your company will attend the Microsoft Teams meeting. Please make sure to include the bid number, bid title, reason for email, in the subject line of your email. Once the email is received, respondent bidders will be sent a calendar invitation with a Microsoft Teams link 2 business days before the meeting. All emails confirmations need to be emailed to [email protected] no later than 3:00pm on February 9, 2023, in order to attend the virtual conference.

E. C ontent and Format of Proposal
Proposals shall be concise, well organized and demonstrate qualifications and applicable experience. Proposals shall include one (1) electronic pdf version. Proposals shall be organized, tabbed, and numbered in the order presented below. Proposals must include page numbers for all pages in the proposal.

Proposals shall be in the following order and shall include:

1. E xecutive Summary : (limit 1 page) Summarize the content of your proposal in a clear and concise manner.

2. Tabl e of Contents: (limit 1 page)

3. Identification of Proposer: (limit 1 page)
a. Legal name and address of the company.
b. Legal form of company (partnership, corporation).
c. If company is a wholly owned subsidiary of a “parent company,” identify the “parent company.”
d. Name, title, address and telephone number of the proposed representative to contact concerning the Proposal Submittal. e. California Business License Number

4. S taffing Resources : (limit 4 pages)
a. Firm Staffing and Key Personnel
(i) Provide the number of staff to be assigned to perform the Services and the names/discipline/job title of each as well as your firm’s capacity to provide additional personnel as needed.
(ii) Identify three (3) persons that shall be principally responsible for working with the City. Indicate the role and

Packet Pg. 257

4 responsibility of each individual. If the Proposer is chosen as a finalist, these principal individuals must attend the interview and in-person presentation.
(iii) Describe proposed team organization, includi ng
i
dentification and responsibilities of key personnel. Please include one-page resumes.
(iv) Provide brief biographies of individuals that shall be working d
irectly with the City.
b. Subcontractors
(i) The Proposer shall identify functions that are likely to be subcontracted and identify the subcontractor (s) that is anticipated to perform each function, if known at this time.

5. F iscal Stability : (limit 4 pages)
a. The Proposer should provide evidence of corporate stability including:
(i) A current report from any commercial credit rating service such as Dunn and Bradstreet or Experian; or
(ii) A letter from a financial institution stating a current line of credit; and
(iii) Latest audited financial statement and/or annual report that has been certified by a CPA . This information will remain confidential and is not subject to public disclosure.

6. E
xperience and Technical Competence : (limit 5 pages)
a. Experience
(i) The Proposer shall provide a description of how the Proposer’s experience, technical and professional skills will meet the goals and fulfill the general functions identified in this RFP.
(ii) Describe the past experience of the staff to be assigned to perform the Services in performing similar services.
(iii) The Proposer shall state the number of years the firm has conducted business. Proposer must have at least four (4) years’ experience in providing the required scope of
Services for public clients.
(iv) Provide three (3 ) references regarding the Proposer’s experience and performance performing similar services.

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5 Include the following information: (1) Organization/City, contact name, phone number, e- mail address; and (2)
project size and description, if applicable, and description of services.
(v) Describe the Proposer ’s local experience and knowl edge of Cit
y.
b. Project Specific Experience
(i) The Proposer shall provide a description of the three most relevant service contracts held within the last five years, one page per project, to include:
(a) Role of the firm
(b) Dollar value of the services
(c) Dollar value of the fee
(d) Description of services
(e) Staffing
(f) Duration of providing services
(g) Relationship to client
(h) Contact name, position, entity name, telepho ne
num
ber, fax number and e- mail address for eac h
pr
oject.
(ii) If any of the following has occurred, please describe in detail:
(a) Failure to enter into a contract or professional
services agreement once selected.
(b) Withdrawal of a proposal as a result of an error.
(c) Termination or failure to complete a contract.
(d) Debarment by any municipal, county, state, federal or local agency.
(e) Involvement in litigation, arbitration or mediation .

C
onviction of the firm or its principals for violating a state or federal antitrust law by bid or proposal
rigging, collusion, or restrictive competition between
bi
dders or proposers, or conviction of violating any
other federal or state law related to bidding or
professional services performance . Knowi
ng

Packet Pg. 259

6 concealment of any deficiency in the performance of
a prior contract.
(f) Falsification of information or submission of
deceptive or fraudulent statements in connecti
on
w
ith a contract.
(g) Willful disregard for applicable rules, laws or
regulations.

Information regarding any of the above may, at t
he
s
ole discretion of the City, be deemed to indicate an
uns
atisfactory record of performance.
c. Technical Competence
(i) Description of in -house resources (i.e., computer
capabilities, software applications, modem protocol,
modeling programs, etc.)
(ii) Ability to dra w upon multi -disciplinary staff to address the Services requested in this RFP.

7. P roposed Method to Accomplish the Work : (limit 3 pages) Describe the technical and management approach to providing the Services to the City. Proposer should take into account the scope of the Services, goals of the City, and general functions required. Include a draft first year schedule of tasks, milestones, and deliverables that will provide for timely provision of the Services. In reviewing the scope of Services and goals described in Exhibit “A”, the Proposer may identify additional necessary tasks and is invited to bring these to the City’s attention within the discussion of its proposed method to accomplish the work.

8. Fee Pr
oposal: Please provide a list of itemized pricing along with a not-to- exceed-lump sum fee proposal for the scope of Services. The fee proposal shall include hourly rates for all personnel for “Additional Work” (as such term is defined in the proposed Agreement attached hereto as Exhibit “B”).

9. I nsurance: (limit 2 pages) - not including supporting documentation) See the Agreement, attached hereto as Exhibit “B”, for a description of the insurance requirements.

Proposer shall provide a copy of their Certificate of Insurance showing that their insurance meets the requirements of the city.

10. Li tigation: (
limit 2 pages) Provide litigation history for any claims filed by your firm or against your firm related to the provision of Services in the last five (5) years.

11. Other Information : (limit 2 pages) This section shall contain all other pertinent information regarding the following:
a. D emonstration of record of staffing tasks efficiently and completing projects on time and within the allocated budget.
b. Description of community involvement.

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7 c. Description of any previous involvement with the City. d. A statement that the Proposer has not conflicts of interest in connection with providing the Services.

12. C ertification of Proposal: This section shall state:
“The undersigned hereby submits its proposal and, by doing so, agrees to furnish services to the City in accordance with the Request for Proposal (RFP), and to be bound by the terms and conditions of the RFP.”

13. A ppendices : (limit 2 pages)
F. No Deviations from the RFP
In submitting a proposal in response to this RFP, Proposer is certifying that it takes no exceptions to this RFP including, but not limited to, the Agreement. If any exceptions are taken, such exceptions must be clearly noted in the proposal and may be reason for rejection of the proposal. As such, Proposer is directed to carefully review the proposed Agreement and, in particular, the insurance and indemnification provisions therein.

G. Selection Process

1. The City will evaluate proposals based on the following criteria:
a. The Proposer is properly licensed to practice in the State of California.
b. The Proposer has no conflict of interest with regard to any other work performed by the firm for the City.
c. Clarity and conformance of proposal to the RFP.
d. Content of the proposal.
e. Proposer’s experience and performance.
f. Team members’ experience and performance.
g. Fee proposal.
h. Comments by references. (Pass/Fail)
i. Exceptions/Deviations to RFP/Agreement Template (Pass/Fail) j. Litigations (Pass/Fail)

2. During the evaluation process, the City reserves the right, where it may serve the City's best interest, to request additional information or clarifications from Proposers, or to allow corrections of errors or omissions.

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8 3. It is the City’s intent to select a Proposer best evidencing demonstrated competence and professional qualification to perform the Services. The City reserves the right to reject all proposals, select by proposal review only or interview as needed. Certain Proposers may be selected to make a brief presentation and oral interview after which a final selection will be made. The successful P roposer will be selected on the basis of information provided in the RFP, in-person presentations, and the results of the City’s research and investigation. Upon selection of a Proposer, the City will endeavor to negotiate a mutually agreeable Agreement with the selected Proposer . In the event that the City is unable to reach agreement, the City will proceed, at its sole discretion, to negotiate with the next Proposer selected by the City. The City reserves the right to contract for services in the manner that most benefits the City including awarding more than one contract if desired.

4. After negotiating a proposed Agreement that is fair and reasonable, City staff will make the final recommendation to the City Council concerning the proposed Agreement.

The City Council has the final authority to approve or reject the Agreement.

