Santa Cruz City Council
January 9, 2024

1. INTRODUCTION

1.1. Summary
The City of Santa Cruz Water Department (SCWD) is soliciting bids for liquid aluminum sulfate (alum) to use for water treatment. SCWD typically places orders every 1-2 weeks in lots between 4,000 - 5,000 gallons and orders approximately 300 tons, dry basis, aluminum sulfate in solution annually. Delivery will be made to the Graham Hill Water Treatment Plant at 715 Graham Hill Rd in Santa Cruz CA.

Delivered pricing for the following product must be provided in price per dry ton:
• Liquid aluminum sulfate (alum), for drinking water treatment.

See Section 3, Specifications, for product specifications and delivery requirements.

1.2. Contact Information
See Section 2, General Information for Bidder, for information regarding submitting questions. All questions must be submitted through the e-procurement portal and will be answered no later than 5 days prior to bid opening.

Evanda Goad
Management Analyst
Email: [email protected]
Phone: (831) 420-5456
Department:

Water
Department Head:

Rosemary Menard
Water Director

1.3. Timeline
The City will make every effort to adhere to the following tentative schedule. All dates set forth in this IFB are subject to change at the City’s sole discretion. Any change will be set forth in an addendum. All references in this IFB to “time” are Pacific Standard Time.

Release Project Date November 6, 2023
IFB Questions and Clarification Due Date November 20, 2023, 2:00pm Response to bidder(s) IFB Questions and
Clarification & Issue Addenda
November 22, 2023, 2:00pm

23.10 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

Bid Submittal Due Date & Public Bid
Opening
November 29, 2023,
2:00pmhttps://us06web.zoom.us/j/82643938628

23.11 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

2. GENERAL INFORMATION FOR BIDDERS

2.1. Summary Scope of Work
The City invites qualified firms to respond to this Invitation for Bids (IFB) for the project (“Project”) titled below:

Liquid Aluminum Sulfate
IFB No. IFB No. WT-231101
The City anticipates awarding a contract to a vendor for a year term with the option of two-one (1) year term extensions if City so elects. The Bidder will provide the services outlined in Section 3, Specifications.

The successful Bidder shall furnish all tools, equipment, materials, tax, apparatus, facilities, labor, transportation, supervision, and management, not specifically provided by the City, to complete the work described in this IFB.

2.2. Estimated Quantity
The quantities indicated in this solicitation are approximate and based on past experience and expected future need. Quantities may be increased or decreased depending on actual need during the contract term; however, no price adjustments will be allowed as a result of a reduction in the quantity purchased.

2.3. Contact
If you have any questions concerning this solicitation, please ask questions utilizing City’s e-Procurement Question & Answer feature. his RFP document may be downloaded from the City’s e-Procurement Portal at https://procurement.opengov.com/portal/santacruzca/projects/67185. For technical assistance, contact OpenGov using the real-time chat feature on the Portal (located in the lower righthand corner of the screen), or via email at [email protected] for support. All questions must be received by 2:00 pm on Monday, November 20, 2023.

2.4. Pre-Bid Meeting & Site Visit
A pre-bid meeting and/or a site visit will not be held for this IFB.

2.5. Bid Submittal Due Date and Public Bid Opening
All bids will be submitted via the City’s e-Procurement Portal at: https://procurement.opengov.com/portal/santacruzca/projects/67185 before due date. Each bid received before 2:00 pm on Wednesday, November 29, 2023 will be publicly opened during a Zoom Meeting as stated in Timeline in INTRODUCTION section. Bids received after the deadline will be deemed non-responsive. If one or more members of the public are present, the name of each bidder and the total amount of each bid will be read aloud at the Bid Opening meeting. Those wishing to attend the meeting should log into Zoom to ensure that they can access the meeting ahead of time. Bidders take full responsibility for City’s receipt of its Bid. The City will not be liable for any expenses incurred by Bidders in responding to this solicitation.

23.12 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

2.6. Basis of Award
Award shall be made to the lowest responsive and responsible bidder whose bid is most economical for the purpose intended according to criteria designated in this solicitation.

The items listed in Table 1 Basis of Award of the Bid Form are the most common items ordered and serviced. Table 1 will be the Basis of Award.

2.7. Definitions
In this IFB document:

A. “Bidder” means contractor, firm, supplier, vendor, or consultant submitting a bid to this IFB.

B. “Bid” means the complete submittal of bidder to the City in response to this IFB, including any written documentation submitted with the submittal.

C. “Subcontractor” means those performing any portion of the services as subcontractors, vendors, suppliers, and other business entities and individuals that is not the bidder.

D. “Key Staff”, if required, means the employees of the Contractor or subcontractor(s) that will provide project leadership or expertise in lead technical services and are considered essential to the success of the word.

E. “Contract” also means Purchase Order or Agreement.

2.8. Estimated Dollar Value
The City of Santa Cruz spends an estimated $130,000 in every twelve-month period on Liquid Alum. The City may spend more or less than this amount during the twelve-month contract period.

2.9. Estimated Quantity
The quantities indicated in this solicitation are approximate annual quantities based on past experience and expected future need. Quantities may be increased or decreased depending on actual need during the contract term; however, no price adjustments will be allowed as a result of a reduction in the quantity purchased.

23.13 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

3. SPECIFICATIONS

3.1. Project Specifications
All liquid alum, Chemical Abstract Service Number 10043-01-3 (aluminum sulfate), furnished to the City will be tested and certified as meeting the specifications of the American National Standard Institute/National Sanitation Foundation Standard 60 (ANSI/NSF 60) (Drinking Water Treatment Chemicals - Health Effects), and equal in quality to the standards prescribed by the American Water Works Association (AWWA) Specifications Number B403-16.

Vendor will furnish an affidavit that liquid alum furnished under this specification complies with the requirements of ANSI/NSF 60 and AWWA B403-16. If it is demonstrated during the course of the contract that the liquid alum does not meet these requirements, shows evidence of crystallization, or contamination or if foreign bodies are found to be present in the material at time of delivery, the material will be removed from City premises at the vendor's expense and the contract may be terminated.

Vendor must notify City immediately if, at any time during the contract period, product sold to the City fails to comply with ANSI/NSF 60 certification requirements. Failure to comply with these certification requirements may result in termination of contract.

3.2. Estimated Annual Quantity
An estimated 300 tons, dry basis, aluminum sulfate in solution will be required during the twelve-month contract. Vendor will provide liquid alum in amounts greater or less than estimated quantity at price quoted herein. Delivery to the City pursuant to these specifications will be in lots of not less than 4,000 gallons nor more than 5,000 gallons. Each delivery will be accompanied by a certified weight ticket, a bill of lading, Safety Data Sheet (SDS), and a quality certification of analysis.

3.3. Delivery, Inspection, and Acceptance of Goods
Liquid Alum will be delivered to the City's Water Treatment Plant at 715 Graham Hill Road, Santa Cruz, California. The Liquid Alum will be delivered F.O.B. Destination, freight prepaid and added to the invoice.

Vendor acknowledges that time is of the essence in the performance of this contract. Vendor shall respond and agree to a delivery date no later than three (3) days from the original requests. If the goods are not delivered by the date mutually agreed upon in writing, the City reserves the right to cancel the order. If the City cancels the order because of late delivery, the Vendor will not be allowed to charge the City for any costs associated with the order and may be charged any increase in cost the City will pay for the replacement order.

The delivery truck will be capable of delivering the liquid alum with a thirty foot minimum discharge lift.

Deliveries must be made Monday through Friday (excluding holidays) between the hours of 8:00 AM and 3:00 PM
Supplier will provide at the time of delivery, a dated receipt, signed by the driver, identifying product and quantity. Delivery (shipping) tickets must be signed by the on-site City personnel at the time of

23.14 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

delivery and a copy of the delivery ticket presented to him/her. No delivery can be made when a City representative is not on site.

Prior to off-loading, the City will inspect the product to verify compliance with specifications. Any deliveries not meeting chemical quality, regulatory, safety, or delivery requirements will be returned at no cost to the City and must be re-shipped and/or re-delivered by the supplier within 48 hours of the original unacceptable delivery. Acceptance of the goods will be made when the City determines the goods received are in compliance with specifications and are free from defects.

All costs incidental to delivery and off-loading of chemicals must be included in the bid price. Charges not included in the contract resulting from this solicitation will not be paid.

3.4. Order Contact
Each bid should indicate the name, address, telephone number and email address for purpose of placing orders by the City. As well as a 24 hour emergency contact number if available.

Placing orders via email is preferred by City Staff.

3.5. Quality Assurance Analysis
All bids submitted must include material specifications (components with analysis) with typical properties. A quality assurance analysis will be run by City Staff to check the quality of the liquid alum on each delivery. Any product not meeting State and Federal standards, or the specifications outlined in this bid request, will be returned at no cost to the City. A certificate of analysis will be provided for each load of liquid alum product.

3.6. Safety Data Sheets (SDS)
The Vendor will furnish SDS forms for every product delivered.

3.7. Safety Requirements
Delivery of liquid alum will be consistent with these specifications and will comply with all State, Federal and Occupational Safety and Health Act (OSHA) safety regulations.

Drivers of all deliveries will be thoroughly trained and familiar with the related hazards, safety measures, and spill clean-up procedures required for liquid alum. Spills and/or leaks at time of delivery, regardless of the size will be properly and immediately cleaned up by the driver or other personnel of the supplier in accordance with State, Federal and OSHA regulations. Drivers are responsible for spill cleanup caused by overfilling a storage tank.

All drivers must have any necessary personnel safety clothing and/or equipment required for off-loading the liquid alum. City personnel and/or equipment at the delivery locations will not assist in the offloading of chemicals. Any cranes, forklifts, boom trucks or other equipment as well as any additional manpower needed for off-loading are the supplier’s responsibility. City Staff will unlock the liquid alum supply line, ensure there is adequate space in the storage tanks to receive the full delivery, and collect samples.

23.15 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

3.8. Training
The successful Vendor shall provide safety training to City staff on the safe handling and use of liquid alum and emergency procedures in the event of a leak or spill. The training will be performed at least once during the contract period if requested by the City. This training be offered at no charge to the City.

3.9. Vendor’s Employee Conduct
Vendor will agree to remove any employee whose conduct is improper, inappropriate, or offensive as determined by the City. A removed employee(s) is not to work on City premises without the written consent of the City. The Vendor will remove any employee from working in, or delivering to, City facilities who is convicted of a felony during his/her employment.

3.10. Emergency Response
Vendor will provide the name and contact information of a representative who will be available 24 hours a day, 7 days a week, in the event of an emergency. During the emergency, Vendor will provide the City of Santa Cruz with all available supplies, materials, equipment and/or services on a priority basis.

23.16 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

4. INSTRUCTIONS FOR BIDDERS

4.1. Questions and Requests for Clarification and Addenda Questions or concerns regarding any aspect of this IFB shall be sent via City’s e-Procurement Portal’s Question & Answer feature and received by the date identified in Timeline in INTRODUCTION Section.

Any questions or objections not submitted within the time and manner stated above or to anyone other than the above-stated contact will be deemed waived. The City is not bound by the oral representation of any City employee or official. Answers to questions received will be sent out via an addendum.

The City may determine it is necessary to revise any part of this IFB. Revisions will be made by written addenda and it is the Bidder's sole responsibility to comply with any addenda to this IFB and acknoeledge addenda via City's e-Procurement Portal. Addenda will be posted on the City’s eProcurement Portal, https://procurement.opengov.com/portal/santacruzca/projects/67185, under Bidding Information.

4.2. Bid Submittal
Sealed bids are due no later than the Date and time specified in Timeline in INTRODUCTION Section. All bids will be submitted via City's e-Procurement Portal before the due date.

Prior to any bid being accepted, the bidder must demonstrate compliance with all bid specifications for such product. The burden of proof of compliance with this specification is the responsibility of the bidder. No exceptions to or deviations from this specification shall be considered unless each exception or deviation is specifically stated as an exception and accompanied by a detailed description of the exception and/or deviation. If no exception or deviation is shown, the bidder shall be required to furnish the equipment exactly as specified herein.

Failure to comply with all requirements, instructions, and conditions of the invitation for bids and this specification may result in rejection of bid.

4.3. Non-Response to IFB
If the Bidder does not wish to submit a bid, submit a "No Bid" response via City's e-Procurement Portal by the bid due date. Failure to respond to this Invitation for Bids may result in removal of the Bidder from the bid list for the solicited item.

4.4. Responsive Bids
Bids are considered responsive when they:

A. Comply with all requirements, instructions, and conditions of this solicitation.

B. Comply with the bid specifications and do not have unacceptable exceptions.

C. Include pricing for all items listed.

D. Include all required submittals.

E. Acknowledge all bid addenda.

F. Have signatures on the Bid Sheet.

23.17 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

G. Are received by the bid due date and time.

Non-responsive bids may not be considered and may be rejected.

4.5. Reservation of Rights
The City may exercise at its sole discretion the following rights. By responding to this IFB, Bidders acknowledge and consent to the following rights.

The City reserves the right to:
• Postpone, cancel, or issue a subsequent IFB.
• Reject any or all bids.
• Reject any bid that is conditional in any way or that contains erasures, items not called for, items not in conformity with applicable law, changes, additions, alternate bids, or any responsive or submitted by a Bidder that is not responsible.
• Issue addenda to amend, modify, add or delete requirements of this IFB. • Remedy technical errors in the IFB process.
• Disqualify Bidders who are deemed non-responsive to the requirements of this IFB. • Waive informality or immaterial irregularities or minor defects in a bid offer, accept and/or reject all or part of a bid offer.
• Use judgment whether to respond to questions after the IFB question submittal due date. • Not award a Purchase Order/Contract.
• Award a Purchase Order/Contract to a single Bidder for the entire procurement or to multiple Bidders by line item, in groups, or phases according to Section PRELIMINARY SCOPE OF WORK. • If only one bid is received in response to this bid invitation, require the sole Bidder to submit cost or pricing data to assist in determining if the price is reasonable.

4.6. Bid Sheet Pricing (Bid Form)
The Price Schedule can be found in Section 6, BID FORM.

The Bidder shall use Bid Form for the submittal of their Bid Pricing. The Bid price submitted on the Bid Form shall include the costs for services, systems, or goods listed in Bid Documents. Bid prices shall remain firm and not subject to escalation throughout each contract term. Bidders must be sure to consider any cost fluctuations anticipated when preparing their bid. All costs incidental to the provisions of liquid alum must appear on the Bid Sheet, including delivery costs and transfer of chemical to the City’s storage facilities. Any costs invoiced that were not included on the Bid Sheet will not be paid; therefore, Vendors must ensure that all costs are included even though the Bid Sheet may not specifically list them, such as pallet charges, cleaning or repair charges, etc.

23.18 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

All information provided in the IFB documents is based on past experience and expected future need.

Actual orders may vary during the contract term. The City reserves the right to obtain competitive quotes for contract items. If the Bidder is not consistently the low bidder for these items, the City may terminate this agreement.

4.7. References
The bidder shall submit with bid a list of a minimum of three (3) client references that have procured Liquid Aluminum Sulfate service from the bidder, for a minimum of 1 year in the last five (5) years which demonstrate relevant experience with the Project. The bidder shall provide company or agency name, contact name, and phone number for each reference. It is the responsibility of the bidder to ensure the client reference contact person is available and willing to provide a reference within the timeframe stated in this section.

4.8. Optional Piggyback Provision
Bidders are requested to indicate on the Bid Sheet if they shall extend the pricing, terms and conditions of this bid to other government agencies, if the bidder is the successful bidder. If the successful bidder agrees to this provision, participating agencies may enter into a contract with the successful bidder for the purchase of the same commodities based on the terms, conditions, and prices, offered by the successful bidder to the City of Santa Cruz for this bid. Minor changes in terms and conditions may be negotiated by participating agencies and the successful bidder.

4.9. Collusive or Sham Bids
No person, supplier, or corporation shall make or file or be interested in more than one bid for the same work, except so far as alternate bid may be called for. Nor shall any person, supplier, or corporation submit a collusive or sham bid, per se, directly or indirectly, to induce any other supplier to submit such a bid, or to refrain from responding, or seek in any way to fix the price, or any portion of the proposed price, in order to secure an advantage against the owner or any person interested in a proposed contract. However, a person, supplier, or corporation submitting a sub-bid to a bidder or quoting prices on materials for a bidder, is not hereby disqualified from submitting sub-bids or quoting prices to other bidders.

The Bidder shall acknowledge that it has not directly or indirectly been collusive with any other bidder in the preparation and submission of the bid by submitting the Non-Collusion Declaration. If at any time it shall be found that the bidder to whom a contract has been awarded has, in presenting the bid, colluded with any other party or parties, said bidder shall be liable to the City for all loss or damage which the City has or may suffer as the result of the collusive activity, including, but not limited to, the cost of advertising and awarding a new contract.