H. Protests

1. P rotest Contents : Protests based on the content of the RFP shall be submitted to the City no later than ten (10) calendar days prior to the scheduled proposal submittal deadline. If necessary, the proposal submittal deadline may be extended pending a resolution of the protest. Proposer may protest a contract award if the Proposer believes that the award was inconsistent with City policy or this RFP is not in compliance with law. A protest must be filed in writing with the City (email is not acceptable) within five (5) business days after receipt of notification of the contract award. Any protest submitted after 5 p.m. of the fifth business day after notification of the contract award will be rejected by the City as invalid and the Proposer’s failure to timely file a protest shall waive the Proposer’s right to protest the contract award . The Proposer’s protest must include supporting documentation, legal authorities in support of the grounds for the protest and the name, address and telephone number of the person representing the Proposer for purposes of the protest. Any matters not set forth in the protest shall be deemed waived.

2. City Review: The City will review and evaluate the basis of the protest , provided that the protest is filed in strict conformity with the foregoing. The City shall provide the Proposer submitting the protest with a written statement concurring with or denying the protest.

Action by the City relative to the protest will be final and not subject to appeal or reconsideration.

The procedure and time limits set forth in this section are mandatory and are the Proposer’s sole and exclusive remedy in the event of protest. Failure to comply with these procedures shall constitute a waiver of any right to further pursue the protest, including filing a Government Code claim or legal proceedings.

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9 I. Proposal Schedule
The tentative schedule is as follows:

ACTION DATE
Release of Request for Proposal February 2, 2023
Pre-Proposal Meeting Location: Via Microsoft Teams
If confirming attendance to this Pre-Bid meeting, please email the confirmation in writing to [email protected] no l ater than February 9, 2023 by 3:00pm.

A link will be sent t o all vendors confirming their attendance 2 business days prior to the Pre-Bid Meeting no later than February 10, 2023, by 3:00pm
February 14, 2023
Last Day to Submit Questions for Clarification
received by the City on or before 3:00 pm
February 15, 2023
Clarifications Issued by City on or before 12:00 pm February 21, 2023 Deadline for Receipt of Proposals
submitted on or before 3:00 pm
February 23, 2023
The above scheduled dates are tentative, and City retains the sole discretion to adjust the above schedule. Nothing set forth herein shall be deemed to bind City to award a contract for the above-described professional Services and City retains the sole discretion to cancel or modify any part of or all of this RFP at any time.

J. Submittal Requirements

1. G eneral : It is strongly recommended that the Proposer submit proposals in the format identified in this RFP to allow the City to fully evaluate and compare the proposal .

All requirements and questions in the RFP should be addressed and all requested data shall be supplied. The City reserves the right to request additional information which, in the City’s opinion, is necessary to assure that the Proposer’s competence, number of qualified employees, business organization, and financial resources are adequate to perform according to the Agreement.

2. P reparation:

Proposals should be prepared in such a way as to provide a straightforward, concise delineation of capabilities to satisfy the requirements of this RFP .

Responses should emphasize the Proposer’s demonstrated capability to perform the Services .

Expensive bindings and promotional materials, etc., are not necessary or desired. However, technical literature that supports the approach to providing the Services and work plan should be forwarded as part of the proposal. Emphasis should be concentrated on completeness, approach to the work and clarity of proposal.

3. Site Examination: Proposers may visit the City and its physical facilities to determine the local conditions which may in any way affect the performance of the work; familiarize themselves with all federal, state and local laws, ordinances, rules, regulations, and

Packet Pg. 263

10 codes affecting the performance of the work; make such investigations, as it may deem necessary for performance of the Services at its proposal price within the terms of the Agreement; and correlate its observations, investigations, and determinations with the requirements of the Agreement.

4. A uthorization: The proposal shall be signed by an individual, partner, officer or officers authorized to execute legal documents on behalf of the Proposer.

5. Confidentiality of Proposal: Pursuant to Michaelis, Montanari, & Johnson v. Superior Court ( 2006) 38 Cal.4th 1065, proposals submitted in response to this RFP shall be held confidential by City and shall not be subject to disclosure under the California Public Records Act (Cal. Government Code section 6250 et seq.) until after either City and the successful Proposer have completed negotiations and entered into an Agreement or City has rejected all proposals. All correspondence with the City including responses to this RFP shall become the exclusive property of the City and shall become public records under the California Public Records Act. Furthermore, the City shall have no liability to the Proposer or other party as a result of any public disclosure of any proposal or the Agreement.

If a Proposer desires to exclude a por tion of its proposal from disclosure under the California Public Records Act, the Proposer must mark it as such and state the specific provision in the California Public Records Act which provides the exemption as well as the factual basis for claiming the exemption. For example, if a Proposer submits trade secret information, the Proposer must plainly mark the information as “Trade Secret” and refer to the appropriate section of the California Public Records Act which provides the exemption as well as the factual basis for claiming the exemption. Although the California Public Records Act recognizes that certain confidential trade secret information may be protected from disclosure, the City may not be in a position to establish that the information that a Proposer submits is a trade secret. If a request is made for information marked “Confidential”, “Trade Secret” or “Proprietary” (“Proprietary Information”), the City will provide Proposers who submitted the information with reasonable notice to seek protection from disclosure by a court of competent jurisdiction. Proposer shall have five (5) working days after receipt of such notice to give City written notice of Proposer's objection to the City's release of Proprietary Information. Proposer shall indemnify, defend and hold harmless the City, and its officers, directors, employees, and agents from and against all liability, loss, cost or expense (including attorney's fees) arising out of a legal action brought to compel the release of Proprietary Information.

Proposals which indiscriminately identify all or most of the proposal as exempt from disclosure without justification may be deemed unresponsive and disqualified from further participation in this procurement.

6. S
ubmittal Instructions
Electronic PDF file format via Planetbids. Please allow time for system to process your proposal. The Proposal must be received no later than 3:00pm PST, on or before February 23, 2023. The City shall not be responsible for proposals that are not received on time. The City will not be responsible for and will not accept late bids due to slow internet connection, or incomplete transmissions.

K. General Conditions

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11 1. Amendments to RFP: The City reserves the right to amend the RFP and issue to all Proposers an addendum.

2. Amendments to Proposals: U nless specifically requested by the City, no amendment, addendum or modification shall be accepted after a proposal has been submitted to City. If a change to a proposal that has been submitted is desired, the submitted proposal must be withdrawn and the replacement proposal submitted prior to the deadline stated herein for receiving proposals.

3. Non-R
esponsive Proposals : A p roposal may be considered non - responsive if conditional, incomplete, or if it contains alterations of form, additions not called for, or other irregularities that may constitute a material change to the proposal.

4. Costs for Preparing: The City shall not compensate any Proposer for the cost of preparing any proposal, and all materials submitted with a p roposal shall become the property of the City. The City will retain all proposals submitted and may use any idea in a proposal regardless of whether that proposal is selected.

5. Cancellation of RFP: City reserves the right to cancel this RFP at any time prior to contract award without obligation in any manner for proposal preparation, interview, fee negotiation or other marketing costs associated with this RFP.

6. Price Validity: P
rices provided by Proposers in response to this RFP are valid for 360 days from the proposal due date. The City intends to award the contract within this time but may request an extension from the Proposers to hold pricing, until negotiations are complete, and the contract is awarded.

7. No Commitment to Award: Issuance of this RFP and receipt of proposals does not commit the City to award a contract. City expressly reserves the right to postpone the proposal for its own convenience, to accept or reject any or all proposals received in response to this RFP, to negotiate with more than one Proposer concurrently, or to cancel all or part of this RFP.

8. Right to Negotiate and/or Reject Proposals : City rese rves the right to negotiate any price or provision, task order or service, accept any part or all of any proposals, waive any irregularities, and to reject any and all, or parts of any and all proposals, whenever, in the sole opinion of City, such action shall serve its best interests and those of the tax -paying public. The Proposers are encouraged to submit their best prices in their proposals, and City intends to negotiate only with the Proposer(s) whose proposal most closely meets City’s requirements at the lowest estimated cost. The Agreement, if any is awarded, shall go to the Proposer whose proposal best meets City’s requirements.

9. Non-Dis
crimination: The City does not discriminate on the basis of race, color, national origin, religion, age, ancestry, medical condition, disability or gender in consideration for an award of contract.

Publication Date of RFP: February 2, 2023

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Exhibit A

EXHIBIT A

PROPOSED SCOPE OF SERVICES
Background
The City of San Bernardino is developing a 200-bed, low barrier, non-congregate navigation center that will provide interim housing and onsite supportive services. The goal is to have unhoused individuals diverted from the streets to the navigation center. A referral hotline and screening process will be in place, making it necessary for the Homeless Street Outreach team to work collectively with the lead operator of the navigation center to ensure a consistent screening process. Screening for the navigation center will be necessary to ensure Penal Code 290 (sex offenders) are not granted access as women and children will be onsite. Case managers will be able to refer Penal Code 290’s to appropriate facilities. Also, walk-ins will not be accepted.

Until the navigation center is completed, homeless residents will need assistance with alternative safe housing (I.e., motels & housing resources from local homeless service providers). The City is actively pursuing grants to assist with motel stays, but it is important that the selected lead operator have the ability to engage with local non-profits and the County’s Continuum of Care (CoC) to utilize and/or expand resource opportunities related to temporary housing options.

Federal Requirements: If the Services are funded through a federal or State funding source, the successful Proposer and its subcontractors shall be required to take cognizance of and comply with all requirements set forth in the Federal Requirements, attached hereto as Exhibit “C,” and incorporated herein by this reference.

The following sections (1-5) describe in detail the services being requested through this RFP.

1. O utreach and Engagement (O/E) – Street-based outreach and engagement is essential to building relationships based on trust and respect between the clients and Agencies and is a key step toward accepting services that will eventually lead to housing stability . O/E will serve unsheltered homeless within the C ity. O/E is conducted primarily in the field, in areas where unsheltered homeless are known to live and spend time, including and not limited to encampments, streets, under bridges, overpasses, parks, centers, and in isolated areas.

Please review the below elements and include them in your narrative to the extent that strengthens your proposal.
• Implement best practices designed to engage unsheltered homeless, e.g., outreach techniques, motivational interviewing, multi-disciplinary team approach, law enforcement partnerships.
• Build rapport with unsheltered homeless individuals to provide pathways to housing and linkages to other homeless systems and/or mainstream services. • Identify and conduct regular and ongoing outreach to areas where unsheltered homeless people live, such as encampments, streets, under bridges and overpasses, and in isolated areas.
• Work with and refer individuals and families to services that include Behavioral Health, Physical Health, and other key services.

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Exhibit A
• Collaborate with other key stakeholders in creating and implementing plans to provide additional services and coordination of services to people living in encampment areas and vehicles.
• Coordinate with other Agencies or City Departments (i.e. , Public Works) on an ongoing basis when an encampment clean-up is scheduled.
• Maintaining by-name lists for specific areas, individuals, or encampments to assist with coordination of services.
• Provide supplies or other items to assist clients with meeting their basic needs and to build rapport (food, gift cards, socks, glasses, etc.).
• Identify immediate needs that require short-term interventions, such as direct assistance for basic needs or emergency calls for urgent medical needs. • Provide transportation assistance to support clients with connecting to services in a safe provider vehicle for staff and clients, properly labeled street outreach. • Document outreach and engagement activities in the appropriate data system.

2. Rapid Response – Rapid Response provides a mechanism for community members to contact homeless outreach staff to strive to make contact and provide support to unsheltered homeless individuals. The goal is to be available to address (not necessarily resolve) issues in a timely manner. The community (merchants, Chamber of Commerce, the public) will have a point of contact number for the Rapid Response Team who will deploy to locations where there are concerns related to homelessness. Inquiries for rapid response to unsheltered homeless may come from agencies, medical providers, law enforcement, or the community at large. Response to the location must occur within 24 hours, Monday through Friday. It is NOT the expectation that this phone will be answered 24 hours a day, 7 days a week nor 365 days a year . Community members will be able to leave a message at this number, with the expectation that phone messages will be monitored Monday – Friday and all inquiries will be responded to in person within 24 hours, and the inquiring party is informed of the status within 72 hours.

Please review the below elements and include them in your narrative to the extent that strengthens your proposal.
• Establish a process (including a dedicated phone number) for receiving (via phone and email), responding to, documenting, and tracking rapid response requests. • Communicate process for making rapid response inquiries to Agencies, medical providers, law enforcement, stakeholders, and other community members. • Deploy outreach staff to locations of inquiries and make reasonable efforts to make contact and engage with unsheltered homeless households. • Conduct outreach within 24 hours of the request. 24 hours is the maximum response Bidders must acknowledge all requirements of scope of work, previous section, including all categories and sub-points.

Please Sign and Acknowledge Here: __________________________________________ _________________________________________________________________________ If Bidder can provide additional services t hat are related to the services above, but not mentioned in this section, please list the additional services and detail how they will be beneficial to the city
BIDDER’S RESPONSE:

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Exhibit A
time during Monday to Friday standard business hours.
• If contact is made and the client is willing, provide outreach and engagement activities, including all the outreach and engagement services listed above, with an emphasis on attempting to connect the individual to immediate assistance, such as an emergency shelter or other residential settings (detox, residential treatment program, etc.). • Maintain documentation of all inquiries and responses and status • Document services in a timely manner.

3. Intensive Case Management – Case Management provides intensive services to a set caseload of individuals, including working with each client to develop and implement a housing plan. Additionally, the Case Manager links and connects clients to other services to meet their needs (physical/mental health, vouchers). The clients are only placed on a caseload once they have been assessed by the Coordinated Entry System. A caseload size for a full -time outreach worker would typically be 15- 20 unsheltered individuals at any given time. Certification of homeless status can be done by OUTREACH TEAM, Police Department Community district officers, Code officers, or City Homeless Services Coordinator. Outreach will also fill out appropriate forms for referred service agencies. The contractor will be responsible for creating an Outreach project with the county H omeless Management Information System (HMIS)also referred to as the Clarity system.

Please review the below elements and include them in your narrative to the extent that strengthens your proposal.
• Apply a client-centered approach (individualized treatment planning), respecting individual strengths and preferences.
• Implement trauma-informed care and harm reduction model. • Work closely with other Agencies (primary and mental health, housing location, etc.) to ensure a “warm transfer” of services once a client is housed or transitions into another program with case management, such as a shelter or residential treatment program. • Create and implement a client-centered housing plan to assist clients with rapidly and sustainably exiting homelessness.
• Based on each client’s unique needs, link unsheltered clients to mainstream, health, and behavioral health services.
• Work with shelter providers to facilitate temporary housing interventions and ensure clear roles and responsibilities on case plan and permanent housing goals. • Provide transportation assistance to assist clients with getting to shelter, appointments, etc.

Bidders must acknowledge all requirements of scope of work, previous section, including all categories and sub-points.

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Exhibit A
• Maintain knowledge of eligibility and referral/application processes for a wide range of housing resources, including permanent supportive housing (PSH), rapid re-housing, Veterans Affairs Supportive Housing vouchers (VASH), other subsidies/vouchers, senior housing, shared housing, affordable housing in the community, as well as other applicable resources such as detox services, residential and outpatient substance use treatment programs, and long-term care facilities.
• May provide supplies or other items to assist clients with meeting their basic needs and to build rapport (examples include food, gift cards, socks, and glasses). • Assist clients wi th completing the application or enrollment processes for housi ng programs.
• Assist clients in obtaining vital documents (i.e., Social Security , Birth Certificate, and California Identification Card).
• Identify non-housing-related services that clients are already connected to and coordinate with other Agencies to facilitate access.

Contractor must serve all street -based persons who are experiencing homelessness such as Adults, Families, Veterans and Transitionally Aged Youth (TAY) and make appropriate “warm hand-offs” and referrals to perspective agencies.

Warm hand off meaning the outreach work may transport and aid in making sure participant makes assessment and intake appointments regard to shelter, Drug rehabs, or housing placement, and or family re- unifications when appropriate. Within the County of San Bernardino.

Budget will include a set aside budget for family re- unifications for example, Greyhound tickets, Gas Cards or anything deemed needed by mgmt. to get to said location. Only approved when documentation of plan confirmed by receiving family members or friend.

Outreach will build relationships within the City of San Bernardino and referrals consist of

1. Crisis Counseling

2. Crisis Centers

3. SB Hope Campus

4. Interim Housing Programs

5. Medical Heath

6. Mental Health

7. Substance abuse (SARC)

8. Documentation

9. CalWORKs & Cal Fresh

10. SSI &SSD

11. Legal Services

12. Employment Services

13. Housing Navigation

14. Domestic Violence Services

15. Other-community based organization/ Religious

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Exhibit A
• Maintain case files of case notes on housing plan progress, required documentation for eligibility and housing applications, and current client consent and release of information in a secure location. (Audits will be done by housing staff) • Document case management activities in the appropriate data system.