4.10. Public Record
Bids received will become the property of the City. All bids and any subsequent contracts will be subject to public disclosure per the “California Public Records Act,” California Government Code, sections 6250 - 6270, once the City has awarded the contract resulting from this solicitation.

23.19 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

If a Bidder’s proprietary information is contained in documents or information submitted to City, and Bidder claims that such information falls within one or more CPRA exemptions, Bidder must clearly mark such information “Confidential and Proprietary,” and identify the specific lines containing the information. In the event of a public request for such information, City will make best efforts to provide notice to Bidder prior to such disclosure. If a Bidder contends that any documents are exempt from the CPRA and wishes to prevent disclosure, it is required to obtain a protective order, injunctive relief, or other appropriate remedy from a court of law in Santa Cruz County before the City is required to respond to the CPRA request. If Bidder fails to obtain such remedy within the time the City is required to respond to the CPRA request, City may disclose the requested information without any liability to Bidder. Bidder further agrees that it shall defend, indemnify and hold City harmless against any claim, action or litigation (including but not limited to all judgments, costs, and attorney’s fees) that may result from denial by City of a CPRA request for information arising from any representation, or any action (or inaction), by the Bidder.

4.11. Award Protests
The City desires to foster cooperative relationships with Proposers and to reach a fair agreement in a timely manner.

The City encourages Proposers to resolve issues regarding the RFP requirements or the procurement process through written correspondence and discussions at least 5 business days prior to the proposal due date. This will allow the City time to research the validity of any stated issues and either issue an addendum to the RFP, cancel the RFP, or determine the protest to be unfounded and proceed with the solicitation. In the event, the protest of specifications is denied, and the protester wishes to continue in the protest process, the protesting Proposers must still submit a proposal in accordance with the proposal submittal procedures provided in this solicitation. Questions or concerns prior to the intent to award notice will be directed to:

Dustin Holtzclaw, Superintendent of Water Treatment and Production, [email protected] Any Proposer who unsuccessfully bids on a City contract or any trade association representing workers who would have potentially been employed by such contract may formally protest a contract award.

Protest letters regarding a formal contract award will be directed to:

City of Santa Cruz
City Clerk Administrator
809 Center Street, Room 9
Santa Cruz, California 95060
Protests will be filed with the City Clerk’s office no later than 5 business days after the written Notice of Intent to Award is sent by the City. Protest letters will include:
• The name, address, and telephone number of the protester; • The Project title, RFP Number, and RFP due date;
• Name of City employee and Department designated as the contact in the original RFP; • A detailed statement of the legal and/or factual grounds for the protest; and

23.20 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

• The form of relief requested.

The City Council will hear the protest prior to award of the contract. The protesting party may protest the City’s or successful Proposer’s failure to comply with the requirements of the Purchasing Ordinance or the solicitation documents. The protest must clearly set forth the basis for the protest; grounds not set forth in the written protest will not be considered by the City Council at the protest hearing. The City Council will sustain a protest if the protesting party demonstrates by clear and convincing evidence that, as specified above, the City would act improperly in awarding the contract. The decision of the City Council is final.

4.12. Contract Implementation
Upon award notification and prior to final contract approval, the successful proposer will be required to submit:
• Proof of insurance as specified in this solicitation document. • Documentation of all credentials necessary to legally perform the services specified; • A completed W9 form and, if applicable, non-resident withholding exemption form, if not already on file with the City; and
• Proof of a current City of Santa Cruz business tax certificate if the Contractor is located in, or performs services within, the city limits for more than 6 days annually.

The finalized contract will be in the form included as Appendix A: Sample Agreement and include the IFB documents, the Bidder’s Bid Form, and Appendix B: City of Santa Cruz Terms and Conditions of Purchase.

4.13. Environmental Conservation and Sustainable Living The City of Santa Cruz has long been an advocate for environmental conservation and sustainable living.

This includes, but is not limited to, the Green Business Program, the Living Wage Ordinance, the Clean Ocean Business Program, the Green Building Program and Climate Action Plan 2030 goals which define greenhouse gas reduction objectives to reduce community-wide greenhouse gas emissions 40 percent by 2030 and 100 percent by 2035 (compared to 1990 levels). In your Bid Submittal, please provide information about your company regarding any existing environmental conservation goals or guidelines, environmental or greenhouse gas emissions disclosures, Green Business certifications, existing alternative fuel service vehicles, superior employee benefit policies, or other applicable policies.

4.14. Financial Responsibility
The City accepts no financial responsibility for any costs incurred by a bidder in responding to this IFB and bidders acknowledge and agree that their Bids will become the property of the City and may be used by the City in any way deemed appropriate.

23.21 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

5. TERMS AND CONDITIONS

5.1. Insurance Requirements
See Appendix B: City of Santa Cruz Terms & Conditions of Purchase dated March 2022 for the insurance requirements. The successful Bidder will provide Certificate of Insurance(s) for Commercial General Liability, Auto Liability, and Workers’ Compensation as stated in Appendix B. The City reserves the right to adjust the insurance terms provided based on the type and scope of project proposed by the Bidder.

5.2. Prevailing Wages and Labor Compliance
Prevailing Wages do not apply to this contract.

5.3. Living Wage
Proposers agree to comply with the requirements of the Living Wage Ordinance as provided in Santa Cruz Municipal Code Chapter 5.10.

5.4. Agreement (Appendix A)
The successful Proposer will be required to enter into an Agreement in the form of the Agreement attached hereto as Appendix A. The City reserves the right to adjust the terms, including insurance terms provided, based on the type and scope of the project proposed by the Proposer. If a Proposer is unable to accept City’s proposed Agreement terms substantially in the form presented, the Proposer shall include a revised copy of the Agreement with its Proposal. The revised copy must clearly mark any section to which it objects, set forth the Proposer’s proposed alternative terms, and explain the basis for each proposed change. The City reserves all rights to reject any revisions to the Agreement.

If a satisfactory contract cannot be negotiated in a reasonable time, the City in its sole discretion may terminate negotiations.

5.5. Contract Period & Renewal
The term of the contract will commence upon notification of award and continue for a period of 1 year plus any renewals agreed to by the parties and made in writing.

At the option of the City, this contract may be renewed after the initial contract period for up to two 1- year periods under the same contractual terms and conditions and at the same price or price basis. After the initial contract term, the Contractor may request, and the City may approve an increase in unit prices. Increases must be made no less than ninety days before the date in which the City may exercise the option to renew and must include justification to the increase, and a description of the basis for the increase. Increases may not exceed increases in the San Francisco-Oakland Consumer Price Index for all urban wage earners as published by the Bureau of Labor Statistics, or 5%, whichever is less. In all cases, the City may cancel the contract if a requested price increase is not acceptable.

5.6. Equal Employment Opportunity and Non-Discrimination City’s policies promote a working environment free from abusive conduct, discrimination, harassment, and retaliation; and require equal opportunity in employment for all regardless of race, religious creed (including religious dress and grooming practices), color, national origin (including language use restrictions), ancestry, religion, disability (mental and physical), medical condition, sex, gender (including

23.22 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

gender identity and gender expression), physical characteristics, marital status, age, sexual orientation, genetic information (including family health history and genetic test results), organizational affiliation, and military or and veteran status, or any other consideration made unlawful by local, State or Federal law. City requires Consultant to be in compliance with all applicable Federal and State and local equal employment opportunity acts, laws, and regulations and Consultant is responsible for ensuring that effective policies and procedures concerning the prevention of abusive conduct, discrimination, harassment, and retaliation exist in Consultant’s business organization. The City’s current Equal Employment Opportunity and Non-Discrimination policies to which this Section applies may be viewed at http://www.codepublishing.com/CA/SantaCruz/?SantaCruz09/SantaCruz0983.html and http://www.cityofsantacruz.com/home/showdocument?id=59192. Copies are available upon request from the City’s Purchasing Division.

5.7. Indemnification
To the fullest extent permitted by law, Proposer agrees to indemnify, defend, and hold harmless the City, its officials, officers, employees, agents, and volunteers (collectively, “Indemnitees”) from and against any and all liability, claim, action, loss, injury, damage, judgment, or expense, including attorneys’ fees and costs (“Losses”) caused by or resulting from the negligence, recklessness, or willful misconduct of Proposer, Proposer’s officers, employees, agents, or subcontractors in any way related to this RFP, including but not limited to Proposer’s Proposal. Proposer’s duty to indemnify and hold harmless Indemnitees shall not apply to the extent such Losses are caused by the sole or active negligence or willful misconduct of Indemnitees, as determined by an adjudicatory body or court of competent jurisdiction, if applicable. The obligation to defend shall arise regardless of any claim or assertion that Indemnitees caused or contributed to the Losses.

In the event this Agreement involves the performance of design professional services by Proposer, Proposer’s officers, employees, agents, or subcontractors, Proposer’s costs to defend Indemnitees shall not exceed the Proposer’s proportionate percentage of fault per Civil Code §2782.8. This section shall survive the termination or expiration of the Agreement.

23.23 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

6. BID FORM
LIQUID ALUMINUM SULFATE AL2O3%
Include delivery to 715 Graham Hill Rd, Santa Cruz, CA 95060 in the price.

Line Item Description Quantity Source of
Material
Manufacturer
of Material
Unit of
Measure
Price (per
dry ton)
Total
1 Liquid Aluminum Sulfate (not less than

7.8)
300 Dry ton
TOTAL

23.24 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

7. BID SUBMITTALS

7.1. Bid Form*
By confirming, the proposer is affirming to the following:

The undersigned, upon acceptance, agrees to furnish the following in accordance with the specifications and terms and conditions per City of Santa Cruz “Invitation for Bids for Liquid Aluminum Sulfate” at the prices indicated herein.

The bidder, under penalty of perjury, declares not to be a party with any other business to an agreement to propose a fixed or uniform price in connection with this bid.

The bidder declares under penalty of perjury that she/he is authorized to sign this document and bind the business or organization to the terms of this bid.

The bidder recognizes the right of the City of Santa Cruz to reject any or all bids received and to waive any informality or minor defects in bids received.

The bidder declares under penalty of perjury that the information contained in this Bid and all accompanying documents are true and correct.
☐ Please confirm
*Response required

7.2. Non-Collusion Declaration*
By confirming, the proposer, the party making the foregoing proposal declares that the proposal is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or corporation; that the proposal is genuine and not collusive or sham; that the Consultant has not directly or indirectly induced or solicited any other Consultant or Sub-Consultant to put in a false or sham proposal; and has not directly or indirectly colluded, conspired, connived, or agreed with any Consultant, Sub-Consultant or anyone else to put in a sham proposal, or that anyone shall refrain from proposing; that the Consultant has not in any manner directly or indirectly, sought by agreement, communication, or conference with anyone to fix the proposal price of the Consultant or any other Consultant or Sub-Consultant, or to fix any overhead, profit, or cost element of the proposal price, or of that of any other Consultant or Sub-Consultant, or to secure any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in the proposal are true; and, further, that the Consultant has not, directly or indirectly, submitted his or her proposal price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, or paid, and will not pay, any fee to any corporation, partnership, company association, organization, proposal depository, or to any member or agent thereof to effectuate a collusive or sham proposal.

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.
☐ Please confirm
*Response required

23.25 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

7.3. Compliance
Failure to comply with the City’s Terms and Conditions and Insurance Requirements may disqualify your bid.

7.3.1. By confirming, the bidder's company accept the City's Standard Terms and Conditions.*
☐ Please confirm
*Response required

7.3.2. By confirming, the bidder's company accept the City's Insurance Requirements.*
☐ Please confirm
*Response required

7.4. General Information

7.4.1. Year Business Established*
*Response required

7.4.2. Number of Employees*
*Response required

7.4.3. Annual Sales*
*Response required

7.4.4. Federal Tax ID*
*Response required

7.4.5. References*
List a minimum of three references that have purchased similar items from your business. Provide company or agency name, contact name, phone number, and email address for each reference. *Response required

7.4.6. Delivery
The City can expect that regular deliveries to occur:

Select all that apply
☐ Morning 8am-12pm
☐ Early Afternoon 12pm-3pm
☐ Late Afternoon 3pm-5pm

7.4.7. Emergency Contact Information*
Please include the following information for the Emergency Contact • Emergency Contact
• Email
• Cell Phone

23.26 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

• Night Phone
*Response required

7.4.8. List all subcontractors to be used. If you will subcontract portions of the work, list all subcontractors below. Include business name, address and phone number.*
*Response required

7.4.9. Environmental Conservation and Sustainable Living The City of Santa Cruz has long been an advocate for environmental conservation and sustainable living.

This includes, but is not limited to, the Green Business Program, the Living Wage Ordinance, the Clean Ocean Business Program, and General Plan goals which define greenhouse gas reduction objectives.

Provide information regarding environmental conservation practices, Green Business certifications, alternative fuel service vehicles, superior employee benefit policies, or other applicable policies.

7.4.10. Optional “Piggyback” Contracting*
Indicate whether your business will extend the pricing, terms and conditions of this bid to other government agencies, if you are the successful bidder. Your business would be required to make this contract available to interested agencies for at least six months following the award of this contract.

Interested government agencies may enter into their own contract with the successful Contractor. They may negotiate minor changes in terms and conditions.

Will your business extend the same prices, terms and conditions to other public agencies? ☐ Yes
☐ No
*Response required

7.5. City of Santa Cruz Business Tax Certificate
Contractor will maintain a current City of Santa Cruz business tax certificate if:

A. Contractor is located in the City of Santa Cruz; or
B. Contractor performs physical work in the City of Santa Cruz for 6 or more days annually; or C. Contractor uses company vehicles to deliver within the City of Santa Cruz for 6 or more days annually.

For additional information and licensing requirements, call the Revenue division at 831/420-5070.

7.5.1. Contractor's Sale and/or service contract (Optional) A copy of any sales and/or service contract that the Contractor will require during the execution of any contract resulting from this solicitation. Any terms that contradict the City’s terms and conditions or contain provisions that are determined not to be in the best interest of the City will disqualify the Contractor.

7.5.2. Does your company have a City of Santa Cruz Business Tax Certificate?* ☐ Yes

23.27 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

☐ No
*Response required
When equals "Yes"

7.5.3. City of Santa Cruz Business Tax Certificate Number* *Response required
When equals "Yes"

7.5.4. Expiration Date*
*Response required

7.6. LOCAL PREFERENCE CERTIFICATION
Local Businesses and Locally Owned Businesses must submit this certification with each bid or proposal in order to receive the 2% and additional 4% preference applied during the evaluation of any competitive process for goods, supplies, equipment, materials, services, or professional services.

Local Businesses
To qualify for the 2% local business preference, a business must meet the following criteria:

7.6.1. Does the business have an office with at least one employee located in the City of Santa Cruz?*
☐ Yes
☐ No
*Response required
When equals "Yes"

7.6.2. Business Address:*
*Response required

7.6.3. Is the business current in the payment of all taxes, charges, assessments, or fees owed to the City of Santa Cruz? *
☐ Yes
☐ No
*Response required

7.6.4. Does the business hold a valid City of Santa Cruz business license?* ☐ Yes
☐ No
*Response required
When equals "Yes"

7.6.5. DBA/license number:*
*Response required

23.28 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

7.6.6. Locally Owned Businesses
To qualify for an additional 4% locally owned business preference, a business must meet the above requirements for a local business and at least 50% of the business’ owners must live in the County of Santa Cruz.

To qualify for the locally owned business preference, list all of the business’ owners and their county of residence.
• Owner Name, County

7.6.7. By submitting information for Local Preference, I represent that I qualify as a (check all that apply):*
☐ Local Business
☐ Locally Owned Business
☐ None of the above
*Response required

7.6.8. I understand that by submitting false information or failing to disclose material information in order to qualify for the preference my business will be 1) required to pay the city any difference between the contract amount and what the city’s cost would have been if the contract had been properly awarded, and 2) prohibited from bidding on any city contract or receiving any city contract for a period of three years of the discovery of facts supporting the same.* ☐ Please confirm
*Response required

7.7. EMERGENCY RESOURCE AGREEMENT
In previous disasters, many organizations have responded enthusiastically to the City’s requests for supplies and services needed to protect the health, safety, and property of the Santa Cruz public. The information on this list allows us to quickly locate desperately needed resources. Because many businesses give us their nighttime phone numbers, we are able to obtain crucial supplies and services after normal business hours.

If you are interested in being a part of this list, please take a few minutes to fill out the form below, review the categories, and check any that apply.

We urge you to provide the manager’s or owner’s home address and phone number. Having information on how to contact a firm after hours greatly improves our emergency response. This information is kept confidential and used only in the event of serious life-threatening emergencies.