4. Multi-Disciplinary Team (MDT) Meetings – MDTs convey many benefits that include i
mproved health outcomes and enhanced satisfaction for clients as well as a more efficient use of
resources and service coordination for team members. Case Conferencing enables Homeless Service providers to utilize a broad array of professional and lived experiences to assess and plan the next steps for a client’s path to housing. Case Conferencing will be held at a minimum of once a month and will be used to address all client receiving case management services. The City’s Homeless Services Coordinator will act as a liaison to help facilitat e
m
onthly MDT meetings and incorporate local agencies and service providers for added support and resources (i.e., Department of Behavioral Health, Substance Abuse Counselors, Code E
nforcement Officers, Police and Homeless Service Providers). In order to ensure shared knowledge and continuity of care throughout the City, the City’s Mayor will participate in MDT m
eetings. On days when the Mayor is not able to participate an alternate (pre-selected City Council Member) will attend meetings. During MDT meetings, outreach staff will report on each client receiving case management services (and who has signed the applicable Release of Information forms) and present the housing-focused case plan, updates on the progress toward housing, barriers, and challenges. MDT participating agencies (including the City) provide suggestions, resource, and when able provide direct pathways to various services and/or funding mechanism to assist clients and improve collaborative efforts with outreach staff.

Please review the below elements and include them in your narrative to the extent that strengthens your proposal.
• Maintain a collaborative environment with representation at MDT meetings from law enforcement, homeless shelters, Service Agencies, and primary and mental health care. • Maintain strict confidentiality in case conferencing and follow program confidentiality policies regarding obtaining consent to share information/Release of Information forms. • Maintain an approved participant list of MDT members and maintain active participation by key
partners.

Bidders must acknowledge all requirements of scope of work, previous section, including all categories and sub-points.

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Exhibit A
• Facilitate each MDT meeting and take written notes , including all action items and next steps
for each client’s housing-focused case plan.
• Provide information to clients on the MDT model and obtain consent for case conferencing within the MDT if clients are willing.
• At each MDT meeting: Homeless outreach case manager who provides services to clients presents about each client who is receiving case management. The case manager presents the
client’s housing-focused case plan, progress toward housing, eligibility for various housing resources, barriers, challenges, concerns, and needs and can request suggestions or support from MDT-approved participating agencies.

Additional Services
At the City’s discretion, the Agencies may be asked to perform additional related tasks in addition to those currently anticipated above. The Agencies should therefore have the capability to provide related professional services.

Proposals shall contain the following components related to the Scope of Services. This information will be reviewed by the RFP evaluation team:

Program Components, Services Approach, Staffing, Start-Up Plan • Proposed approach, including an understanding of the scope of services to be provi ded and appropriateness of the proposed services.
• Alignment with the Housing First approach.
• Implementation of housing-focused services to assist each client with developing and implementing his/her/their plan to return to housing.
• Client-centered, strengths-based approach.
• Responsive to the needs of clients, including clients with significant barriers and challenges.
• Proposed staffing model.
• Staff training.
• Accessibility of services, including staff’s language capacity and other facets of accessibility.
• Accessible hours of operation, especially outside of regular business hours. Services are provided during times that are tailored to the needs of the clients. • Program management/oversight to support and supervise staff, data tracking and reporting, and overall quality of services.
• Proposed approach that meets the stated timeline, including start-up timeline.

Program Oversight Structure
• The program includes a program manager/director who will be responsible for overall program operations, including quality assurance and improvement, consistency of services, ongoing training and supervision of staff, partnerships with stakeholders, dat a tracking, and performance outcomes. The program manager and/or director may be full - time or part-time, depending on the size of the program. • The program works closely with staff from the City Manager's Office on program implementation and program structure as it relates to other outreach services in the community, and how this program interacts with other homeless system programs, such as the San Bernardino County’s Coordinated Entry System.

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Exhibit A
• The program recruits, retains, trains, and supervises qualified program staff, who demonstrate experience in:
a. Working with hard-to reach and hard-to-serve clients, who may otherwise be disconnected from mainstream and homeless system services and supports. b. This means providing ongoing, comprehensive staff trainings on best practices in working with homeless individuals with complex needs, safety protocol and procedures, motivational interviewing, job functions and responsibilities, and emergency response protocol. Narccan training.
c. P roviding outreach during inclement weather episodes in which the Inclement Weather Program is activated, including cold weather, rainy weather, heat waves, and poor air quality.
cultural competence and sensitivity. Program includes multilingual staff. d. Trauma informed care, motivational interviewing, harm reduction, mental heal th, and other areas as needed to ensure they are equipped to work effectively with chronically homeless and unsheltered individuals. Staff should apply a strengths-based, person-centered approach to case management that utilizes motivational interviewing and other current best practices. e. Housing First principles and actively working to move the greatest number of unsheltered individuals towards permanent housing.
f. Knowledge of the array of services available within the community. Staff maintain current knowledge of referral/application processes for shelter, housing resources, voucher and subsidy programs, senior housing, affordable housing, shared housing, substance use treatment programs, long-term care/medical facilities, and other applicable resources.
g. Consistent documentation of services and data entry in an appropriate system h. The program provides outreach staff with support, training, and case consultation as needed with staff who have clinical expertise to brainstorm additional methods for engaging and serving clients.
• The provider maintains written documentation of program policies and procedures and updates the documents on a frequent basis. Documentation includes all areas of program operations, including the following:
a. High quality services consistent with the program model and aligned with Housing First principles.
b. Process for receiving, documenting, and responding to referrals and requests for service.
c. Process for clients to begin receiving case management and procedure for when case management ends.
d. Frequency of supervision and process for staff to reach manager for urgent needs. e. Thorough, accurate, and timely documentation of all services in the HMIS system. f. Safety and emergency protocol.
g. Incident report and resolution process.
h. Confidentiality policies and applicable forms.
i. Program implements Housing First principles, serves the hardest to serve the homeless, and actively works to move the greatest number of unsheltered individuals toward permanent housing.
j. Program implements a person-centered, strengths-based approach that tailors case management to each client.

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Exhibit A
k. Collaboration with safety net providers, homeless providers, medical and behavioral health providers, substance use treatment programs, law enforcement, and other applicable partners.
• Program has an internal grievance process that clients can use to resolve conflicts within the program. Written policies and procedures for resolving grievances, including a statement regarding the client’s right to request a reasonable accommodation, are posted in a conspicuous place and accessible to clients.

Agency Qualifications, Experience, Capacity, and Outcomes • Recent relevant experience in providing services to the population(s) to be served and strong
outcomes of the relevant services provided.
• Demonstrated the capacity of the agency to provide the identified services. • Recent data demonstrating strong performance for relevant services provided. • Experience training and monitoring staff and program performance. • Expected performance outcomes and impact of services. • Experience and approach for incorporating strategies ensuring racial and gender equity for all
program participants.
• Experience and approach for incorporating people with lived experience of homelessness into the
planning and implementation of the proposed program’s services, policies, and procedures.
• Claims and violations against you or your organization. • Ability to meet timelines and all requirements listed in the RFP. • Clearly defined roles and responsibilities
Organizations that currently or previously contracted with the City will be reviewed for contract and program compliance, including financial management, timely and adequate submission of invoices and reports, monitoring results, performance, and any other relevant documentation or information.

Bidders must acknowledge all requirements of scope of work, previous section, including all categories and sub-points.

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Exhibit A
Customer Service
• Grievance policy.
• Demonstrated ability to collect and utilize feedback from clients in a systematic way to make program changes.
• Assurance of high-quality services.
• Responsive to the needs of clients.
• Experience providing culturally and linguistically appropriate services, including approach to providing services to clients who speak a language other than English. • Demonstrated ability to collect and utilize feedback in a systematic way from key partners including other community organizations and City and -- programs that work with vulnerable residents.

Budget and Financial Capacity
• Clarity of submitted budgets for services proposed in response. • Please demonstrate how the agency could scale the project if you received less than your proposed budget.
• Experience administering grants or contracts from other public or private funders. • Agency’s overall stability and financial health.
• Budget and budget narrative provide sufficient detail on staffing costs and other line items. • Experience tracking and reporting on funding for federal and state funded grants or contracts from other public agencies.
• Additional financial resources identified to be leveraged by the agency. • Agency financial processes , including internal controls and compliance with accounting practices.