7.7.1. Please provide manager's or owner's name, home address, email address and phone number

7.7.2. By confirming this agreement, the vendor agrees to charge the City of Santa Cruz a rate that is fair market value. The vendor also agrees to provide the City of Santa Cruz with all available supplies, materials, equipment and/or services on a priority basis.
☐ Please confirm

23.29 #IFB No. WT-231101
Title: Liquid Aluminum Sulfate

7.7.3. Emergency Resource List
Please download the below documents, complete, and upload. • Emergency_Resource_List.pdf

7.8. Certifcation Submittals
Please submit the following with your bid

7.8.1. Vendor’s Aluminum Sulfate NSF 60 certification documentation* Upload NSF 60 certification here.
*Response required

7.8.2. Aluminum Sulfate certificate of analysis*
Upload Aluminum Sulfate certificate of analysis here.
*Response required

7.8.3. Aluminum Sulfate SDS*
Upload Aluminum Sulfate SDS here
*Response required

7.9. Delivery Days

7.9.1. Delivery Days- Delivery will be made _____ days after receipt of order. * *Response required

7.10. Acknowledgement
Please acknowledge the following

7.10.1. Acknowledgment of Addenda and Questions and Answers In order to submit a bid, the vendor acknowledges that they have read all addenda, and questions and answers posted for this solicitation.
☐ Please confirm

23.30 CITY OF SANTA CRUZ TERMS AND CONDITIONS OF PURCHASE http://www.cityofsantacruz.com/government/city-departments/finance-/purchasing-division/selling-to-the-city Revised 3/14/2022 Page 1

1. Contract: The following terms and conditions shall govern all purchases by the City unless other terms are specifically designated by the City to apply or the City and Vendor have entered into another written agreement. Any terms or conditions (including price and delivery dates) proposed by the Vendor which are inconsistent with or in addition to these terms and conditions shall be void and of no effect unless and to the extent expressly accepted by the City in writing.

2. Delivery, Inspection, and Acceptance of Goods/Services: Goods/services are to be delivered to the location specified.

All deliveries are F.O.B. destination.

Vendor acknowledges that time is of the essence in the performance of this contract. If the goods and/or services are not delivered within the time period stated on the Vendor’s proposal, or by a different date mutually agreed to in writing, the City reserves the right to cancel the order. If the City cancels the order because of late delivery, the Vendor will not be allowed to charge the City for any costs associated with the order and may be charged any increase in cost the City must pay for the replacement order. Charges not included in the contract will not be paid.

Within 14 calendar days, unless the contract stipulates a different time period, the City will inspect the goods received to verify compliance with specifications. If deficiencies are detected, the goods will be rejected and the Vendor will be required to make the necessary adjustments or replacements at the Vendor’s expense. Acceptance of the goods will be made when the City determines the goods received are in compliance with specifications and are free from defects.

3. Payment: All invoices shall contain correct bid or contract pricing, the applicable purchase order number, and the name of the City employee making the purchase. Invoices shall be sent to the dept. making the purchase. Vendor shall submit invoices to the City within 60 days of delivery of goods or provision of service. Invoices with incorrect pricing will be returned to the Vendor for correction. The City will pay approximately 30 days after acceptance of goods or services and receipt of a correct and undisputed invoice, whichever occurs last.

The City will take early payment discounts when the net payment period is over 15 days. The payment period will extend to the date that the invoices are paid. Should the Vendor become delinquent with any fees, assessments, or charges due to the City, the City will reduce any amount owed to the Vendor by the delinquent amount owed to the City. The City reserves the right to audit Vendor’s records when necessary.

4. Sales Tax: Sales tax must be stated separately on each invoice. If the current local sales tax is not charged, the City will remit all sales tax due directly to the California State Board of Equalization.

5. Warranty: Vendor warrants that the item(s) provided and/or work performed under this contract comply with all specifications, are free of liens and encumbrances, and that workmanship and materials are free from defects. Work shall comply with nationally recognized codes and established industry standards. Equipment shall carry the manufacturers’ most favorable commercial warranties. The warranty period shall begin after acceptance of item(s) and/or work and shall extend thereafter for a period of ninety days, or as otherwise specified by the manufacturer’s standard warranty, whichever is later. Vendor agrees to remedy by replacing or repairing any item(s) that is damaged or defective during normal usage within the warranty period, at no additional cost to the City. Such repair or replacement shall occur within a reasonable time frame, to the satisfaction of the City.

6. Indemnity:

For General Services: To the fullest extent permitted by law, Vendor agrees to indemnify, defend, and hold harmless the City, its officials, officers, employees, and volunteers from and against any and all claims, demands, actions, liabilities, damages, judgments, or expenses, (including attorneys’ fees and costs) arising from the acts or omissions of Vendor, Vendor’s employees or agents, or in any way related to the obligations or the performance of services under this contract, except for design professional services as defined in Civil Code §2782.8, and except where caused by the sole or active negligence, or willful misconduct of City.

For Design Professional Services under Civil Code §2782.8: To the fullest extent permitted by law, Vendor agrees to indemnify, defend, and hold harmless City, its officials, officers, employees, and volunteers from and against any and all claims, demands, actions, liabilities, damages, or expenses, (including attorneys’ fees and costs) arising from the negligence, recklessness, or willful misconduct of the Vendor, Vendor’s employees or agents, in any way related to the

23.31 CITY OF SANTA CRUZ TERMS AND CONDITIONS OF PURCHASE http://www.cityofsantacruz.com/government/city-departments/finance-/purchasing-division/selling-to-the-city Revised 3/14/2022 Page 2 obligations or the performance of design professional services under this contract as defined in Civil Code §2728.2, except where caused by the sole or active negligence, or willful misconduct of City. The costs to defend charged to the Vendor relating to the design professional services shall not exceed the Vendor’s proportionate percentage of fault per Civil Code §2782.8.

7. Compliance Requirements: Vendor shall be responsible for complying with all applicable Federal, State, and local laws and regulations including, but not limited to, City policies, ordinances, and Best Management Practices. Requirements vary based on the nature of the product to be provided and/or work to be performed; these shall include, but are not limited to, complying with the items listed below and following City Council policies regarding asbestos in products, polystyrene foam, recycled paper, and fair trade coffee. These policies are available on the City’s website here. a. Licensing: Vendor warrants that it has complied with any and all federal, state, and local licensing requirements and agrees to provide proof of a current City of Santa Cruz Business Tax Certificate if:
i. Vendor is located in the City of Santa Cruz;
ii. Will perform physical work in the City of Santa Cruz for 6 or more days annually; or iii. Will use company vehicles to deliver within the City of Santa Cruz for 6 or more days annually.

For additional information and licensing requirements, view the City’s Business Licenses and Permits webpage or call the Revenue and Taxation division at 831/420-5070. b. Prevailing Wage: In performing “public work” pursuant to and subject to Labor Code §1720 et seq. under this contract, Vendor (and any subcontractor performing the work or services) shall conform to any and all prevailing wage requirements applicable to such work/and or services. All workers employed in the execution of a public works contract (as defined in Labor Code §1720 et seq. and §1782(d)(1)) must be paid not less than the specified prevailing wage rates for the type of work performed. (See Labor Code §§1720, 1774 and 1782.) Pursuant to Labor Code §1773.2, the current prevailing rate of per diem wages at the time of the contract as determined by the Director of the Department of Industrial Relations (DIR) may be on file at the dept. office awarding the public work.

Vendor shall post a copy of these rates at the work site, if any.

The “public work” project is subject to the compliance monitoring and enforcement by the DIR. The Vendor and subcontractor, if any, must be registered with the DIR to submit a bid or engage in the performance of any contract for public work pursuant to Labor Code §§1725.5 and 1771.1. The Vendor is responsible for posting job site notices as prescribed by regulation pursuant to Labor Code §1771.4(a)(2). The Vendor and each subcontractor, if any, must submit certified payrolls to the Labor Commissioner pursuant to Labor Code §1771.4.

Any failure of Vendor and/or its subcontractors to comply with the above requirements shall constitute a breach of this contract that excuses the City’s performance of this contract at the City’s sole and absolute option, and shall be at the sole risk of Vendor. Vendor on behalf of itself, and any subcontractor, agrees to indemnify, defend and hold harmless the City and its officials, officers, employees, and agents from and against any and all claims, liabilities, losses, costs, expenses, attorneys’ fees, damages, expenses, fines, financial consequences, interest, and penalties, of any kind or nature, arising from or relating to any failure (or alleged failure) of the Vendor and any subcontractor to pay prevailing wages or to otherwise comply with the requirements of prevailing wage law. c. Living Wage: Every contract for services to the City for $10,000 or more, is subject to City of Santa Cruz Living Wage Ordinance number 2000-25. The requirements of the Living Wage ordinance are provided in Santa Cruz Municipal Code Chapter 5.10.
d. Vendors’ Duties Concerning Labor Code Compliance. As required by Labor Code §1775(b)(1), Vendor shall include in any contract between Vendor and subcontractors for the performance of work on a public works project, a copy of Labor Code §§1771, 1775, 1776, 1777.5, 1813 and 1815. e. Apprentices. The Vendor is responsible for compliance with Labor Code §1777.5 for all apprentices whether employed directly or through subcontractors on a public works project. f. Payroll Records. Pursuant to Labor Code §1776, for public works projects, the Vendor and any subcontractor shall keep, make available, and submit to the City within ten (10) days of receipt of a written request, certified payroll records. Pursuant to Labor Code § 1776(h), if the Vendor or any subcontractor fails to comply with the ten-day period, he or she shall, as a penalty to the City, forfeit the prescribed amount for each calendar day, or portion

23.32 CITY OF SANTA CRUZ TERMS AND CONDITIONS OF PURCHASE http://www.cityofsantacruz.com/government/city-departments/finance-/purchasing-division/selling-to-the-city Revised 3/14/2022 Page 3 thereof, for each worker, until strict compliance is effectuated. The Vendor shall include provisions in its subcontracts as required to make this paragraph effective as to each subcontractor. Upon written request, the Vendor shall withhold penalties forfeited by a subcontractor pursuant to Labor Code §1776(h) and this paragraph from payment due to such subcontractor and remit such penalties withheld to the City. g. Hours of Labor. Pursuant to Labor Code § 1810, 8 hours of labor shall constitute a legal day’s work. Pursuant to Labor Code § 1813, the Vendor and each subcontractor, if any, shall, as a penalty to the City, forfeit the prescribed amount per calendar day for each worker required or permitted to work more than 8 hours in any one calendar day and 40 hours in any one calendar week without being compensated in accordance with § 1815. Vendor shall include terms in its subcontracts as required to make this paragraph effective as to each subcontractor. Upon written request, Vendor shall withhold penalties forfeited by a subcontractor pursuant to Labor Code §1813 and this paragraph from payments due to such subcontractor and remit such penalties withheld to the City. h. Storm Water Requirements: The Vendor, and all subcontractors, are required to abide by the applicable City of Santa Cruz Storm Water Best Management Practices (BMPs) for the duration of the work. The City’s mandatory Storm Water BMPs, which are listed according to the type of work, operations, or business, are located on the City website here.

8. Insurance: Prior to the beginning of and throughout the duration of this contract, Vendor will maintain insurance in conformance with the requirements set forth herein. Vendor will insure the City against claims for injuries to persons or damages to property which may arise from or in connection with the goods, or the work performed hereunder and the results of that work by Vendor, Vendor’s agents, representatives, employees or subcontractors. a. Standard Certificate Requirements
The City will be issued a Certificate of Insurance (a Memorandum of Understanding will not be accepted) with the following minimum requirements:
 Certificate(s) will show current policy number(s) and effective dates,  Coverage and policy limits will meet, or exceed, requirements below,  The Certificate Holder will be City of Santa Cruz, Risk Management, 877 Cedar Street, Suite 100, Santa Cruz, CA 95060,
 Certificate will be signed by an authorized representative,  An endorsement will be provided to show the City, its officers, officials, employees, agents and volunteers as additional insured.
b. Minimum Scope and Limits of Insurance:

The Vendor acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. The City will be entitled to coverage for the highest limits maintained by the Vendor. Coverage will be at least as broad as:
 Commercial General Liability (CGL): $2,000,000 per occurrence Proof of coverage for up to $2 Million per occurrence including products and completed operations, property damage, bodily injury, personal injury and advertising injury will be provided on Insurance Services Office (ISO) Form CG 00 01 covering CGL. If a general aggregate limit applies, either the general aggregate limit will apply separately to this project/location or the general aggregate limit will be at least twice the required occurrence limit.
 Automobile Liability: $1,000,000
Proof of coverage for $1 Million will be provided on ISO Form Number CA 00 01 covering any auto (Code 1), or if Vendor has no owned autos, hired, (Code 8) and non-owned autos (Code 9), per accident for bodily injury and property damage.
 Workers’ Compensation: as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance: $1,000,000 per accident for bodily injury or disease. Must include a waiver of subrogation.

23.33 CITY OF SANTA CRUZ TERMS AND CONDITIONS OF PURCHASE http://www.cityofsantacruz.com/government/city-departments/finance-/purchasing-division/selling-to-the-city Revised 3/14/2022 Page 4 c. Additional Requirement for Professional Services
Professional Liability (Errors and Omissions): $2,000,000 per occurrence or claim, $2,000,000 aggregate Vendor will maintain insurance appropriate to Vendor’s profession, with limit no less than $2,000,000 per occurrence or claim, $2,000,000 aggregate. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after date of completion of the services under this contract. If coverage is canceled or non-renewed and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date or start of work date, Vendor must purchase “extended reporting” coverage for a minimum of five (5) years after completion of contract work.

If Vendor maintains broader coverage and/or higher limits than the minimums shown above, the City of Santa Cruz requires and shall be entitled to the broader coverage and/or higher limits maintained by Vendor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City of Santa Cruz.
d. Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:
 Additional Insured Status
The City, its officers, officials, employees, agents and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Vendor including materials, parts, or equipment furnished in connection with such work or operations.

General liability coverage will be provided in the form of an endorsement to the Vendor’s insurance at least as broad as ISO Form CG 20 10 11 85, or if not available, through the addition of both CG 20 10 and CG 20 37 (if a later edition is used).
 Primary Coverage
For any claims related to this contract, the Vendor’s insurance coverage will be primary insurance as respects the City, its officers, officials, employees, agents and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, agents or volunteers will be excess of the Vendor’s insurance and will not contribute with it.
 Notice of Cancellation
Each insurance policy required above shall state that the coverage shall not be canceled, except with notice to the City.
 Waiver of Subrogation
Vendor hereby grants to the City a waiver of any right to subrogation which any insurer of said Vendor may acquire against the City by virtue of the payment of any loss, including attorneys’ fees, under such insurance.

Vendor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.

The Worker’s Compensation policy will be endorsed with a waiver of subrogation in favor of the City for all work performed by the Vendor and its employees.
• Deductibles and Self-Insured Retentions
Any deductibles or self-insured retentions will be declared to and approved by the City. City may require Vendor to purchase coverage with a lower retention or provide proof of ability to pay losses and related expenses. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City.
• Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the Entity.
• Verification of Coverage
Vendor will furnish the City with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning will not waive the Vendor’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

23.34 CITY OF SANTA CRUZ TERMS AND CONDITIONS OF PURCHASE http://www.cityofsantacruz.com/government/city-departments/finance-/purchasing-division/selling-to-the-city Revised 3/14/2022 Page 5 a. Special Risks/Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances, including but not limited to requiring the following:
 Data Breach Risk - Cyber Liability Insurance of limits no less than $5 Million per occurrence and $10 Million in the aggregate.
 Risk of Loss in Transporting Money - Cash In Transit Policy Insurance covering all risks of physical loss or damage while in transit or at premises for limits no less than $10 Million per occurrence and $20 Million in the aggregate.
 Financial Breach Risk - Financial Crime Coverage for limits no less than $5 Million per occurrence and $10 Million in the aggregate.
 Risk in Transporting People or Goods in a Vehicle - Common Carrier Liability Insurance of limits no less than $10 Million per occurrence and $20 Million in the aggregate.  Risk in Storing Vehicles – Garage-keeper’s Liability Insurance of limits no less than $2 Million per occurrence and $4 Million in the aggregate.
 Construction Risks - Builder’s Risk (Course of Construction) Insurance utilizing an “All Risk” (Special Perils) coverage form, with limits equal to the completed value of the project and no coinsurance penalty provisions, and name the City as loss payee.
 Environmental Hazard - Pollution Legal Liability Insurance with limits no less than $1 Million per occurrence or claim, and $2 Million in the aggregate.
b. Claims Made Policies
If any of the required policies provide coverage on a claims-made basis:

1. The Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work.

2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.

3. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Vendor must purchase “extended reporting” coverage for a minimum of five (5) years after completion of contract work. c. Subcontractors
Vendor shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Vendor shall ensure that City, its officers, officials, employees, and volunteers are additional insureds on insurance required from subcontractors.

9. Travel Reimbursement Policy
When it is mutually agreed between the City and the vendor, the vendor’s employees will be reimbursed for travel expenses according to this policy. It is expected that all travel expenses incurred by vendors while conducting activities on behalf of the City will be at reasonable rates and that vendors will exercise prudence in incurring these expenses.

Meals
Meals are reimbursed at the current GSA Meals & Incidental per diem rate by county (www.gsa.gov/travel). The City does not reimburse for actual costs for meals. Reimbursement is based solely on per diem rates. Do not submit meal receipts.
 Travel before 8:00a qualifies for breakfast reimbursement.  Travel between 8:00a – 1:30p qualifies for lunch reimbursement.  Travel between 1:30p – 7:00p (or later) qualifies for dinner reimbursement.  Days between hotel stays and days starting before 8a and ending after 7p, qualify for the full GSA Meals & Incidental per diem rate.

Ground Transportation
Ground transportation is reimbursable when it is for travel between the vendor’s place of business, their employee’s

23.35 CITY OF SANTA CRUZ TERMS AND CONDITIONS OF PURCHASE http://www.cityofsantacruz.com/government/city-departments/finance-/purchasing-division/selling-to-the-city Revised 3/14/2022 Page 6 home, an airport, or Santa Cruz hotel to their City work location.

1. Reasonable fees for taxis, shuttles, busses, trains, light rail, ride hailing services (Uber, Lyft), bike shares (Jump), and similar modes of transportation will be reimbursed. Receipts are required for reimbursement.

2. Personal vehicles include vehicles owned by the vendor or their employees.  Mileage will be reimbursed at the current IRS mileage rate.  Evidence of automobile liability insurance meeting the City’s requirements must be provided.  Maps showing starting point, City work location, and total miles are required for reimbursement.

3. Car rentals are reimbursable when
 Travel is necessary from an airport to the City work location.  The rental reservation is made as far in advance as is practical and the lowest possible price is obtained.  Insurance coverage is included in the rental agreement and the car is returned with a full tank of gas.  The smallest vehicle necessary is rented.
 Parking expenses are included in the GSA Meals & Incidental per diem rate. The City will not pay additionally for parking expenses.
 Receipts are required for reimbursement.

Airfare
Airfare is reimbursable when the vendor’s place of business, or their employee’s home, is more than 250 miles away from Santa Cruz.
 Airfare must be lowest available coach class fare. Flights may be non-stop.  Airfare must be booked as far in advance as is practical.  Fees for one piece of checked luggage (and any equipment necessary for the work being done) will be reimbursed.  Extra charges for seat assignments, refundable tickets, travel insurance/protection, and similar fees are not reimbursable.
 If the City cancels the need for travel and the ticket cannot be changed or refunded, the ticket cost will be reimbursable.
 Receipts are required for reimbursement.

Lodging
Lodging is reimbursable when the vendor must work on site for two or more consecutive days and the vendor’s place of business, or their employee’s home, is more than 60 miles away from Santa Cruz.  Lodging is reimbursed up to the current GSA rate by county (www.gsa.gov/travel).  Costs for hotel rooms above this rate are the responsibility of the traveler.  Receipts are required for reimbursement.

General

1. Travel expenses not listed above will not be reimbursed.

2. Travel reimbursements are paid after the completion of travel. There are no travel advances.

3. Exceptions to any of the above requirements require advance written permission from the Department Head of the department contracting with the vendor.

4. Tips and gratuities will not be reimbursed.

5. Alcoholic beverage purchases will not be reimbursed.

6. Vendors will exercise prudence in incurring reimbursable expenses.

7. The City of Santa Cruz has the sole discretion to deny any proposed reimbursable expense the City has determined to be excessive, unethical, non-responsible, or an inappropriate use of public funds.

10. Mechanic’s Liens. Vendor shall timely pay all claims for labor and/or materials furnished to or for Vendor relating to this contract. Vendor shall not create, permit, or suffer any mechanic’s or materialmen’s liens of any kind or nature to be enforced against the City for any such work or activities performed. Vendor shall indemnify, defend and hold harmless the City from and against any and all liens, claims, demands, liabilities, costs and/or expenses of whatever kind or nature in any way connected with or growing out of such work done, labor performed and/or materials furnished. In the event any such liens shall be filed against the City, Vendor shall cause the same to be paid, discharged, released and satisfied within a commercially reasonable time, not to exceed five (5) business days from the date the same were recorded in the office

23.36 CITY OF SANTA CRUZ TERMS AND CONDITIONS OF PURCHASE http://www.cityofsantacruz.com/government/city-departments/finance-/purchasing-division/selling-to-the-city Revised 3/14/2022 Page 7 of the applicable County Recorder. City shall have the right to post notices of non-responsibility on all or any part of any affected City property.

11. Governing Law: The contract will be construed and interpreted according to the laws of the State of California.

12. Assignment: The City reserves the right to cancel this contract if the contract is assigned without written consent of the City.

13. Subcontractors: Subcontracting of work without prior approval of the City, may result in contract termination. If at any time, the City determines any subcontractor is incompetent or undesirable, Vendor will be notified and will be expected to immediately cancel the subcontract.

14. Contract Modifications: All changes to this contract will be approved in writing signed by both parties through an amendment to the contract.

15. Termination of Contract: The City or the Vendor may terminate the contract for convenience by providing written notice to the other party not less than 30 calendar days prior to an effective termination date.

The City or Vendor may terminate the contract for material breach of contract by providing written notice to the other party not less than 14 calendar days prior to an effective termination date.

Upon notice of termination, the Vendor will immediately take action not to incur any additional obligations, costs or expenses, except as may be reasonably necessary to terminate its activities. The City’s only obligation to the Vendor will be just and equitable payment for materials and/or services authorized by, and received to the satisfaction of, the City up to and including the effective date of termination. All finished or unfinished materials, supplies, goods, or documents procured or produced under the contract will become property of the City upon the termination date. The City reserves the right to purchase or obtain the supplies or services elsewhere, and the defaulting vendor will be liable for the difference between the prices set forth in the terminated order and the actual cost to the City. In no event will the City be liable for any loss of profits on the resulting order or portion thereof so terminated. After the effective date of termination, Vendor will have no further claims against the City under the contract. Termination of the contract pursuant to this paragraph may not relieve the Vendor of any liability to City for damages sustained by City because of any breach of contract by Vendor, and City may withhold any payments to Vendor for the purpose of set-off until such time as the exact amount of damages due City from Vendor is determined.

The rights and remedies provided in this section will not be exclusive and are in addition to any other rights and remedies provided by law or under the contract.

16. Safety: All service(s) and item(s) provided will comply with applicable safety laws, regulations, and standards. Vendor will provide proof of compliance, if requested by the City.
a. Vendor will make available a list of hazardous chemicals and applicable Safety Data Sheets prior to bringing those chemicals on City property or using them on behalf of the City. All hazardous substances and chemicals brought onto the premises must be labeled as required by the Hazard Communication Standard. Vendor is required to maintain copies (on site) of the SDS of the hazardous substances or chemicals they will use throughout the work place. No hazardous materials or chemicals will be introduced into the workplace by the vendor unless approved in advance by the City. The City reserves the right to deny use of any hazardous substance or chemical that the City deems harmful and may affect City employees and/or members of the public. b. Any precautions and/or protective measures to minimize the possibility of exposure will be communicated by the Vendor to the City and from there to City employees.
c. Upon request, Vendor will provide records of their Hazard Communication Training Program. d. All accidents, chemical spills, fires, accidents, property damage, etc., no matter how small, must be reported to the City immediately for investigation and documentation.
e. Vendor must immediately notify the City in the event of an emergency and indicate what assistance is required.

17. Force Majeure: Neither party will be held responsible for delay or default caused by declared emergencies, natural disasters, or any other cause which is beyond the party's reasonable control. Vendor will, however, make all reasonable efforts to remove or eliminate such a cause of delay or default and will, upon the cessation of the cause, diligently pursue performance of its obligations in this agreement.

23.37 CITY OF SANTA CRUZ TERMS AND CONDITIONS OF PURCHASE http://www.cityofsantacruz.com/government/city-departments/finance-/purchasing-division/selling-to-the-city Revised 3/14/2022 Page 8 The City reserves the right to obtain the item(s) covered by this contract from another source during any on-going suspension of service due to the circumstances outlined above.

18. Equal Employment Opportunity/Non-Discrimination: City’s policies promote a working environment free from abusive conduct, discrimination, harassment, and retaliation; and require equal opportunity in employment for all regardless of race, religious creed (including religious dress and grooming practices), color, national origin (including language use restrictions), ancestry, religion, disability (mental and physical), medical condition, sex, gender (including gender identity and gender expression), physical characteristics, marital status, age, sexual orientation, genetic information (including family health history and genetic test results), organizational affiliation, and military or and veteran status, or any other consideration made unlawful by local, State or Federal law. City requires Consultant to be in compliance with all applicable Federal and State and local equal employment opportunity acts, laws, and regulations and Consultant is responsible for ensuring that effective policies and procedures concerning the prevention of abusive conduct, discrimination, harassment, and retaliation exist in Consultant’s business organization. The City’s current Equal Employment Opportunity and Non-Discrimination policies to which this Section applies may be viewed at http://www.codepublishing.com/CA/SantaCruz/?SantaCruz09/SantaCruz0983.html and http://www.codepublishing.com/CA/SantaCruz/?SantaCruz09/SantaCruz0983.html.

Copies are available upon request from the City’s Purchasing Division.

19. Attorneys’ Fees. If any action at law or in equity is brought to enforce or interpret the provisions of this contract, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief.

20. Severability. The unenforceability, invalidity or illegality of any provision(s) of this contract shall not render the other provisions unenforceable, invalid or illegal.

21. MacBride Principles and the Peace Charter. City of Santa Cruz Resolution NS-19,378 (7/24/90) encourages all companies doing business in Northern Ireland to abide by the MacBride Principles and Peace Charter.

22. Vendor Not An Agent. Vendor shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent.

23. Contract Interpretation. Vendor acknowledges that it has reviewed this contract and that the normal rule of construction to the effect that any ambiguities are to be resolved against the drafting party shall not be employed in the interpretation of this contract.

23.38 6

EXHIBIT B
VENDOR’S BID PROPOSAL

23.39 



 




 




 ! 


 "#$$
$%
&' ()*+,-./01)234567689:;;<=>?(-@,A1BCD@EFD/- "#$$ $%
&G ()*+,-./01)267567688:8HI=>?(-@,A1BCD@EFD/- JK!L 

! MNOPQ
RSTU V



W




W


X
WY %
$W
$%



W
%


X
W

$
X



$

$

$


 
Z
 %[\
]


V$
^_%$#%

%
Z%`

$$
 a$$%
$



b%$

a
X

a%


W





c$
%




 



Xa$
a$$$%
$



b%d%
[$
W
$
%


$a
$a%


W
[




 a$ a$$
W
[W
 
Z
 %[
b

a$]$
$
X]






$
a$ ]$ a$$$%
$



b%







$
V$
$



W$
%

%
$
 e


$
fNRghRiijkPRg lminSnoPRgU V



W




p
W
W

W


$




$





a

 %
$
$












W
[







q


W
%

$

%]

q

%

$

$
$%$

$



%

Z%ar

%


%





q
$



 



 


 s
t]X u
 X
$vw


 Ws #$$ xV
cGyz{y Z^p |}z'Gyr{z{y 

 ~'v€}rG‚'y ƒa XXX


Z%a


„ s
]GyG{G'{Y{v#

 †
 † 23.40

 
 









   
 










 


  

 
  



  


  

 


   



 

 

 

 
 



  






 


  


 

 

 
  




 

 




 






 







 
 

  

 


 
 

 




 






 

 
 
 
  
 
 
  


 


 
 
 

 

   
 


 
 

  
 



  



 



 


 
  

 
 
 





  


 


 
 



   

 



 

  

 







 








 



 

 
 
 
 

  


  

 

 

 !


  
  
 

   


  
 

 " 


#$ %&'()*+,-. /
 

   0 1 




 



 23

  3
 

  #$4$ 56 -&,7*8'*,9: ;<. =*>>.8?@ -&'(+,6 +--.(; ;<. %*;6?@ A;+,>+8> B.8'@ +,> %&,>*;*&,@$C " 


#$D$ 56 -&,7*8'*,9: ;<. =*>>.8?@ -&'(+,6 +--.(; ;<. %*;6?@ E,@F8+,-. G.HF*8.'.,;@$C " 


I$ J.,.8+) E,7&8'+;*&,
I$4$ K.+8 5F@*,.@@ L@;+=)*@<.>C MNOP I$D$ QF'=.8 &7 L'()&6..@C RPI$#$ S,,F+) A+).@C T 
 I$I$ U.>.8+) B+V EWC NPXNYYMNO I$Z$ G.7.8.,-.@C [   

  
   
 @*'*)+8 *;.'@ 
 

 

$ \
 


 












  
  
 



] ^ _
` a ^

 bXcNd OYecPfO !

g
 \ 

 ^ `

` [ 

 bPfcd YPcOcYM 

g


] T `

` h _



 bNcNd NffMRNO 

3 
g

 I$i$ W.)*j.86 1  

  
  


k l


 eMX ] `

MXf I$m$ L'.89.,-6 %&,;+-; E,7&8'+;*&,C \ 

  


 




  ]
 

 ]
 

   \

 n \

 XYoO 

 
1



 beccd fOPOOPe
\ / \ / \ / \ / \ / \ / \ / \ / \ / 23.41
 





 






! "#
$


%"




 !&!
'(

) 
!
& %*

$
)
((

+'(%*)&!
&
 
,
-(.(%&&&&  /, %

012

211&!!

& '3/4

-




&&  567689:;<==:>?@AB;C<@;AC:;A?D>:DE6FGHA>I9==:>?@AB;C<@;JAC;9AB:AG;KDIACLM=9:;<==:>?@AB;C<@;AC:?D=AI6FB@=>ED?>:9BD::B<NDM <EECD::<BEJKABDB>N?DC6O
 )',


)33
1 *))
$(!
P
)"*

 )
0"!
!&Q  56R6SBT9CABNDB;<=UAB:DCT<;9AB<BEV>:;<9B<?=D89T9BW '0$1% 0,X)

Y

 *1
*
3

)*

),)
Y*

(')
, )
Y,)
3 
Z
 ,)
))
3
/*

[
2 


0
2
,)
))
3

Z


)4 1


,)
) ,
 Y\*)(* 
13

 


*
3

)*
)
Z
,)
))1
)

*1,)**)
 ),3$Y
1)
Y)( '03
$101

P
( )]"0
4 "
103)Y,

"0
)
)Y)Y,

3( 56^_6`J;9AB<=ab9WWH?<@LcUAB;C<@;9BWO P
4$,Y,)
))4#


3)


)1)Y 
*
3


)
1$,),))1,Y ( d,Y,)
))4, Ye, 3
)
*Y
) 

)1))#3
)14

4 1)
( P
) 
*
3


)3$

4

4),))1,0
('$3$

3


)
3)
 

)( [$,Y,)
))#
)3)
3)


),Y

)f d)g6U9;HAGV<B;<UC>hi>:9BD::j<kUDC;9G9@<;D 0 43

,
0$1%
0,XY,)
))#11l (0
) 
0$1%
0,XQ (0
13)$)4

0$1%
0,X13 $)

,$Q
(0
,))3
$*) *4
0$1%
0,X13 $)

,$( m 

13


)

e,3
)

*
, *)
&
n !( g6^6UAB;C<@;ACo:V<=D<BEpAC:DCT9@D@AB;C<@;q`J;9AB<=r "$1 $))
n)*
0
4e, ,

#,
1
$
),

13))
("
$ 3)
 0$s)3)


)

*)
) 3
 
Y
Y)
)10$4 )e,1$ 0
( t '00"
uP
(u'3)u
u0

)u
( 1 g6v6wAD:HA>C@ANJ<BHK<TD<U9;HAGV<B;<UC>hi>:9BD::j<kUDC;9G9@<;DxO ]y68`Uz8b{S|S{S}USUS{jF|FUzjF`} /,) )))
/$24
 ,)
)))3,)),Y3)1
4Y )
 *~
 
 ~ 1
  ,

*,
1
$3*))1
 )
),)
e,3

3)
)*)
1))
)*)( 8A@<=i>:9BD::D: 'e,1$1~Y,) ))1

Y,)
))3,)314

l
)) m )) m
)) m
)) m )) m

23.42 







   


 

!"