Quality Assurance and Quality Improvement
• Utilizing data to identify performance measure outcomes, areas of need, and servic e impact.
• Ongoing quality assurance and quality improvement processes. • Demonstrated ability to provide complete, timely, and accurate data in a case management system or other relevant experience that demonstrates the capacity for complete, timely, and accurate data entry/tracking.
• Additional measurements/metrics/deliverables/assessments provided to demonstrate program impact.

Bidders must acknowledge all requirements of scope of work, previous section, including all categories and sub-points.

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Exhibit A
Performance Evaluation
Upon award, the contract will reflect the required outcomes (per below chart). Performance will be measured through mandatory quarterly reporting. All reporting will be outlined with specific due dates in the contract. The renewal of funding each year is dependent on progress towards the deliverables being met.

REQUIRED annual performance measures (reported quarterly) will include the following:

Measure
1 Number of unduplicated clients who move into permanent housing 2 Number of unduplicated clients who move into shelter or interim housing 3 Number of unduplicated clients who are connected to ongoing health services 4 Number of unduplicated clients who complete a CES assessment 5 Number of unduplicated individuals who receive outreach and engagement services each Fiscal Year
6 Cumulative annual number of Outreach and Engagement encounters 7 Percentage of rapid response inquiries responded to within 24 hours of the inquiry being made
8 Number of unduplicated individuals who receive case management services 9 Number of unduplicated showers provided; Number of cumulative showers provided 10 Number of MDT meetings held annually (a minimum of 12, with at least one every month) Bidders must acknowledge all requirements of scope of work, previous section, including all categories and sub-points.

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Exhibit A
P
roposal Contents and Format
Agencies must include the following information in the Proposal.

Program and Model of Service Delivery
Describe the program and which service(s) you are proposing, including how services proposed align with the services described in this RFP. Ensure that you provide all detail requested to explain the services that will be offered and how the program will be structured. Additionally, please detail:
• Your implementation and start-up plan to begin services. It is the expectation that services will begin no later than April 17, 2023.
• How the proposed services will work with non-profits, homeless shelters, County agencies (i.e., DBH), law enforcement, primary and mental health, and other partners. • How the program aligns with the Housing First approach. • How the program helps each client/household to develop and implement their housing plan, and how the program assists clients with returning to housing as quickly as possible. • How your agency plans to gather and incorporate feedback from people with lived experience of homelessness into the services listed in this RFP.

Staffing Plan
Describe the staffing plan for the proposed services, including:
• Hiring strategies that support a service implementation date of April 17, 2023 • Staff person responsible for ALL reporting requirements • A list of positions/personnel that will be involved, their full time equivalent (FTE) for the • program, and the roles and responsibilities of each staff. • Which staff (or position) will provide different aspects of homeless outreach services (i.e., outreach and engagement, rapid response, case management, multi -disciplinary team meetings, and coordination with community vendors.
• Staff position(s) that will be responsible for staff supervision, program oversight, complying with tracking and reporting project performance outcomes, creating and implementi ng procedures and policies, and monitoring procedures and policies to ensure consistent application and high levels of customer service.
• Desired qualifications for staff members providing services under this RFP (i.e. Psych Tech courses, Alcohol and Drug Certification).
• Initial and ongoing training that staff will receive. • Proposed sc hedule of services/hours of operation, including if and to what extent the program will provide services outside of business hours (outside of Monday-Friday, 8am- 5pm).

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Exhibit A
The contractor will also make sure staff is appropriately equipped with safety articles , Lights, Boots, Bright Vest, Uniformed look Properly labels Homeless OUTREACH on uniforms.

Budget and Budget Narrative
• Attach a detailed Program Budget specific to each proposed service. Please be clear regarding the amount requested per service and the total request, including staffing costs (Salaries and Benefits).
• Provide a budget narrative that describes and justifies budgeted line items. • An agency may include indirect costs (administrative overhead) not to exceed ten percent of the overall request.
• The request cannot exceed $1,500,000 (including indirect costs and fringe benefits).

If it does, the proposal will be considered unresponsive. • Note that the program budget does not take the place of a separate budget narrative.

Agency Qualifications, Experience, Capacity, and Outcomes P
rovide a statement of qualifications for your organization, including:
• S
ize of your organization (number and FTE of staff, delineating between employees and consultants),
• Organizational structure, including 501(c)(3) status, for-profit status, or other status, size and membership of governing board, and office/program locations • Description of services provided by your organization, • Your organization’s experience providing the services requested in this RFP or similar services
• Specific target populations you have served through existing programs, and the results achieved.
• If you have not provided related services, please describe other programs you operated that have similar features, and include the population served and program results. • How your agency currently incorporates people with lived experience of homelessness into the planning and implementation of your programs.
• Organization’s experience administering contracts for Federal and State funding, includi ng
t
he types of contracts your organization received (funder, amount, term, program, etc.).

Bidders must acknowledge all requirements of scope of work, previous section, including all categories and sub-points.

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Exhibit A
Describe your organization’s grievance policy (for clients who disagree with a program decision or feel that they are not receiving appropriate services) and how clients are informed about the policy. If there is no grievance policy in place, describe the process to establish a policy within the program start-up timeline.

Data, Performance Measures, and Quality Improvement
If you operate homeless outreach programs currently, describe the program scale and budget.

List key outcomes for the past three fiscal years, including the number of clients served by outreach, the number of clients served who moved into a shelter or another temporary destination, the number of clients who moved into permanent housing, and any other vital outcomes. If your agency does not currently operate homeless outreach programs, list key performance measures and outcomes of any similar services or
programs your agency provides.

Describe your agency’s experience ensuring complete and timely data entry into a data management system.

Describe your agency’s ongoing quality assurance and quality improvement processes and how you’re the agency ensures high- quality services and consistent implementation of all policies, procedures, and
tools.

Attachments (mandatory but not included in total page count) Attach the following documents:
• A letter from the Board of Directors authorizing the submission of this proposal, including the total dollar amount requested, services proposed, and the person responsible for the delivery of services
• Overall agency organization chart
• Proposed program-specific organizational chart (with titles) • Documentation of 501(c)(3) status
Bidders must acknowledge all requirements of scope of work, previous section, including all categories and sub-points.

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Exhibit A
• Organization’s grievance policy (staff and clients)
• Overall agency budget and actuals for FY 21-22 and current budget for FY 22-23 • Agency’s most recent audited financial statement
Bidders must acknowledge all requirements of scope of work, previous section, including all categories and sub-points.

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Exhibit B

EXHIBIT B

CITY OF SAN BERNARDINO
MODEL PROFESSIONAL SERVICES AGREEMENT – REMOVE THIS TITLE WHEN USED.

USE ONLY FOR PROFESSIONAL SERVICES – DEFINED AS: SPECIALIZED

SERVICES SUCH AS FINANCIAL, ECONOMIC, ACCOUNTING, LEGAL,

ENGINEERING OR ADMINISTRATIVE SERVICES
PLEASE NOTE: THIS PROFESSIONAL SERVICES AGREEMENT MAY NOT BE

USED TO CONTRACT FOR DESIGN SERVICES

PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF SAN BERNARDINO
AND [***INSERT NAME***]
This Agreement is made and entered into as of [***INSERT MONTH***] [***INSERT DATE***], 20 22 by and between the City of San Bernardino, a charter city and municipal corporation organized and operating under the laws of the State of California with its principal place of business at Vanir Tower, 290 North D Street, San Bernardino, CA 92401 (“City”), and [***INSERT NAME***], a [***INSERT TYPE OF ENTITY AND STATE - CORPORATION, PARTNERSHIP, SOLE PROPRIETORSHIP OR OTHER LEGAL ENTITY***] with its principal place of business at [***INSERT ADDRESS***] (hereinafter referred to as “Consultant”). City and Consultant are hereinafter sometimes referred to individually as “Party” and collectively as the “Parties.”

RECITALS
A. City is a public agency of the State of California and is in need of professional services for the following project:
[***INSERT DESCRIPTION***] (hereinafter referred to as “the Project”).

B. C onsultant is duly licensed and has the necessary qualifications to provide such services.

C. The Parties desire by this Agreement to establish the terms for City to retain Consultant to provide the services described herein.

NOW, THEREFORE, IT IS AGREED AS FOLLOWS:

AGREEMENT

1. Incorporation of Recitals. The recitals above are true and correct and are hereby incorporated herein by this reference.

2. S ervices. Consultant shall provide the City with the services described in the Scope of Services attached hereto as Exhibit “A.”