 

  #$
%$ $ 

 


&'()






 







*+,-

 . /0123454 617899:;:<=8>?@2 A1225 B7'CD0(37'((E6'4'6'7A'F1D0(37'((G0(HG''HHI'1D J'6'/036'G'7H(4 612 A12D0(37'((17C1H2'1(HKL@ 4HI'D0(37'((M B7'6(G0(H23J'37HI'N<O=;P 4Q17H1R60ST . /0123454 6HI'2 A1225 B7'CD0(37'((E6'4'6'7A'F23(H122 4HI'D0(37'((M B7'6(17CHI'36A 07H5 46'(3C'7A'T UB7'61G'FR 07H5  7'T V-



%

+W$" 
 "X

Y
Z
 [\
7' 4HI'1D J' "
 
 




%



% 
 



 X







[X

 



 
  
 
 

] 




   

$![




%
  

%
  

 

 

%

^R 7436G'C
_`a`bc`deb`,fb`gcb``a`dh i7E6'J3 0(C3(1(H'6(FG175 6j173S1H3 7(I1J'6'(E 7C'C'7HI0(31(H3A1225H HI'R3H5M(6'/0'(H(4 6(0EE23'(17C('6J3A'(7''C'CH E6 H'AHHI' I'12HIF(14'H5F17CE6 E'6H5 4HI'Q17H1R60SE0D23AT.I'374 6G1H3 7 7HI3(23(H122 B(0(H /03Ak252 A1H'C'(E'61H'257''C'C6'( 06A'(Tl'A10(' G175D0(37'(('(j3J'0(HI'3673jIHH3G'EI 7'70GD'6(FB'16'1D2'H  DH137A60A312(0EE23'(17C('6J3A'(14H'67 6G12D0(37'((I 06(T i45 016'37H'6'(H'C37D'37j1E16H 4HI3(23(HFE2'1('H1k'14'BG370H'(H 4322 0HHI'4 6GD'2 BF6'J3'BHI'A1H'j 63'(F17CAI'Ak175HI1H1EE25T m'06j'5 0H E6 J3C'HI'G171j'6M( 6 B7'6M(I G'1CC6'((17CEI 7'70GD'6Tn1J37j374 6G1H3 7 7I BH A 7H1AH1436G14H'6I 06(j6'1H25 3GE6 J'( 06'G'6j'7A56'(E 7('T.I3(374 6G1H3 73(k'EHA 743C'7H31217C0('C 72537HI''J'7H 4('63 0(234'oHI6'1H'737j'G'6j'7A3'(T _W %pp$
$



 q'7'612r171j'6stI323El'2C'7uvwxKy7(B 6HIzJ'70'FQ1A61G'7H FRz{KvxvuEI323ETD'2C'7|HAI'GTA Gu}~Lxx€{ox~xT _!- 
%

% $
% 
%

 

 
 

Z 
h
 % 


 







$ 
$X

 ‚




 ^R 7436G'C
_)`%b
+
 t2'1('C B72 1CHI'D'2 BC A0G'7H(FA GE2'H'F17C0E2 1CT ƒ„ †‡ˆ†=‰PŠ‹†Œ<O‡‰†Š:Œ;Ž9 ƒ ‘G'6j'7A5’“'( 06A'’”3(HTEC4 • 



 t2'1('(0DG3HHI'4 22 B37jB3HI5 06D3C •–]g 


 d—˜



 

yE2 1CQ™wLA'6H343A1H3 7I'6'T ƒ .RRzF’i7AT’}zQioy”’”3(H37j’xLxTEC4 t1(( ™132 t1(( ™132 t1(( ™132 t1(( ™132
t1(( ™132
t1(( ™132
t1(( ™132 t1(( ™132 t1(( ™132
t1(( ™132 23.43
 
 






!"!# 
" !$

%&&' ()*
 
 


+,
+
*


-../,0 1 234 
 4


40)
5


!
6 ' ()*
 
 



7 /, 1
7 4(
48 9./434 
 4


434434:/
+/,42* )
-4*
42 
*,

;4<
+04=>3>30)
?6!@!#%6%& ?A6!@!#%6%&B6!@!#%CD!E!FFFFFE%& !##!"!G $
$#E!#' 
AH"I
$C!EJ!!

K
.
+L
*M9/
**M
9 AHA"I
$C!EJ!
$
EE!
E
EN!& $
&
E
&C!#& <
*,,*.O 
O;/P
*,
+L
*M9./
/-/
P,




;
.*
.

.M,.)*.
*,/..*+
*
0 Q2*

, 
RSTUVWXYV
<
+P,-*Z>[\,
/
]^;


2,_;2`[=a=
/),+0
K
.. b
 K
.. b
 K
.. b
 K
.. b

cdefghfijfklmdnhdoe pqrehdhs toqmlfouv wrequrlhvxedhouwfrkqmfymdlfznfm{mshoe| }~€‚ƒ„ †
‡„ˆ‰Š‹ Œ†Š„‹ŽŽŠ‰†‘’“ ”••‡„ˆ–— ‰—‚‰†‚ ˜‰Š—‹– ™ š‰†› œ–›Š† žžŸ‘••
ohr¡

23.44 ORDINANCE NO. 2023-15

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ AMENDING TITLE 18 OF THE SANTA CRUZ MUNICIPAL CODE, ADOPTING CALIFORNIA CODE OF REGULATIONS TITLE 24 APPENDIX M OF THE CALIFORNIA BUILDING

STANDARDS CODE
BE IT ORDAINED by the City of Santa Cruz as follows:

WHEREAS, the City of Santa Cruz (“City”) adopted and incorporate by reference the 2022 edition of the California Building Standards Code, California Code of Regulations Title 24, Part 5, 2022 California Plumbing Code and Appendices A, B, D, H, I, and J through approving Ordinance No. 2022-13, which adopted various sections of the California Building Standards Code, in the fall of 2022; and
WHEREAS, Santa Cruz currently uses California Plumbing Code Appendix A in reviewing building plans for the sizing of plumbing systems and related fixtures, including sizing of meters for proposed or significantly revised buildings; and WHEREAS, the City Council supports the efficient use of water resources as an integral element of the City’s water supply reliability strategy and finds that Appendix M, the Peak Water Demand Calculator of the 2022 California Plumbing Code, which was not adopted by the City in Ordinance No. 2022-13, provides builders with an optional approach to sizing building plumbing system piping using an approach based on updated water use data for hot and cold water plumbing systems and facilities; and
WHEREAS, Using the Peak Water Demand Calculator results in smaller diameter piping system materials being required in most buildings, which results in lower materials cost during construction as well as improved building water quality and lower energy costs associated with more efficient hot water distribution.

NOW, THEREFORE, BE IT ORDAINED by the City Council of the City of Santa Cruz as follows:
(NOTE: Those sections of Title 18 not included in this exhibit remain in force unchanged.) Section 1. Chapter 18.12 “Plumbing Code” of the City of Santa Cruz Municipal Code is hereby amended at Section 18.12.030 to read as follows:

18.12.030 ADOPTION OF THE PLUMBING CODE.

The Plumbing Code of the City of Santa Cruz (CCR 24, Part 5, the 2022 California Plumbing Code) is hereby amended to adopt Appendix M, The Peak Water Demand Calculator, which provides an optional, alternate approach for use by builders in determining the sizing of plumbing systems and facilities.

24.1 ORDINANCE NO. 2023-15
2 One copy of the above documents is and shall be maintained on file in the office of the building official for use and examination by the public.

This ordinance shall be in force and take effect thirty (30) days after its final adoption but not prior to February 9, 2024.

PASSED FOR PUBLICATION this 12th day of December 2023, by the following vote:

AYES: Councilmembers Newsome, Brown, Watkins, Brunner, Kalantari-Johnson; Vice Mayor Golder; Mayor Keeley.

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: ________________________________
Bonnie Bush, City Clerk Administrator
PASSED FOR FINAL ADOPTION this 9th day of January 2024 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: ________________________________
Bonnie Bush, City Clerk Administrator
This is to certify that the above and
foregoing document is the original
of Ordinance No. 2023-15 and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator

24.2 Proof of Publication
(2015 C.C.P.)
I, the undersigned, declare:

That I caused the attached legal notice/advertisement to be published in the Santa Cruz Good Times, a weekly newspaper published and circulated in the County of Santa Cruz, and adjudged a newspaper of general circulation by the Superior Court of California in and for the County of Santa Cruz, under Proceeding No. 68833; and that the legal notice/advertisement was published in the above-named newspaper on the following date(s), to wit:

January 3, 2024
I declare under penalty of perjury that the foregoing is true and correct to the best of my knowledge.

This 3rd day of January, 2024, Santa Cruz, California
____________________________
Julia Wood
Deputy City Clerk Administrator

24.3 DECLARATION OF POSTING

STATE OF CALIFORNIA )
) SS.

COUNTY OF SANTA CRUZ )
On the 20th day of December, 2023, I posted conspicuously in three public places within the City of Santa Cruz, Ordinance No. 2023-15, to wit:

1. City Hall: 809 Center Street: Bulletin Board outside Room 9/10

2. City Hall: Bulletin Board outside Council Chambers

3. The City of Santa Cruz website
The document, posted in its entirety, consists of pages 1—2.

I declare under penalty of perjury that the foregoing is true and correct. Executed this 20th day of December, 2023, in Santa Cruz, California.
_______________________________
Julia Wood
Deputy City Clerk Administrator

24.4 City Council

AGENDA REPORT
DATE: 12/21/2023
AGENDA OF: 01/09/2024
DEPARTMENT: Human Resources
SUBJECT: CalPERS Contract Amendment (HR)
RECOMMENDATION: Motion to:
1) Adopt a Resolution of Intention to approve an amendment to its contract with the California Public Employees’ Retirement System (CalPERS) to provide for a new local ocean beach lifeguard member category with Section 7522.25(d) (2.7% @ 57 Full formula), and Section 21574 (Fourth Level of 1959 Survivor Benefits) with 0% prior service; and 2) Introduce for publication an ordinance implementing the CalPERS contract amendment.

BACKGROUND: The most recent Memoranda of Understanding (MOU) with Supervisory Employees Operating Engineers, Local #3 (OE3), approved August 19, 2022, and Santa Cruz Firefighters, I.A.F.F Local 1716 (Fire), approved September 17, 2022, include a modification to move the Marine Safety Officer (MSO) from Supervisors OE3 representation to Fire representation as the MSO classification is supervised by the Fire Department and the job duties are more closely aligned with the mission and functions of the fire service.

The MSO, who reports directly to the Santa Cruz Fire Marine Captain, provides continuity for the Marine Safety Division. Their responsibilities include responding to all emergencies in and along the Santa Cruz City coastline, training Santa Cruz Fire marine rescue personnel, recruiting and training lifeguards, ocean safety education, and general oversight of the Marine Safety Division.

Part of the movement of the MSO classification to fire includes amending the contract with CalPERS to provide the 2.7% @ 57 safety retirement benefit formula for MSO classification.

This amendment is contractually obligated with these bargaining units to take effect as soon as the City’s contract with CalPERS can be amended.

DISCUSSION: Monthly retirement allowances are determined by the employees’ age at retirement, the retirement plan formula, years of service, and final compensation. This new formula will provide 2.7% of final compensation (three (3) year average) for each year of credited service upon retirement at/after age 57.

The CalPERS contract amendment process requires the City to adopt the attached resolution of intention, as well as an ordinance that amends the CalPERS contract. The California

25.1 Government Code requires a twenty-day (20) waiting period between adoption of the resolution of intention and the final adoption (second reading) of the ordinance. Therefore, it is proposed that the final adoption (second reading) of the ordinance be on February 13, 2024. The proposed ordinance will take effect on March 14, 2024 (thirty (30) days following adoption) and the amendment to the CalPERS contract will take effect on March 30, 2024.

FISCAL IMPACT: CalPERS has performed an actuarial study and requires the City to disclose the following information as a result of this contract amendment.

The annual increase to the General Fund will be approximately $3,576. This cost will increase/decrease in future years depending on CalPERS investment performance and on changes to the demography of the workforce.

Prepared By:

Debbie Levy
HR Analyst II
Submitted By:

Sara DeLeon
Human Resources Director
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION OF INTENTION.DOC

2. CONTRACT.PDF

3. ORDINANCE.DOC

25.2 RESOLUTION NO. NS –

RESOLUTION OF INTENTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ

TO APPROVE AN AMENDMENT TO CONTRACT BETWEEN THE BOARD OF ADMINISTRATION CALIFORNIA PUBLIC EMPLOYEES’ RETIREMENT SYSTEM WHEREAS, the Public Employees’ Retirement Law permits the participation of public agencies and their employees in the Public Employees’ Retirement System by the execution of a contract, and sets forth the procedure by which said public agencies may elect to subject themselves and their employees to amendments to said Law; and WHEREAS, one of the steps in the procedures to amend this contract is the adoption by the governing body of the public agency of a resolution giving notices of its intention to approve an amendment to said contract, which resolution shall contain a summary of the change proposed in said contract; and
WHEREAS, the following is a statement of the proposed change:

To provide for a new local ocean beach lifeguard member category with Section 7522.25(d) (2.7% @ 57 Full Formula) and Section 21574 (Fourth Level of 1959 Survivor Benefits) with 0% prior service is applicable to local safety members after the effective date of this amendment to contract.

NOW THEREFORE BE IT RESOLVED that the City Council of the City of Santa Cruz does hereby give notice of intention to approve an amendment to the contract between said public agency and the Board of Administration of the Public Employees’ Retirement System, a copy of said amendment being attached hereto, as an “Exhibit A” and by this reference made a part hereof.

PASSED AND ADOPTED this 9th day of January 2024, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: __________________________
Fred Keeley, Mayor
ATTEST: ____________________________
Bonnie Bush, City Clerk Administrator

25.3 EXHIBIT
California
Public Employees’ Retirement System

AMENDMENT TO CONTRACT

Between the
Board of Administration
California Public Employees’ Retirement System
and the
City Council
City of Santa Cruz

The Board of Administration, California Public Employees' Retirement System, hereinafter referred to as Board, and the governing body of the above public agency, hereinafter referred to as Public Agency, having entered into a contract effective September 1, 1948, and witnessed September 1, 1948, and as amended effective February 1, 1952, January 1, 1958, July 26, 1962, October 1, 1962, October 16, 1965, October 26, 1968, September 13, 1969, July 28, 1973, July 27, 1974, July 26, 1979, April 25, 1981, December 19, 1981, April 10, 1987, July 4, 1992, April 9, 1993, July 30, 1994, April 14, 1995, October 25, 1996, August 23, 1997, April 29, 2000, January 20, 2001, May 12, 2001, March 16, 2002, September 27, 2003, July 2, 2005, December 16, 2006, July 12, 2008, October 23, 2009, September 3, 2011, May 12, 2012, and January 16, 2016, which provides for participation of Public Agency in said System, Board and Public Agency hereby agree as follows:

A. Paragraphs 1 through 17 are hereby stricken from said contract as executed effective January 16, 2016, and hereby replaced by the following paragraphs numbered 1 through 18 inclusive:

25.4 1. All words and terms used herein which are defined in the Public Employees' Retirement Law shall have the meaning as defined therein unless otherwise specifically provided. "Normal retirement age” shall mean age 55 for classic local miscellaneous members entering membership in the miscellaneous classification on or prior to May 12, 2012, age 60 for classic local miscellaneous members entering membership for the first time in the miscellaneous classification after May 12, 2012, age 50 for classic local fire members and classic local police members entering membership in the fire and police classifications on or prior to September 3, 2011, age 55 for classic local fire members and classic local police members entering membership for the first time in the fire and police classifications after September 3, 2011, age 57 for local ocean beach lifeguard members, new local fire members, and new local police members.

2. Public Agency shall participate in the Public Employees' Retirement System from and after September 1, 1948, making its employees as hereinafter provided, members of said System subject to all provisions of the Public Employees' Retirement Law except such as apply only on election of a contracting agency and are not provided for herein and to all amendments to said Law hereafter enacted except those, which by express provisions thereof, apply only on the election of a contracting agency.

3. Public Agency agrees to indemnify, defend and hold harmless the California Public Employees’ Retirement System (CalPERS) and its trustees, agents and employees, the CalPERS Board of Administration, and the California Public Employees’ Retirement Fund from any claims, demands, actions, losses, liabilities, damages, judgments, expenses and costs, including but not limited to interest, penalties and attorney fees that may arise as a result of any of the following:
(a) Public Agency’s election to provide retirement benefits, provisions or formulas under this Contract that are different than the retirement benefits, provisions or formulas provided under the Public Agency’s prior non-CalPERS retirement program.
(b) Any dispute, disagreement, claim, or proceeding (including without limitation arbitration, administrative hearing, or litigation) between Public Agency and its employees (or their
representatives) which relates to Public Agency’s election to amend this Contract to provide retirement benefits, provisions or formulas that are different than such employees’ existing retirement benefits, provisions or formulas.

25.5 (c) Public Agency’s agreement with a third party other than CalPERS to provide retirement benefits, provisions, or formulas that are different than the retirement benefits, provisions or formulas provided under this Contract and provided for under the California Public Employees’ Retirement Law.

4. Employees of Public Agency in the following classes shall become members of said Retirement System except such in each such class as are excluded by law or this agreement:
a. Local Fire Fighters (herein referred to as local safety members); b. Local Police Officers (herein referred to as local safety members); c. Local Ocean Beach Lifeguards (included as local safety members); d. Employees other than local safety members (herein referred to as local miscellaneous members).

5. In addition to the classes of employees excluded from membership by said Retirement Law, the following classes of employees shall not become members of said Retirement System:
a. ALL APPOINTIVE MEMBERS OF THE BOARDS AND
COMMISSIONS; AND
b. PERSONS COMPENSATED ON AN HOURLY BASIS EMPLOYED
JUNE 26, 1962, OR THEREAFTER AS COUNTY BRANCH

LIBRARY AIDES, LIBRARY PAGES, SCHOOL CROSSING
GUARDS OR RECREATION DEPARTMENT EMPLOYEES.

6. The percentage of final compensation to be provided for each year of credited prior and current service as a classic local miscellaneous members entering membership in the miscellaneous classification on or prior to May 12, 2012, shall be determined in accordance with Section 21354 of said Retirement Law, subject to the reduction provided therein for service prior to June 30, 1974, termination of Social Security, for members whose service has been included in Federal Social Security (2% at age 55 Full and Modified).

7. The percentage of final compensation to be provided for each year of credited current service as a classic local miscellaneous member entering membership for the first time in the miscellaneous classification after May 12, 2012, shall be determined in accordance with Section 21353 of said Retirement Law (2% at age 60 Full).

25.6 8. The percentage of final compensation to be provided for each year of credited prior and current service as a new local miscellaneous member shall be determined in accordance with Section 7522.20 of said Retirement Law (2% at age 62 Full).

9. The percentage of final compensation to be provided for each year of credited prior and current service as a classic local fire member and classic local police member entering membership in the fire and police classifications on or prior to September 3, 2011, shall be determined in accordance with Section 21362.2 of said Retirement Law (3% at age 50 Full).

10. The percentage of final compensation to be provided for each year of credited current service as a classic local fire member and classic local police member entering membership for the first time in the fire and police classifications after September 3, 2011, shall be determined in accordance with Section 21363.1 of said Retirement Law (3% at age 55 Full).

11. The percentage of final compensation to be provided for each year of credited prior and current service as a new local fire member and new local police member shall be determined in accordance with Section 7522.25(d) of said Retirement Law (2.7% at age 57 Full).

12. The percentage of final compensation to be provided for local ocean beach lifeguard members for each year of credited prior service is 0% and the percentage of final compensation to be provided for each year of credited current service is 100% and determined in accordance with Section 7522.25(d) of said Retirement Law (2.7% at age 57 Full).

13. Public Agency elected and elects to be subject to the following optional provisions:
a. Section 21573 (Third Level of 1959 Survivor Benefits) for local miscellaneous members, local fire members, and local police members only.
b. Sections 21624 and 21626 (Post-Retirement Survivor Allowance) for local miscellaneous members, local fire members, and local police members only.
c. Section 21222.1 (One-Time 5% Increase - 1970). Legislation repealed said Section effective January 1, 1980.

25.7 d. Section 20042 (One-Year Final Compensation) for those classic local fire members and classic local police members entering membership on or prior to September 3, 2011, and those classic local miscellaneous members entering membership on or prior to May 12, 2012.
e. Section 20903 (Two Years Additional Service Credit) for local miscellaneous members only.
f. Section 20434 ("Local Fire Fighter" shall include any officer or employee of a fire department employed to perform firefighting, fire prevention, fire training, hazardous materials, emergency medical services, or fire or arson investigation services as described in Government Code Section 20434).
g. Section 21583 (Additional Opportunity to Elect 1959 Survivor Benefits) for local miscellaneous members, local fire members, and local police members only.
h. Section 21024 (Military Service Credit as Public Service) for local miscellaneous members, local fire members, and local police members only.
i. Section 20965 (Credit for Unused Sick Leave) for local miscellaneous members, local fire members, and local police members only.
j. Section 21023.5 (Public Service Credit for Peace Corps, AmeriCorps VISTA, or AmeriCorps Service) for local miscellaneous members, local fire members, and local police members only.
k. Section 20516 (Employees Sharing Cost of Additional Benefits):

Section 21354 (2% @ 55 Full and Modified formula) for classic local miscellaneous members. From and after July 2, 2005, and until July 12, 2008, the miscellaneous employees of Public Agency shall be assessed an additional 4.163% of their compensation for a total contribution rate of 11.163% pursuant to Government Code Section 20516.
l. Section 21548 (Pre-Retirement Option 2W Death Benefit) for local miscellaneous members only.
m. Section 21118 (Partial Service Retirement) for local miscellaneous members, local fire members, and local police members only.

25.8 n. Section 20475 (Different Level of Benefits): Section 21363.1 (3% @ 55 Full formula) and Section 20037 (Three-Year Final
Compensation) are applicable to classic local fire members and classic local police members entering membership for the first time with this agency in the fire and police classifications after September 3, 2011.

Section 21353 (2% @ 60 Full formula) and Section 20037 (ThreeYear Final Compensation) are applicable to classic local miscellaneous members entering membership for the first time with this agency in the miscellaneous classification after May 12, 2012.

14. Public Agency, in accordance with Government Code Section 20790, ceased to be an "employer" for purposes of Section 20834 effective on July 27, 1974. Accumulated contributions of Public Agency shall be fixed and determined as provided in Government Code Section 20834, and accumulated contributions thereafter shall be held by the Board as provided in Government Code Section 20834.

15. Public Agency shall contribute to said Retirement System the contributions determined by actuarial valuations of prior and future service liability with respect to local miscellaneous members and local safety members of said Retirement System.

16. Public Agency shall also contribute to said Retirement System as follows:
a. Contributions required per covered member on account of the 1959 Survivor Benefits provided under Section 21574 of said Retirement Law. (Subject to annual change.) In addition, all assets and liabilities of Public Agency and its employees shall be pooled in a single account, based on term insurance rates, for survivors of all local ocean beach lifeguard members.
b. A reasonable amount, as fixed by the Board, payable in one installment within 60 days of date of contract to cover the costs of administering said System as it affects the employees of Public Agency, not including the costs of special valuations or of the periodic investigation and valuations required by law.
c. A reasonable amount, as fixed by the Board, payable in one installment as the occasions arise, to cover the costs of special valuations on account of employees of Public Agency, and costs of the periodic investigation and valuations required by law.

25.9 17. Contributions required of Public Agency and its employees shall be subject to adjustment by Board on account of amendments to the Public Employees' Retirement Law, and on account of the experience under the Retirement System as determined by the periodic investigation and valuation required by said Retirement Law.

18. Contributions required of Public Agency and its employees shall be paid by Public Agency to the Retirement System within fifteen days after the end of the period to which said contributions refer or as may be prescribed by Board regulation. If more or less than the correct amount of contributions is paid for any period, proper adjustment shall be made in connection with subsequent remittances. Adjustments on account of errors in contributions required of any employee may be made by direct payments between the employee and the Board.

B. This amendment shall be effective on the _____ day of _______________, ______.

BOARD OF ADMINISTRATION CITY COUNCIL
PUBLIC EMPLOYEES’ RETIREMENT SYSTEM CITY OF SANTA CRUZ
BY____________________________________ BY______________________________

MELODY BENAVIDES, CHIEF PRESIDING OFFICER

PENSION CONTRACTS AND PREFUNDING

PROGRAMS DIVISION
PUBLIC EMPLOYEES’ RETIREMENT SYSTEM
________________________________
Witness Date
Attest:
________________________________
Clerk
AMENDMENT CalPERS ID #3582898457
PERS-CON-702A

25.10 ORDINANCE NO. –

AN ORDINANCE OF THE CITY OF SANTA CRUZ APPROVING AN AMENDMENT TO

THE CONTRACT BETWEEN THE BOARD OF ADMINISTRATION AND CALIFORNIA PUBLIC EMPLOYEES’ RETIREMENT SYSTEM TO PROVIDE A NEW LOCAL OCEAN BEACH LIFEGUARD MEMBER CATEGORY 2.7% @ 57 FULL FORMULA AND FOURTH LEVEL OF 1959 SURVIVOR BENEFITS WITH 0% PRIOR SERVICE
BE IT ORDAINED by the City Council of the City of Santa Cruz as follows:

SECTION 1. That an amendment to the contract between the City Council of the City of Santa Cruz and the Board of Administration, California Public Employees’ Retirement System, is hereby authorized, a copy of said amendment being attached hereto, marked Exhibit, and by such reference made a part hereof as though herein set out in full.

SECTION 2. The Mayor of the City of Santa Cruz is hereby authorized, empowered, and directed to execute said amendment for and on behalf of said Agency.

SECTION 3. The ordinance shall take effect and be in force thirty (30) days after final adoption.

Government Code requires a twenty-day (20) waiting period between adoption of the resolution of intention and the final adoption (second reading) of the ordinance.

PASSED FOR PUBLICATION this 9th day of January, 2024 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: __________________________
Fred Keeley, Mayor
ATTEST: ____________________________
Bonnie Bush, City Clerk Administrator

25.11 PASSED FOR FINAL ADOPTION this X day of X, 2024 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: __________________________
Fred Keeley, Mayor
ATTEST: ____________________________
Bonnie Bush, City Clerk Administrator
This is to certify that the above
And foregoing document is the
original of Ordinance No. 2024-XX
and that it has been published or
posted in accordance with the
Charter of the City of Santa Cruz
_______________________________
Bonnie Bush, City Clerk Administrator

25.12 City Council

AGENDA REPORT
DATE: 12/04/2023
AGENDA OF: 01/09/2024
DEPARTMENT: City Manager
SUBJECT: Collective of Results Evidence-Based (CORE) Update (CM) RECOMMENDATION: Motion to:
1) Accept Santa Cruz County’s Human Services Department (HSD) CORE Annual Report for Fiscal Year (FY) 2022-23 and report back on community engagement; 2) Provide direction on HSD recommendations for prioritization for the next CORE RFP funding cycle; and
3) Direct City staff to coordinate with the HSD to return on or before April 30, 2024 with recommendations for the draft of the next cycle of the CORE Investments request for proposals (RFP).

BACKGROUND: In 2015, the Santa Cruz County Board of Supervisors (Board of Supervisors or Board) approved a phased-in approach to transition from the historical Community Programs funding model to a results-based collective impact model. After extensive research and collaboration with various stakeholders from multiple sectors, the County’s Human Services Department (HSD) Community Programs funding process was renamed Collective of Results and Evidence-Based (CORE) Investments.

CORE Investments is both a funding model and a movement designed to improve the health and well-being of county residents. The development of the CORE program Request for Proposal (RFP) was community-informed, Board and Santa Cruz City Council (Council) approved, and staff-implemented. This process included multiple community stakeholder meetings to ensure inclusivity, transparency, and gathering input on refining the RFP to address evolving community needs. Regular updates were provided to the Board and Council, ensuring that elected bodies are informed and actively involved in the evolution of the CORE model, RFP format, final RFP, proposed recipients, and awarded recipients.

On June 7, 2022, HSD and City staff presented a comprehensive list of programs recommended for CORE funding, the process followed to implement the RFP, the opportunity to appeal, and the analysis of the recommended awards. The Board and Council voted to approve the recommended awards for the CORE Investments funding. The Board removed one (1) recommended grantee, the Harm Reduction Coalition (HRC) of Santa Cruz County. The Council

26.1 directed staff to collaborate with HSD in exploring transition plans for organizations not recommended for funding and to report back at the next Council meeting.

At Council’s June 28, 2022 meeting, the motion was carried to approve FY 2023 CORE List of Recommended Awards and execute agreements for all final awards before September 20, 2022.

The motion also approved three (3) months of transitional funding, also known as Bridge Funding, for all FY 2022 CORE programs that applied and were not recommended for FY 2023.

City staff was directed to return in August to provide recommendations for Bridge Funding.

On August 23, 2022, the motion was carried to appropriate budget and approve the recipients for CORE Bridge Funding contracts. The one-time funding allowed the agencies, regardless of funding level, to transition and adjust their budgets and programs.

Follow-on work by County and City staff included developing a CORE lessons learned evaluation methodology. This project covered various aspects of the RFP framework, including application, evaluation, decision-making process, contracting, communications and technical assistance. Stakeholder input, encompassing applicants (both funded and unfunded), grant writers, the CORE Steering Committee, elected officials, staff, and RFP panelists contributed to a final report in spring 2023.

On April 25, 2023, the Board and Council approved a recommended CORE timeline for the next RFP process. This timeline included continued engagement with CBOs and stakeholders in creating the next CORE RFP through Community Engagement & Public Hearings and Listening Sessions scheduled for early summer 2023. The outlined CORE RFP timeline was based on insights gathered from the 2022 CORE Lessons Learned report.

DISCUSSION: As directed by the Board and Council, HSD was to provide a comprehensive update on December 12, 20323, covering the FY 2022-23 Annual Report. This update encapsulates performance tracking mechanisms, a summary of community impact, operationalization of equity work, and insights into the ongoing 2023 CORE RFP Community Engagement and Listening Sessions.

CORE Investments Annual Report FY 2022-23
As the CORE contracts for FY 2022-23 conclude its initial year of funding cycle, significant contributions were made by the 57 programs serving the diverse population. These programs span various services, including food programs, housing initiatives, mental health support, immigration assistance, and educational services. At the end of FY 2022-23, each of the 57 programs was required to submit data through a new online portal deployed by the HSD to the data collection process. These reports have been analyzed using the Results-Based Accountability reporting framework.

Highlights include various programs making strides in operationalizing equity through hiring bilingual staff, providing training and workgroups on equity, and sharing best practices. A total of 106,935 community members received CORE-funded services, and 94% of surveyed COREfunded participants reported they were either “very satisfied” or “satisfied” with program services. The attached CORE FY 2022-23 Annual Report summarizes the contractual work of all CORE-funded programs, including program data and outcomes measurements, implementation of program activities, challenges in executing program goals, and how equity work was

26.2 operationalized (CORE Investments Annual Report FY 2022-23). Progress reports for each of the 57 programs are provided, demonstrating CORE’s commitment to transparency and continuous improvement.
2023 CORE RFP Community Engagement & Listening Sessions On April 25, 2023, the Board directed the HSD to hold community engagement sessions to begin the development of the next RFP. The HSD with Optimal Solutions provided an online survey and conducted six (6) community engagement sessions, four (4) were virtual, and two (2) were in-person (Santa Cruz and Watsonville). Topic areas for discussion were based on the 2022 CORE Lessons Learned Report and feedback received from elected officials and included data prioritization, leveraging funds, past performance measures, funding limits, funding set-asides, and whether CBO size should be considered in funding tiers.

Themes derived from the community engagement process showed several key considerations:
 A need for clarification on the term “safety net” and the purpose of CORE funding.  Agreement that funds should be distributed based on a data and equity framework disaggregated by age, geography, and race/ethnicity.
 Most believe the RFP should not prioritize program’s ability to leverage state and federal funds.
 Most believe the RFP should not score past performance of programs.  Most believe we should limit large agencies from applying for smaller grant amounts and should define a large agency by both staff and budget size.  Most believe the RFP should continue to restrict the total amount an agency can apply for CORE funding.
 There was no consensus on how to prioritize the CORE funding by a population of focus (e.g., children or older adults) or region (e.g., San Lorenzo Valley or South County).  There was no consensus on whether a percentage of the CORE Funding should be set aside for distribution after the recommended awards and not be included in the RFP process.
 Any prioritization within the RFP should include evidence-based data, full transparency, clear guidelines, and parameters of the process.

In addition to the community engagement sessions, listening sessions were offered to councils and coalitions. Three (3) groups, AAA (Agency on Aging) Santa Cruz County, Pajaro Valley Leadership Group, and the Early Education community requested a listening session and provided feedback, suggestions, and their perspective on the CORE process and RFP. The feedback from these groups varied based on their past experience of the CORE process. Some examples included increasing the CORE budget to fund more programs, including community residence in the CORE process, CORE funding should be proportional to the identified needs, panelists should represent the community being served, and older adults, childcare, and South County residents should be prioritized for funding. The CORE Public Engagement report (2023 CORE RFP Community Engagement & Listening Sessions) summarizes the engagement and listening sessions.

Prioritization and Direction
As evidenced by the 2022 Lessons Learned report, Board and Council feedback, and community engagement express a desire to prioritize the limited funding to be the most impactful based on community needs. A clear request from the community is to align strategic priorities through an

26.3 equity framework and use disaggregated data to inform decision-making. In response, a methodology was developed to accomplish shared goals (CORE Prioritization Methodology).