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3. Professional Practices. All professional services to be provided by Consultant pursuant to this Agreement shall be provided by personnel identified in their proposal. Consultant warrants that Consultant 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 Consultant’s performance of this Agreement. Consultant further represents that no City employee will provide any services under this Agreement.

4. C ompensation.
a. Subject to paragraph 4(b) below, the City shall pay for such services in accordance with the Schedule of Charges set forth in Exhibit “A.” [***Alternatively, the compensation schedule may be described here***]
b. In no event shall the total amount paid for services rendered by Consul tant under this Agreement exceed the sum of $ [***INSERT NOT TO EXCEED AMOUNT***] . This amount is to cover all related costs, and the City will not pay any additional fees for printing expenses. Consultant may submit invoices to City for approval. Said invoice shall be based on the total of all Consultant’s services which have been completed to City’s sole satisfaction. City shall pay Consultant’s invoice within forty-five (45) days from the date City receives said invoice.

The invoice shall describe in detail the services performed and the associated time for completion.

Any additional services approved and performed pursuant to this Agreement shall be designated as “Additional Services” and shall identify the number of the authorized change order, where applicable, on all invoices.

5. Additional Work. If changes in the work seem merited by Consultant or the City, and informal consultations with the other party indicate that a change is warranted, it shall be processed in the following manner: a letter outlining the changes shall be forwarded to the City by Consultant with a statement of estimated changes in fee or time schedule. An amendment to this Agreement shall be prepared by the City and executed by both Parties before performance of such services, or the City will not be required to pay for the changes in the scope of work. Such amendment shall not render ineffective or invalidate unaffected portions of this Agreement. a. A dj
ustments. No retroactive price adjustments will be considered.

Additionally, no price increases will be permitted during the first year of this Agreement, unless agreed to by City and Consultant in writing. [***Additionally, the City may include a CPI price adjustment, delete the following language if such adjustment will not be used***] Annual increases shall not exceed the percentage change in the Consumer Price Index - All urban consumers, All Items - (Series ID# CUURS49CSA0) Riverside -San Bernardino – Ontario, CA areas for the twelve (12) month period January through January immediately preceding the adjustments and be subject to City’s sole discretion and approved (if needed) for budget funding by the City Council.

6. Ter m. This Agreement shall commence on the Effective Date and conti nue through the completion of services as set forth in Exhibit “A,” unless the Agreement is previously terminated as provided for herein (“Term”). [***Alternatively, the term can be spelled out in this section without reference to the Exhibit***]

7. Maintenance of Records; Audits.
a. Records of Consultant’s services relating to this Agreement shall be maintained in accordance with generally recognized accounting principles and shall be made

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Exhibit B
available to City for inspection and/or audit at mutually convenient times for a period of four (4) years from the Effective Date.
b. Books, documents, papers, accounting records, and other evidenc e per
taining to costs incurred shall be maintained by Consultant and made available at all reasonable times during the contract period and for four (4) years from the date of final payment under the contract for inspection by City.

8. Ti me of Performance. Consultant shall perform its services in a prompt and timely manner and shall commence performance upon receipt of written notice from the City to proceed.

Consultant shall complete the services required hereunder within Term.

9. Delays in Performance.
a. Neither City nor Consultant shall be considered in default of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the non- performing Party. For purposes of this Agreement, such circumstances include a Force Majeure Event. A Force Majeure Event shall mean an event that materially affects the Consultant’s performance and is one or more of the following: (1) Acts of God or other natural disasters occurring at the project site; (2) terrorism or other acts of a public enemy; (3) orders of governmental authorities (including, without limitation, unreasonable and unforeseeable delay in the issuance of permits or approvals by governmental authorities that are required for the services); and (4) pandemics, epidemics or quarantine restrictions. For purposes of this section, “orders of governmental authorities,” includes ordinances, emergency proclamations and orders, rules to protect the public health, welfare and safety. b. Should a Force Majeure Event occur, the non-performing Party shall, within a reasonable time of being prevented from performing, give written notice to the other Party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement. Delays shall not entitle Consultant to any additional compensation regardless of the Party responsible for the delay. c. Notwithstanding the foregoing, the City may still terminate this Agreement in accordance with the termination provisions of this Agreement.

10. C
ompliance with Law.
a. Consultant shall comply with all applicable laws, ordinances, codes and r
egulations of the federal, state and local government, including Cal/OSHA requirements. b. If required, Consultant shall assist the City, as requested, in obtaining and maintaining all permits required of Consultant by federal, state and local regulatory agencies. c. If applicable, Consultant is responsible for all costs of clean up and/ or removal of hazardous and toxic substances spilled as a result of his or her services or operations performed under this Agreement.

11. S tandard of Care. Consultant’s services will be performed in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised by members of the profession currently practicing under

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Exhibit B
similar conditions. Consultant’s performance shall conform in all material respects to the requirements of the Scope of Work and meet the Key Performance Indicators, attached hereto as Exhibit “B” and incorporated herein by this reference. [***IF NO PERFORMANCE

INDICATORS WILL BE USED DELETE THE ABOVE LANGUAGE AND ACCOMPANYING EXHIBIT B***]

12. Conflicts of Interest. During the term of this Agreement, Consultant shall at all times maintain a duty of loyalty and a fiduciary duty to the City and shall not accept payment from or employment with any person or entity which will constitute a conflict of interest with the City.

13. City Business Certificate. Consultant shall, prior to execution of this Agreement, obtain and maintain during the term of this Agreement a valid business registration certificate from the City pursuant to Title 5 of the City’s Municipal Code and any and all other licenses, permits, qualifications, insurance, and approvals of whatever nature that are legally required of Consultant to practice his/her profession, skill, or business.

14. Assignment and Subconsultant. Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall constitute grounds for termination.

Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. Nothing contained herein shall prevent Consultant from employing independent associates and subconsultants as Consultant may deem appropriate to assist in the performance of services hereunder.

15. Independent Consultant. Consultant is retained as an independent contractor and is not an employee of City. No employee or agent of Consultant shall become an employee of City. The work to be performed shall be in accordance with the work described in this Agreement, subject to such directions and amendments from City as herein provided. Any personnel performing the work governed by this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, and workers’ compensation insurance.

16. I nsurance.

Consultant shall not commence work for the City until it has provi ded evidence satisfactory to the City it has secured all insurance required under this section. In addition, Consultant shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section. a. Additional Insured
The City of San Bernardino, its officials, officers, employees, agents, and volunteers shall be named as additional insureds on Consultant’s and its subconsultants’ policies of commercial general liability and automobile liability insurance using the endorsements and forms specified herein or exact equivalents.
b. Co mmercial General Liability
(i) The Consultant shall take out and maintain, during the performance

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of all work under this Agreement, in amounts not less than specified herein, Commercial General Liability Insurance, in a form and with insurance companies acceptable to the City. (ii) Cove rage for Commercial General Liability insurance shall be at least as broad as the following:

Insurance Services Office Commercial General Liability coverage (Occurrence Form CG 00 01) or exact equivalent.
(iii) Commercial General Liability Insurance must include coverage for the following:
(1) Bodily Injury and Property Damage
(2) Personal Injury/Advertising Injury
(3) Premises/Operations Liability
(4) Products/Completed Operations Liability
(5) Aggregate Limits that Apply per Project
(6) Explosion, Collapse and Underground (UCX) exclusi
on
del
eted
(7) Contractual Liability with respect to this Contract (8) Broad Form Property Damage
(9) Independent Consultants Coverage
(iv) The policy shall contain no endorsements or provisions limiti ng c
overage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; (3) products/completed operations liability; or (4) contain any other exclusion contrary to the Agreement.
(v) The policy shall give City, its elected and appointed officials, officers, employees, agents, and City-designated volunteers additional insured status using ISO endorsement forms CG 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage.
(vi) The general liability program may utilize either deductibles or provide coverage excess of a self-insured retention, subject to written approval by the City, and provided that such deductibles shall not apply to the City as an additional insured. c. A utomobile Liability
(i) At all tim es during the performance of the work under this Agreement, the Consultant shall maintain Automobile Liability Insurance for bodily injury and property damage including coverage for owned, non-owned and hired vehicles, in a form and with insurance companies acceptable to the City.
(ii) Coverage for automobile liability insurance shall be at least as broad as Insurance Services Office Form Number CA 00 01 covering automobile liability (Coverage Symbol 1, any auto).
(iii) The policy shall give City, its elected and appointed officials, officers, employees, agents and City designated volunteers additional insured status.