The methodology developed anchors and aligns the CORE framework with the County/City budget and a review of existing available County data to reveal opportunities for where CORE funding could be used as a catalyst for innovative and supportive intervention. Based on the applied methodology, the recommended priorities (CORE Conditions) by HSD to consider for the next CORE RFP funding cycle:

1. Lifelong Learning & Education
 Budget: 1% of County Budget and 0% of the General Fund is allocated to this CORE Condition

2. Thriving Families
 Budget: 3% of County Budget and 0% of the General Fund is allocated to this CORE Condition

3. Stable, Affordable Housing & Shelter
 Budget: 7% of County Budget and 3% of the General Fund is allocated to this CORE Condition
Upon prioritization there are additional specific RFP considerations and decisions points discussed in the community engagement sessions, that are detailed above, will be built into the RFP brought forward in Spring 2024.

FISCAL IMPACT: None.

Prepared/Submitted By:

Laura Schmidt
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. CORE INVESTMENTS ANNUAL REPORT FY 2022-23.PDF

2. 2023 CORE RFP COMMUNITY ENGAGEMENT & LISTENING SESSIONS.PDF

3. CORE PRIORITIZATION METHODOLOGY.PDF

26.4 CORE Investments
CORE Investments Annual Report
Annual Report
Fiscal Year 2022-2023

26.5 Collective of Results and Evidence-based (CORE) Investments is both a funding model and a community movement focused on achieving equitable health and well-being in Santa Cruz County. Using a collective impact and results-based approach CORE Investments is committed to continuous improvement and centering its efforts on data-driven results. In the fiscal year (FY) 2022-2023, 41 agencies representing 57 contracted programs addressed community needs across the CORE Conditions for Health and Well-being.

Participant Data and Outcomes
A total of 106,935 participants received services by CORE-funded programs. The largest CORE program reported serving 61,397 unduplicated individuals.

Implementing county requirements using the Results-Based Accountability reporting framework allowed the coordinated collection of
program data concerning: How Many,
How Well, and Better Off measurements.

Programs provided an array of services to
vulnerable and underserved populations
including food security and nutrition,
housing, physical and mental health,
immigration assistance, and educational
services.

Notably, 94% of surveyed CORE-funded
participants reported they were either
“very satisfied” or “satisfied” with
program services. Additionally, programs
met 81% of their contracted goals that
measured if participants were better off
after receiving services.
20 programs reported staffing challenges, including staff recruitment and retention due to the high cost of living in the County. 33 programs reported challenges in collecting CORE program or participant data mostly due to disasters and age of participants (minors). 11 programs reported weather events such as the local flooding as an obstacle to providing services.

Each funding cycle improvements have been made in data collection to enhance our understanding of the collective impact being made in the community. HSD will continue to support organizations with their data collection and address barriers to reporting. This report will highlight the work of CORE funded agencies, demonstrate the impact these programs had in the community, and acknowledge the opportunities for continued improvement.

Promotion of Equity
14 programs increased staff that reflects the
population they serve including bilingual staff as
well as Black, Indigenous, and People of Color
(BIPOC) staff.
31 programs provided equity-focused work
trainings and workgroups for their staff and
addressed issues of access.
32 programs worked to share best practices
among staff through ongoing professional
development opportunities as well as offering
equity related trainings along with staff diversity,
equity, and inclusion (DEI) workgroups.

CORE InvestmentsAnnual Report
Fiscal Year 2022-2023
ExecutiveSummary

26.6 Table of Contents
Background.............................................................................1 CORE Pillars: Data, Evidence, and Equity...........................................................2 Methodology ..........................................................................3 Findings .....................................................................................3 CORE Participant Data ........................................................................................4 CORE Outcomes...................................................................................................7 Challenges In Meeting CORE Goals...................................................................8 Equity.....................................................................................................................9 Technical Assistance Needs ..............................................................................9 Next Steps ............................................................................. 10 Appendices................................................................................ 11

26.7 Background
CORE Investments is a funding model and a movement to achieve equitable health and well-being in Santa Cruz County using a collective impact, results-based approach that is responsive to community needs. In November 2021, The Santa Cruz County Board of Supervisors (BoS) along with the Santa Cruz City Council (Council) approved the release of the CORE Request for Proposals (RFP) to provide evidence-based services linked to specific community-level results. The RFP included a framework of parameters guided by multiple stakeholder engagements and input1. The RFP centered on advancing the CORE Conditions of Health and Well-Being and explicitly incorporated equity by having applicants select an equityfocused target.

A hybrid model approach was used for the distribution of CORE funding through a fourtier format in which most of the funds would support a broad base of direct services and a portion would focus on one collaborative, targeted impact investment.

Table 1: CORE Funding Tiers and Grant Amounts
Tier Grant Amounts
Targeted Impact $795,000
Large $150,001-$450,000
Medium $25,001-$150,000
Small $5,000-$25,000
This tier format meant that additional application requirements, around program need and efficacy, came with increased funding requests with the Targeted Impact tier having the most requirements. These requirements included providing increased data and evidence around the identified equity issue as the funding level increased. Additionally, those in the Targeted Impact tier were asked to address racial equity explicitly but could choose to focus on other dimensions of equity as well.

In June 2022, the BoS along with the Council approved $5.9 million in funding for CORE Investments to be distributed to 41 nonprofit and public agencies representing 57 programs2that provide a variety of services for populations that typically experience the greatest barriers to health and well-being. This annual report will review and summarize data submitted by funded programs via a results-based framework, explore challenges and outcomes, and demonstrate the commitment to actionable equity for the first year the CORE Investments 2022-2025 funding cycle.
1 An in-depth review of the RFP process can be found in: 2023 CORE Lessons Learned Report 2 There were 57 contracted programs funded by CORE, however, one contract included two programs, which is why many tables list 58 programs.

26.8 CORE Pillars: Data, Evidence, and Equity
Since 2017, CORE has used the Results-Based Accountability (RBA) framework to collect data on the funded programs, however in previous funding cycles certain data analyses were limited due to challenges with aggregating data. In the previous iteration agencies were allowed to collect RBA metrics independently which made aggregating them across programs difficult. This resulted in new data collection requirements for the current funding cycle. During FY 22-23, programs were required to collect data on a series of shared demographics and quality measurements to help demonstrate reach and impact. Programs submitted annual reports through a newly deployed online portal to the Santa Cruz County Human Services Department (HSD).

The RBA framework requires funded programs to report on:

As stated equity is central to CORE and uncovering and addressing root causes of inequities to advance the CORE Conditions of Health and Well-Being is important to both the City and County. During this funding cycle, CORE-funded programs identified an equity dynamic their program addressed and in annual reporting it was a requirement to provide an update on how their program was promoting equity.

Success Story
A parent reported on our survey that because of the access to early care and education at our center they were able to keep their job and housing.

1. How much the program has accomplished.
• Activities- How may services were provided.
• Unduplicated Participants- The number of people served and their demographics.

2. How well the program accomplished its goals.
• Quality Survey- All programs conducted a participant survey asking how satisfied people were with the services they received.

3. Is anyone better off?
• Outcomes- All programs were required to collect data on whether participants were better off from the services they received.

26.9 Methodology
In summer 2023, using a web-based data collection tool, HSD staff collected and summarized qualitative and quantitative data from all CORE annual reports, reflecting program activities from July 1, 2022-June 30, 2023.3 These data were coded, analyzed, and summarized to document program outcomes, challenges, participant success stories and areas for improvement. HSD has provided all of 58 CORE-funded programs annual progress reports in Appendix A of this report. 4 The following section highlights aggregated data from the annual progress reports using the RBA framework: how much were programs able to achieve, how well did they provide services, and is anyone better off because of their services. For a complete review of all CORE Annual Report data-results and summaries, see Appendix B.

One limitation of this report’s analysis consists of measurement factors that vary across all 58 programs. Each program created their own unique goals based on the services they provide. For example, one program may have an activity goal of delivering meals, while another is providing counseling sessions. These differences exist across the CORE program goals. HSD continues to work with programs to improve data collection and methods of evaluation to assess the impact of CORE.

Findings
This section focuses on the quantitative and qualitative data the 58 CORE-funded programs reported, examining participants, outcomes, equity efforts, and technical assistance needs. The CORE-funded programs largely met the goals they set in FY 22-23 for their participant and outcome metrics. The challenges programs experienced collecting demographic data and meeting their goals are explored in findings. 3 The Success Stories included in this report are of the many accounts of participant achievements submitted by programs in their reports. Client names in Success Stories have been changed to protect the identity of individual.
4 In FY 22-23, there were fifty-seven CORE funded programs, however, due to the complexity of activities and reporting, one of these programs submitted two separate reports for its two program components.

Success Story
A client . . . started with us over a month ago and his life turned around. He started out unengaged and isolative, but started to join weekly yoga groups, and enjoyed healthy meals with his peers.

With support of the peer navigators, he found employment, enrolled in school through disability services, and is closer to finding permanent housing.

26.10 CORE Participant Data
In FY 22-23, CORE programs served 106,935 participants5, which was 5,970 more than the total annual contracted goal across programs of 100,965 participants. CORE-funded programs set demographic goals about who they anticipated they would serve contractually. For example, across all the contracts the programs’ goal was to serve 35,297 people in Watsonville but the programs served 45,551 in FY 22-23. In this example, programs served 10,254 more Watsonville residents than expected for the year. Programs set these goals and collected demographic data on age, race/ethnicity, gender, language, and residence. The tables below show the demographic breakdown of program participants as reported by the funded programs.

CORE funded programs served individuals throughout Santa Cruz County in FY 22-23, however 43 percent of CORE participants resided in Watsonville. Several programs reported an increased need in South County due to flooding, which may have contributed to more individuals being served in the area. There was also a notably high number of participant locations reported as Unknown, which HSD staff will work with programs on improving in the coming years.

Graph 1: CORE Demographics by Geography
In FY 22-23, CORE-funded programs served the most individuals who identify as Latino, followed by the white population. The 60,819 Latino’s served was a 13,664 increase from the anticipated contracted amount estimated. This could be due to the floods in Watsonville that impacted a predominantly Latino population and/or this increase could be attributed to the required equity dimension in this funding cycle. 5 Programs reported on unduplicated participants, however there is the chance that participants may attend more than one CORE funded program. Additionally, some demographic charts do not equal 106,935 because demographics were reported in percentage of participants served, leading to rounding differences.

26.11 Graph 2: CORE Demographics by Race*
*Because participants could select multiple race or ethnicities, this chart total does not equal 106,935.

During this first year, CORE programs served individuals across the age spectrum. The funding served the most individuals aged 19-59 (51%), follow by children and youth aged 6-18 (20%), adults aged 60+ (16%), and children age 0-5 (29%).

Graph 3: CORE Demographics by Age
This funding cycle, CORE programs were asked to collect expanded gender data in an effort to be more inclusive. The data shows that the majority of CORE participants identified as female.

Success Story
A 15-year-old student (they/them/their) was struggling with suicidal ideation in the Spring. The student's transition to homeschooling made it challenging to access counseling services.

We stepped in to provide free weekly counseling sessions to the family. Today the student is now free from suicidal thoughts and is excited about their future.

26.12 Graph 4: CORE Demographics by Gender
In FY 22-23, most participants in CORE-funded programs primary language is English, however 32% served identified their primary language is Spanish.

Graph 5: CORE Demographics by Participants Primary Language Challenges in Collecting CORE-Funded Program and Participant Data This funding cycle's changes and requirements in data collection presented challenges for some programs. These challenges often occurred in the collection of participant surveys, program data, and participant demographics data. • 33 programs (57%) reported challenges in collecting program or participant data.
o Some programs reported challenges collecting data on school-aged children because of difficulty with parent consent.
o Programs reported data challenges due to the flooding events and federal disaster declarations because program resources needed to be deployed quickly to meet emerging needs.
• 15 programs (26%) reported challenges with participant survey response rates. o Several programs are working to improve their response rates through innovation by using text messaging, volunteers, and other strategies.

26.13 • Several programs shared difficulties with collecting demographic information from populations who have reservations about sharing personal and sensitive information. These groups included children, immigrants, and Spanish speakers.

HSD staff will work with programs to address these challenges during FY 23-24.

CORE Outcomes
In this funding cycle, reporting requirements were created to establish several shared measurements across programs to demonstrate the reach and impact of CORE-funded programs. The 58 CORE-funded program’s services vary widely (from delivering meals to providing mental health services) so each program set goals using an RBA framework that could be aggregated to understand the overall impact of CORE. Each program established one unduplicated Participants goal, while for Activity, How Well, and Better Off goals programs could select multiple goals. The chart below highlights under “How Well” that 95% of the participant satisfaction goals were met, and 81% of the “Better Off” goals were achieved. After reviewing the goals, CORE programs met the majority of their How Much, How Well, and Better Off goals.

Table 2: CORE Programs Met the Majority of Their RBA Goals In FY 22-23, HSD asked CORE funded programs to document surveyed program participants and their satisfaction with program services. Each individual served was asked “How satisfied are you with the services you received?” Notably, 94% of surveyed program participants reported they were either “very satisfied” or “satisfied” with program services.

RBA Framework CORE Goal Area
Number
of Goals
Goals
Met % Met
How Much
Participant Goals 57 40 70%
Activity Goals 157 117 75%
How Well Quality (Survey)
Goals 62 59 95%
Better Off Better Off Goals 145 118 81%
Total Goals 421 334 79%
Agency Success Story
We identified ways to improve the data collection process, including utilizing volunteers to collect data and installing a self-serve survey station on campus.

26.14 In addition to the aggregated data, programs also reported success stories for the people they served, which included:
• One program prevented 18 families from becoming homeless. • Another program that was able to secure a location in Watsonville, California offered counseling and group sessions in Spanish.
• One program reported improved access to nutritious meals for 284 participants.
• Another program reported that 90 percent of callers experienced improved mental health outcomes after engaging with their program’s staff and volunteers.

Challenges In Meeting CORE Goals
In FY 22-23 annual reporting, not all programs were able to meet their goals. The challenges that affected program goals ranged from natural disasters to lack of staffing and retention issues due to the cost of living in the County. HSD staff will engage with programs to better understand their challenges and work towards meeting their contracted goals. Challenges reported included:
• 20 programs (34%) reported staffing challenges, including staff recruitment and retention due to the high cost of living in the county. • 11 programs (19%) reported challenges related to the atmospheric river floodings that occurred in the county, specifically the Pajaro levee breaking and affecting the residents in and around Watsonville.
• Multiple programs reported language translation as major challenge, particularly with serving participants who speak indigenous languages such as Mixteco. • Other programs reported challenges related to moving virtual offerings to inperson events.

Agency Challenge
The biggest challenge in implementing the program is recruiting and retaining staff.

Due to the high cost of living and lack of affordable housing in Santa Cruz County, it is difficult to recruit staff at all levels – from providers to front office staff… Agency Success Story
Our program is engaging with the community and forming partnerships with organizations that focus on equity and inclusion, which has helped us reach out to broader communities we had never approached before.

26.15 Equity
A central focus of CORE is uncovering and addressing root causes of inequities to advance the CORE Conditions of Health and Well-Being. CORE-funded programs integrated an equity dimension within their scope of work addressing how they would enhance equity within their own program’s infrastructure. Prioritizing equity is a means to exposing barriers of access and being able to recognize personal biases that potentially limit or exclude certain populations from engaging with program services.

CORE-funded programs were asked to report on how their organization promoted equity in the past year. Programs reported:
• 31 programs (53%) provided equity-focused work trainings and workgroups for their staff and addressed issues of access.
• 14 programs (24%) increased the number of staff that reflect the population they serve including bilingual staff and Black, Indigenous, and People of Color (BIPOC) staff.
• 32 programs (55%) worked to share best practices among staff through ongoing professional development opportunities as well as offering equity-related trainings and staff diversity, equity, and inclusion (DEI) workgroups. • Other programs addressed issues of program access, including access to care, transportation, and technology.

The targeted impact program is required to address racial equity and reported:
“The [Program] Racial Equity committee developed and conducted Racial Equity training for staff, community partners, and Parent Coordinators. The committee is made up of both parents and [program] staff. The training, which was simultaneously translated, was facilitated by one of the [program] parents and a trainer. The committee agreed to bring this training to more Parent Leaders and the Promotoras, so all [Program] participants will have shared language and understanding of racial equity and how to address inequities in the community.” Technical Assistance Needs
As part of CORE’s commitment to continuous improvement, programs were asked about technical assistance needs and their participation of CORE Institute6trainings. Nearly 60 percent of CORE-funded programs reported they did not currently require technical assistance with data collection.
6 The CORE Institute is a learning hub for evaluating and sharing innovative, results-based approaches across multiple networks to create equitable health and well-being in Santa Cruz County.