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(iv) Subject to written approval by the City, the automobile liability program may utilize deductibles, provided that such deductibles shall not apply to the City as an additional insured, but not a self-insured retention.
d. W orkers’ Compensation/Employer’s Liability
(i) Consultant certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers’ compensation or to undertake self -insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this Agreement.
(ii) To the extent Consultant has employees at any time during the term of this Agreement, at all times during the performance of the work under this Agreement, the Consultant shall maintain full compensation insurance for all persons employed directly by him/her to carry out the work contemplated under this Agreement, all in accordance with the “Workers’ Compensation and Insurance Act,” Division IV of the Labor Code of the State of California and any acts amendatory thereof, and Employer’s Liability Coverage in amounts indicated herein. Consultant shall require all subconsultants to obtain and maintain, for the period required by this Agreement, workers’ compensation coverage of the same type and limits as specified in this section.
e. P
rofessional Liability (Errors and Omis sions)
At all times during the performance of the work under this Agreement the Consultant shall maintain professional liability or Errors and Omissions insurance appropriate to its profession, in a form and with insurance companies acceptable to the City and in an amount indicated herein.

This insurance shall be endorsed to include contractual liability applicable to this Agreement and shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the Consultant. “Covered Professional Services” as designated in the policy must specifically include work performed under this Agreement. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer's duty to defend. f.

Privacy/Network Security (Cyber)
A t all times during the performance of the work under this Agreement, the Consultant shall maintain privacy/network security insurance for: (1) privacy breaches, (2) system breaches, (3) denial or loss of service, and the (4) introduction, implantation or spread of malicious software code, in a form and with insurance companies acceptable to the City. g. A viation and/or Drone Liability [***REMOVE SECTION IF NOT APPLICABLE***]
A t all times during the performance of the work under this Agreement, the Consultant shall maintain Aviation and/or Drone Liability insurance for bodily injury and property damage, in a form and with insurance companies acceptable to the City.
h. M
inimum Policy Limits Required
(i) The following insurance limits are required for the Agreement:

Combined Single Limit

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Exhibit B
Commercial General Liability $2 ,000,000 per occurrence/$4,000,000 aggregate for bodily injury, personal injury, and property
damage
Automobile Liability $1,000,000 per occurrence for bodily injury and property damage
Employer’s Liability $1,000,000 per occurrence
Professional Liability $1,000,000 per claim and aggregate (errors and omissions)
Cy
ber Liability $1,000,000 per occurrence and aggregate
Aviation and/or Drone Liability $1,000,000 per occurrence limit [***REMOVE IF NOT APPLICABLE***]
(ii) D efense costs shall be payable in addition to the limits. (iii) Requirements of specific coverage or limits contained in this section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. Any available coverage shall be provided to the parties required to be named as Additional Insured pursuant to this Agreement. i. Evidence Required
Prior to execution of the Agreement, the Consultant shall file with the City evidence of insurance from an insurer or insurers certifying to the coverage of all insurance required herein. Such evidence shall include original copies of the ISO CG 00 01 (or insurer’s equivalent) signed by the insurer’s representative and Certificate of Insurance (Acord Form 25- S or equivalent), together with required endorsements. All evidence of insurance shall be signed by a properly authorized officer, agent, or qualified representative of the insurer and shall certify the names of the insured, any additional insureds, where appropriate, the type and amount of the insurance, the location and operations to which the insurance applies, and the expiration date of such insurance. j. P
olicy Provisions Required
(i) Consultant shall provide the City at least thirty (30) days prior written notice of cancellation of any policy required by this Agreement, except that the Consultant shall provide at least ten (10) days prior writte n notice of cancellation of any such policy due to non- payment of the premium. If any of the required coverage is cancelled or expires during the term of this Agreement, the Consultant shall deliver renewal certificate(s) including the General Liability Additional Insured Endorsement to the City at least ten (10) days prior to the effective date of cancellation or expiration. (ii) The Commercial General Liability Policy and Automobile Policy shall each contain a provision stating that Consultant’s policy is primary insurance and that any insurance, self-insurance or other coverage maintained by the City or any named insureds shall not be called upon to contribute to any loss.

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Exhibit B
(iii) The retroactive date (if any) of each policy is to be no later than the effective date of this Agreement. Consultant shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Consultant shall purchase a one (1) year extended reporting period A) if the re troactive date is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims-made policy with a retroactive date subsequent to the effective date of this Agreement. (iv) All required insurance coverages, except for the professional liability coverage, shall contain or be endorsed to provide waiver of subrogation in favor of the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subconsultants.
(v) The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability. Further the limits set forth h erein shall not be construed to relieve the Consultant from liability in excess of such coverage, nor shall it limit the Consultant’s indemnification obligations to the City and shall not preclude the City from taking such other actions available to the City under other provisions of the Agreement or law. k. Q
ualifying Insurers
(i) All policies required shall be issued by acceptable insurance companies, as determined by the City, which satisfy the following minimum requirements:
(1) Each such policy shall be from a company or
companies with a current A.M. Best's rating of no less than A:VII and admitted to transact in the business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.
l A
dditional Insurance Provisions
(i) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the City, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including, but not limited to, the provisions concerning indemnification. (ii) If at any time du ring the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by

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Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement. (iii) The City may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project. (iv) Neither the City nor the City Council, nor any member of the City Council, nor any of the officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this Agreement. m. S
ubconsultant Insurance Requirements. Consultant shall not allow any subcontractors or subconsultants to commence work on any subcontract until they have provided evidence satisfactory to the City that they have secured all insurance required under this section. Policies of commercial general liability insurance provided by such subcontractors or subconsultants shall be endorsed to name the City as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Consultant, City may approve different scopes or minimum limits of insurance for particular subcontractors or subconsultants.

17. Indemnification.
a. To the fullest extent permitted by law, Consultant shall defend (with counsel reasonably approved by the City), indemnify and hold the City, its elected and appointed officials, officers, employees, agents, and authorized volunteers free and harmless from any and all claims, demands, causes of action, suits, actions, proceedings, costs, expenses, liability, judgments, awards, decrees, settlements, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, (collectively, “Claims”) in any manner arising out of, pertaining to, or incident to any alleged acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant’s services, the Project, or this Agreement, including without limitation the payment of all damages, expert witness fees, attorneys’ fees and other related costs and expenses. This indemnification clause excludes Claims arising from the sole negligence or willful misconduct of the City. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the City, the City Council, members of the City Council, its employees, or authorized volunteers. Consultant’s indemnification obligation shall survive the expiration or earlier termination of this Agreement.
b. If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to the extent which the Claims arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant in the performance of the s ervices or this Agreement, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

18. C
alifornia Labor Code Requirements. Consultant is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment

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Exhibit B
of prevailing wage rates and the performance of other requirements on certain “public works” and “maintenance” projects. If the Services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, Consultant agrees to fully comply with such Prevailing Wage Laws, if applicable. Consultant shall defend, indemnify and hold the City, its elected officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all subcontractors to comply with all California Labor Code provisions, which include but are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775), employment of apprentices (Labor Code Section 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815) and debarment of contractors and subcontractors (Labor Code Section 1777.1).
[***IF CITY IS AWARE THAT THE CONSULTANT WILL PERFORM WORK

SUBJECT TO PREVAILING WAGE LAW, PLEASE CONTACT LEGAL COUNSEL TO OBTAIN GUIDANCE REGARDING REVISING THE FOLLOWING PROVISION***]If the Services are being performed as part of an applicable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all subconsultants performing such Services must be registered with the Department of Industrial Relations. Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants, as applicable. This Project may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements.

19. Verification of Employment Eligibility. By executing this Agreement, Consultant verifies t hat it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time, and shall require all subconsultants and sub-subconsultants to comply with the same.

20. Laws and Venue. This Agreement shall be interpreted in accordance with the laws of the State of California. If any action is brought to interpret or enforce any term of this Agreement, the action shall be brought in a state or federal court situated in the County of San Bernardino, State of California.

21. Termination or Abandonment
a. City has the right to terminate or abandon any portion or all of the work under this Agreement by giving ten (10) calendar days’ written notice to Consultant. In such event, City shall be immediately given title and possession to all original field notes, drawings and specifications, written reports and other documents produced or developed for that portion of the work completed and/or being abandoned. City shall pay Consultant the reasonable value of services rendered for any portion of the work completed prior to termination. If said termination occurs prior to completion of any task for the Project for which a payment request has not been received, the charge for services performed during such task shall be the reasonable value of such services, based on an amount mutually agreed to by City and Consultant of the portion of such task completed but not paid prior to said termination. City shall not be liable for any costs other than the charges or portions thereof which are specified herein. Consultant shall not be

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Exhibit B
entitled to payment for unperformed services and shall not be entitled to damages or compensation for termination of work.
b. Consultant may terminate its obligation to provide further services under this Agreement upon thirty (30) calendar days’ written notice to City only in the event of substantial failure by City to perform in accordance with the terms of this Agreement through no fault of Consultant.

22. A ttorneys’ Fees. In the event that litigation is brought by any Party in connecti on 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. The costs, salary, and expenses of the City Attorney’s Office in enforcing this Agreement on behalf of the City shall be considered as “attorneys’ fees” for the purposes of this Agreement.

23. Responsibility for Errors. Consultant shall be responsible for its work and results under this Agreement. Consultant, 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 Consultant’s professional services occurs, Consultant shall, at no cost to City, provide all other services necessary to rectify and correct the matter to the sole satisfaction of the City and to participate in any meeting required with regard to the correction.

24. Prohibited Employment. Consultant shall not employ any current employee of City to perform the work under this Agreement while this Agreement is in effect.

25. 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.

26. D ocuments.

Except as otherwise provided in “Termination or Abandonment,” above, all original field notes, written reports, Drawings and Specifications and other documents, produced or developed for the Project shall, upon payment in full for the services described in this Agreement, be furnished to and become the property of the City.

27. Organization. Consultant shall assign [***INSERT NAME***] as Project Manager.

The Project Manager shall not be removed from the Project or reassigned without the prior written consent of the City.

28. Limitation of Agreement. This Agreement is limited to and includes only the work included in the Project described above.

29. Notice. Any notice or instrument required to be given or delivered by this Agreement may be given or delivered by depositing the same in any United States Post Office, certified mail, return receipt requested, postage prepaid, addressed to the following addresses and shall be effective upon receipt thereof:

CITY:

City of San Bernardino
CONSULTANT:

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Exhibit B
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: [***INSERT DEPARTMENT HEAD
TITLE OR “City Manager”***]
W
ith Copy To:

C
ity of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: City Attorney
[***INSERT NAME, ADDRESS & CONTACT
PERSON***]

30. Third Party Rights. Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than the City and the Consultant.

31. Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and that it shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, ancestry, sex, age or other interests protected by the State or Federal Constitutions. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

32. Entire Agreement. This Agreement, including Exhibit “A,” represents the entire understanding of City and Consultant as to those matters contained herein, and supersedes and cancels any prior or contemporaneous oral or written understanding, promises or representations with respect to those matters covered hereunder. Each Party acknowledges that no representations, inducements, promises, or agreements have been made by any person which are not incorporated herein, and that any other agreements shall be void. This is an integrated Agreement.

33. S everability.

If any provision of this Agreement is determined by a court of competent jurisdiction to be invalid, illegal, or unenforceable for any reason, 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, and the remaining provisions of this Agreement shall remain in full force and effect.

34. Successors and Assigns. This Agreement shall be binding upon and shall inur e
to the benefit of the successors in interest, executors, administrators and assigns of eac h Party to this Agreement. However, Consultant shall not assign or transfer by operation of law or otherwise any or all of its rights, burdens, duties or obligations without the prior written consent of City. Any attempted assignment without such consent shall be invalid and void.

35. Non-W
aiver. The delay or failure of either Party at any time to require performance or compliance by the other Party 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 with respect to any occurrence or event shall not be deemed a waiver of any right or remedy with respect to any other occurrence or event, nor shall any waiver constitute a continuing waiver.

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36. Time of Essence. Time is of the essence for each and every p rovision of this Agreement.

37. H eadings. 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.

38. A mendments. Only a writing executed by all of the Parties hereto or their respective successors and assigns may amend this Agreement.

39. City’s Right to Employ Other Consult ant s. City reserves its right to employ other consultants, including engineers, in connection with this Project or other projects.

40. Prohibited Interests. Consultant maintains and warrants that it has neither employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no official, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

41. C ounterparts.

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 single Agreement.

42. A uthority. 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.

43. Electronic Signatur
e. Each Party acknowledges and agrees that this Agreement may be executed by electronic or digital signature, which shall be considered as an original signature for all purposes and shall have the same force and effect as an original signature.

44. [***DELETE SECTION IF THESE PENALTIES WILL NOT BE USED***] Disciplinary Actions in Phases for Non- Performance. Failure for Consultant to perform its obligations under this Agreement or comply with the Performance Indicators may result in disciplinary action as follows:
(i) I
nformal Warning (Written or Verbal). Consultant is given a warning in regards to non-performance. If a verbal warning is issued, it will be confirmed with an electronic correspondence to the Consultant.
(ii) For mal Written Warning. A formal written warning is issued to Consultant pursuant to Section 29 of this Agreement. Consultant must respond within 5 to 10 days of receipt of the formal warning. Upon response from the Consultant, Consultant shall be provided a reasonable time to make corrections to their performance. This time period (iii) For
mal Penalty Issued . A penalty of 15% of the Consultant’s

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current invoice amount or annual contract amount is deducted for non-performance after previous warnings have been issued.
( iv) Termination of Contract. If the performance has not been corrected after all warnings and previous penalties have been exhausted, City may terminate the contract pursuant to Section 21 of this Agreement.
[
SIGNATURES ON FOLLOWING PAGE]

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Exhibit B

SIGNATURE PAGE FOR PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF SAN BERNARDINO
AND [***INSERT NAME***]
I
N WITNESS WHEREOF, the Parties have executed this Agreement as of the date first written above.

CITY OF SAN BERNARDINO
APPROVED BY:

Robert D. Field
City Manager
AT
TESTED BY:

Genoveva Rocha, CMC
City Clerk
APPR
OVED AS TO FORM:

Best Best & Krieger LLP
City Attorney

CONSULTANT

DO NOT SIGN/SAMPLE AGREEMENT
Signature
Name
Title

Packet Pg. 294

Exhibit B

EXHIBIT A
[***ATTACH OR INSERT: Scope of Services / Schedule of Charges and Payments / Activity Schedule***]

Packet Pg. 295

Exhibit B
[***IF NO PERFORMANCE INDICATORS WILL BE USED DELETE EXHIBIT B***]

EXHIBIT B

KEY PERFORMANCE INDICATORS OR PERFORMANCE REQUIREMENTS

1. Performance Expectations
• A Performance Measurement Plan (“Performance Plan”) will be developed by the City [***INSERT DEPARTMENT***], and will be reviewed on a quarterly basis. • C
onsultant will track and document all performance measures identified in the P
erformance Plan. Measures will include, but a not limited to the measures listed below:
• C
onsultant will develop and distribute, electronically, a monthly summary report showing t
he current status and 12-month trend of each performance measure • Consultant will attend quarterly meetings scheduled by the City [***INSERT DEPARTMENT***]and present and discuss performance measures • Co nsultant will track all cost s avings for all orders requested by Waste Resources and will report their total Cost Savings on a quarterly basis

2. P
erformance Measures

1. Safety:
a. Definition: the condition of being protected from or unlikely to cause danger, risk, or injury
b. Safety Measures is related to PW projects when a contractor is conducting work on a county facility and/or delivery materials and services to a county facility

2. Q uality:
a. Definition: the standard of something as measured against other things of a similar kind; the degree of excellence of something.
b. Quality Measure is related to final result of a product or service. Ex. was the monitor installed correctly, crooked, upside down? Were monthly/annual inspections done correctly/on time, were they incomplete.

3. C ost Savings:
a. Definition: a reduction in expenses, especially in business b. Cost Savings Measure is related savings that a vendor makes and passes on to the County.

4. On-T ime Delivery:
a. Definition: On Time Delivery or OTD refers to a key performance indicator measuring the rate of finished product and deliveries made in time. This rate is expressed in a total number of units delivered within a set period defined by the customer and the supplier.
b. On-Time Delivery measure is related to service contracts, were the samples delivered on time to the lab. This can also refer to pick-up services such as with environmental contracts that deal with hazardous samples

Packet Pg. 296

Exhibit C

EXHIBIT C
[***REQUIREMENTS WILL CHANGE BASED ON FUNDING SOURCE***]

Packet Pg. 297

Mayor and City CouncilDecember 18, 2024

Mayor and City Council
December 18, 2024