26.16 However, the remaining 41% of programs reported a need for technical assistance to support data collection activities, including:
• Support with collecting demographic data.
• Help with developing surveys, particularly electronic versions. • Data integration
• Data visualization; and
• Workshops and trainings on best practices in data collection and evaluation The CORE Institute provides learning sessions and trainings on various subject matters including data collection, grant writing, and equity focused work. Over 70% of programs reported their staff participated in a CORE Institute event, such as CORE Coffee Chats and Conversations. HSD and the CORE Institute will continue to refine trainings and develop technical assistance to address program and community needs.

Next Steps
In FY 22-23, CORE Investments worked with programs to collect data that demonstrates the reach and impact of CORE funding. HSD implemented a web-based data collection system to streamline the collection of data and make reporting easier. While room for improvement remains, CORE-funded programs have increased their capacity to design, measure, and report on their reach and outcomes.

HSD, along with the CORE Institute will continue to work closely with funded organizations and assist them in meeting their goals. Next steps include:
• HSD staff will conduct site visits, prioritizing programs that are struggling to meet their goals.
• HSD staff will offer program specific assistance based on the challenges and technical assistance needs identified in this report.
• HSD will continue to collect data from programs through semi-annual and annual reporting.
• The CORE Institute will continue to offer trainings and technical assistance to both CORE-funded programs and the community focusing on identified needs.

Success Story
“Bob,” a recipient of home delivered meals, lives alone in San Lorenzo Valley just above the river. He has suffered a stroke and finds many of the activities of daily living a challenge.

This past winter we provided “Bob” with flashlights, batteries and shelf stable meals, contacted the Ben Lomond Fire Department to do welfare checks and even ensured “Bob’s” companion cat has food and TLC…

26.17 Appendices
Appendix A: CORE Annual Report Data Summary
Participant Demographics
Table 1: Participant Ages
CORE FY 22 23
Goal FY 22 23 Served
% of
Participants
Served % of Goal
Participant Ages 100,965 106,935 100% 106%
0-5 10,036 9,426 9% 94%
6-18 25,060 21,907 21% 87%
19-59 42,596 54,478 51% 128%
60+ 21,056 17,085 16% 81%
Unknown n/a 4,040 4% n/a
Table 2: Participant Primary Language
CORE FY 22 23
Goal FY 22 23 Served
% of
Participants
Served % of Goal
Participant
Language 100,965 106,935 100% 106%
English 69,270 69,221 65% 100%
Spanish 29,836 33,922 32% 114%
Other 1,321 1,790 2% 136%
Unknown n/a 2,002 2% n/a
Table 3: Participant Race/Ethnicity
*Totals exceed 106,935 due to “select all” option for survey respondents.

CORE FY 22 23
Goal FY 22 23 Served
% of
Participants
Served
% of
Goal
Participant
Race/Ethnicity 100,965 107,047 100% 106%
Latino 47,155 60,819 57% 129%
White 34,816 31,815 30% 91%
Unknown n/a 5,941 6% n/a
Asian 2,621 3,766 4% 144%
Multi racial 12,287 2,013 2% 16%

26.18 African American 1,889 1,183 1% 63%
Native
American/Alaskan 236 876 1% 371%
Other 1,867 430 0% 23%
Native
Hawaiian/Pacific
Islander 188 204 0% 108%
Table 4: Participant Gender
CORE FY 22 23
Goal FY 22 23 Served
% of
Participants
Served % of Goal
Participant Gender 100,965 106,935 100% 106%
Female 54,406 58,229 54% 107%
Male 45,931 47,015 44% 102%
Transgender -
Female 201 127 1% 63%
Transgender - Male 195 117 0% 60%
Other 249 201 0% 81%
Unknown n/a 1,245 0% n/a
Table 5: Participant Residence
CORE FY 22
23 Goal
FY 22 23
Served
% of
Participants
Served % of Goal
Participant Residence 100,965 106,934 100% 106%
Watsonville 35,297 45,551 43% 129%
Santa Cruz 32,096 24,692 23% 77%
Unknown/Other 455 14,926 14% 3278%
Unincorporated MidCounty (e.g., Live Oak, Soquel,
Aptos ) 9,849 8,443 8% 86%
Unincorporated South
County (e.g., Freedom ) 6,870 4,611 4% 67%
Unincorporated San Lorenzo
Valley (e.g., Ben Lomond ) 5,095 3,927 4% 77%
Scotts Valley 4,834 2,381 2% 49%
Capitola 3,452 1,603 1% 46%
Unincorporated North
County (e.g. , Davenport ) 1,978 800 1% 40%

26.19 CORE Contracted and Achieved Goals
Each CORE-funded program was required to set participant, activity (e.g., providing mental health sessions), how well (e.g., how satisfied are participants with services), and better off (e.g., participants will have improved mental health) goals. CORE funded programs also selected a primary CORE Condition, which aligns with their program services and intended outcomes. The tables below display contracted goals versus achieved goals per programs grouped in each CORE Condition category.

Table 6: Participant Goals versus Achieved by CORE Condition CORE Condition
Total
Programs
Total Participant
Goal Participants
% of Goal
Achieved
Overall 58 100,965 106,935 106%
Health and Wellness 20 87,666 90,870 104%
Lifelong Learning 8 3,841 3,648 95%
Economic Security 5 2,939 3,492 119%
Thriving Families 13 3,213 2,913 91%
Community
Connectedness 3 795 395 50%
Safe and Just
Communities 3 1,260 2,866 227%
Stable, Affordable
Housing 6 1,251 2,751 220%
Table 7: Activity Goals versus Achieved by CORE Condition CORE Condition
Total
Programs Activity Goals Goals Met
% of Goal
Achieved
Overall/All Conditions 58 157 117 75%
Health and Wellness 20 52 38 73%
Lifelong Learning 8 16 12 75%
Economic Security 5 11 8 73%
Thriving Families 13 17 17 100%
Community
Connectedness 3 6 3 50%
Safe and Just
Communities 3 7 1 14%
Stable, Affordable
Housing 6 16 13 81%

26.20 Table 8: How Well versus Achieved by CORE Condition CORE Condition
Total
Programs
Program
Participants
Participants
Surveyed
Response
Rate
% of Goal
Achieved
Overall 58 106,935 33,846 32% 95%
Health and Wellness 20 90,870 27,389 30% 100%
Lifelong Learning 8 3,648 2019 55% 88%
Economic Security 5 3,492 442 13% 80%
Thriving Families 13 2,913 2,913 100% 100%
Community
Connectedness 3 395 395
100%
100%
Safe and Just
Communities 3 2,866 164
6%
67%
Stable, Affordable
Housing 6 2,751 524
19%
100%
Table 9: Better Off Goals versus Achieved by CORE Condition CORE Condition
Total
Programs Better Off Goals Goals Met
% of Goal
Achieved
Overall 57* 145 118 81%
Health and Wellness 20 48 37 77%
Lifelong Learning 8 18 16 89%
Economic Security 5 14 12 86%
Thriving Families 13 35 33 94%
Community
Connectedness 3 7 6 86%
Safe and Just
Communities 3 8 3 38%
Stable, Affordable
Housing 6 15 13 87%
*One program did not have a contracted Better Off goal.

26.21 Appendix B: CORE-Funded Programs’ Annual Reports

26.22 Small Tier
Contracts

26.23 FY 22-23 Program Report
Agency Name: Acupuncturists without Borders Program Name: AWB CARE Project Condition: Health & Wellness Tier: Small Budget: $24,374.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 700 1299
How Many Activities/Services Will Be Provided?
1000 integrative health services (ranging from acupuncture, massage therapy, chiropractic care, to auriculotherapy). 1000 1838 500 annual blood pressure screenings provided by our mobile clinics. 500 279
Goal FY 22-23
Age
0-5 0% 0%
6-18 5% 5%
19-59 85% 85%
60+ 10% 10%
Unknown 0% 0%
Goal FY 22-23
Language
English 0% 0%
Spanish 60% 60%
Other 40% 40%
Unknown 0% 0%
Ethnicity
African American 0% 0%
Asian 0% 0%
Latino 100% 100%
Multi-racial 0% 0%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 0% 0%
Other 0% 0%
Unknown 0% 0%
Gender
Female 63% 70%
Male 35% 28%
Transgender- Female 1% 1%
Transgender- Male 1% 1%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 0% 0%
Santa Cruz 0% 0%
Scotts Valley 0% 0%
Watsonville 100% 100%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 0% 0% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 700 843
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 06/30/2023. (Direct Services)
80% 92%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
70% of participants will have improved mental health,
specifically a decrease in stress, as measured by a program developed survey that will be administered at the end of each acupuncture, massage, chiropractic treatment. Survey data will be reviewed on a semiannual basis.
70% 91%
60% of participants will have improved physical health, specifically participants will report a decrease in pain after receiving acupuncture, massage, or chiropractic treatment, as measured by program developed survey that will be
administered at the end of treatment session. Survey data will be reviewed semiannually.
60% 93%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
CARE served many more patients and treatments than expected: almost double the number of patients and double the number of treatments. We attracted new patients at every clinic and received return patients as well. The combination of integrative services has been overwhelmingly apprciated by the community. We have also been able to expand our provider team to include practitioners that provide indigenous healing approaches, and our team is now almost half bilingual.

26.24 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Verbal testimonial from a 52 year-old farmworker who has returned 6 times for CARE clinic treatments (translated):
"I feel really good from the ear seeds
and massage. I am hurt from my back and hips, there’s times when I can not walk. I feel really good with the treatments, and since I don’t have money to pay and here they don’t charge, that's why I continue to return. If not I wouldn't return. I didn’t forget you guys were coming on the 19th so I ate breakfast and came looking for the clinic hoping you guys would be here. If not I would have returned the following month to see if I would find here because I leave here very satisfied. Thank you!"

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

Blood pressure screenings began later in the grant year than anticipated due to staffing and logistical issues related to one of our clinic venues. We are now on track and will increase blood pressure screenings in the coming year to surpass our original goal.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
None at this time.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
CARE increased its BIPOC/Spanish speaking team membership by 50 percent during the course of the grant year. We also require that all staff and practitioners complete cultural competency/humility training with a DEI component.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
CARE brings trauma-informed, integrative care to people who otherwise would not have access to services or funds to pay for them. While some farmworkers have access to Medical, others lack adequate coverage. Non-pharmalogical, integrative care that addresses physical pain and traumatic stress is usually not available in this community. CARE fills this gap by providing excellent, ongoing, free treatments that are not otherwise affordable or accessible.

26.25 FY 22-23 Program Report
Agency Name: Girls Incorporated of the Central Coast Program Name: College Bound Condition: Lifelong Learning & Education Tier: Small Budget: $22,500.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 60 57
How Many Activities/Services Will Be Provided?
The ECHO Leadership mentoring program will provide high school girls 13 workshops, and field trips to 3 colleges and the State Capitol from August-May FY 2022-2023.
13 13
The Youth Leaders program provides 10 training workshops to ECHO program graduates on program content and
workshop facilitation skills. Youth Leaders who complete our workshop trainings will be paid to provide 35 Youth Leaders workshops to middle school and high school students during the FY 2022-2023.
10 10
In June 2023, the Smart Choices program will work with
incoming high school girls in a weeklong program at UC
Santa Cruz. The girls will participate in a series of workshops on education and career planning, meeting high school
graduation requirements, and strategies for achieving health and wellness.
1 1
Goal FY 22-23
Age
0-5 0% 0%
6-18 100% 100%
19-59 0% 0%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 40% 20%
Spanish 60% 80%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 0% 0%
Asian 0% 0%
Latino 97% 100%
Multi-racial 1% 0%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 2% 0%
Other 0% 0%
Unknown 0% 0%
Gender
Female 100% 94%
Male 0% 0%
Transgender- Female 0% 6%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 0% 0%
Santa Cruz 0% 9%
Scotts Valley 0% 0%
Watsonville 85% 75%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 10% 16% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 5% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 60 57
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 06/30/2023. (Direct Services)
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
80% of ECHO participants who are seniors in high school will apply to college. Participants applying to college will be tracked via a post program follow up phone call completed by Girls Inc. staff.
80% 100%
95% of Youth Leaders will act as role models for younger girls and provide service to their communities, as measured by surveys and evaluations from participants who are
impacted by Youth Leaders.
95% 100%

26.26 95% of Smart Choices program participants will improve their readiness for college, specifically participants will increase their knowledge of high school graduation
requirements, applying to college and seeking financial aid as measured by pre-and post-survey and program evaluations. 95% 97%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
All activities were implemented, and the outcomes were significantly higher than predicted.

In addition to previous responses, the following were achieved: ECHO participants are focused on going to college, pursuing a career, and maintaining good health. Youth Leaders earned an income, developed skills in facilitation and managing groups of girls. All senior Youth Leaders will attend college in the fall. Smart Choices girls understand the impacts of cultural myths and gender stereotypes on their lives.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
"The program has educated me and made me feel prepared as we tackle mature topics like college, careers, relationship, health, etc. I used to be shy and now I feel comfortable talking to people. I have made friends and have a support group that really cares about me.

Carmen Cortez, 17 ECHO program

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

The only goal we did not achieve was to recruit the 20-25 girls for ECHO; we were only able to serve 19. The Pajaro Valley High School administration was uncooperative in allowing us to recruit participants in a timely manner for ECHO and Youth Leaders for the 2022-23 school year. For the coming year, we again did not receive adequate opportunities for recruiting and have moved our program to Watsonville High School. We have, so far, recruited 38 girls for the 2023-24 school year to participate in ECHO. We will be serving a similar population, but at a different school that has been more welcoming.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
The only data collection issue is related to reporting the percentage of ECHO seniors who applied to college. There were no seniors in the Pajaro High School ECHO group.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
N/A

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Our staff, including the Youth Leaders who facilitate the programs, is over 90% Latina, well acquainted with the issues faced by our participants. The programs have been designed by staff to address issues of families and culture, and to discuss stress and healthy ways to handle it, current social issues, healthy behaviors and situations, defining goals and how to reach them. Youth Leaders attending college help facilitate Smart Choices, helping girls understand how to navigate high school and college issues they may encounter. All the Youth Leaders have been through the ECHO program and have been trained in ways to approach the girls in handling delicate situations. They understand and appreciate their responsibilities as role models.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Girls in our service population are very low income and face social and economic barriers to overcoming poverty. Since more that 70% of parents have not attended college, and many have not graduated from high school, girls lack role models or informed adults to help them navigate the process of meeting graduation requirements, applying to colleges or seeking financial aid. Our programs offered them with a clear path to pursuing and achieving a college education, providing them with peer and adult role models, focusing on leadership development, goal setting, decision-making, mentoring, educational and career planning, and avoiding risky behaviors, and inspiring them to have the confidence to plan for a future that involves college, a career

26.27 FY 22-23 Program Report
Agency Name: Seniors Council of Santa Cruz and San Benito Counties Program Name: Foster Grandparent Program Condition: Lifelong Learning & Education Tier: Small Budget: $23,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 200 122
How Many Activities/Services Will Be Provided?
60 Foster Grandparent volunteers will provide tutoring and mentorship in the classroom for 3-5 days a week during the school year.
60 47
Goal FY 22-23
Age
0-5 35% 18%
6-18 37% 43%
19-59 0% 0%
60+ 28% 38%
Unknown 0% 1%
Goal FY 22-23
Language
English 86% 32%
Spanish 14% 7%
Other 0% 0%
Unknown 0% 61%
Ethnicity
African American 8% 2%
Asian 0% 0%
Latino 35% 15%
Multi-racial 2% 0%
Native American/Alaskan 2% 0%
Native Hawaiian/Pacific Islander 2% 1%
White 49% 21%
Other 2% 0%
Unknown 0% 61%
Gender
Female 90% 63%
Male 10% 35%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 2%
Location
Capitola 15% 6%
Santa Cruz 14% 39%
Scotts Valley 2% 1%
Watsonville 35% 32%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 16 8% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 4% 2% Unincorporated South County (e.g., Freedom ) 14% 10%
Unknown 0% 2%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 200 122
80% Program participants report having either “satisfied” or “very satisfied” with the program services measured by a survey that will be completed by 06/30/2023.
80% 60%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
85% of student participants will improve academic skills, as measured by completion of assignments, and participation in the classroom. This information will be gathered through conversations with student’s teachers and will be evaluated on quarterly basis.
85% 75%
75% of mentor participants will have improved mental health, specifically participants will report decreased feelings of depression and loneliness, as measured by program exit
interviews.
75% 73%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
During FY2022-2023, the volunteers placed back in the classroom were happy to leave the isolated life they had been experiencing in the previous years due to the COVID-19 pandemic.

The teachers and principals were delighted to have the volunteers helping the teachers in the classroom with the students who had fallen back academically due to the COVID-19 pandemic. We are currently adding new volunteers through recruitment or referred by existing volunteers.

26.28 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Angelita is an 81-year-old woman who has been serving as a Foster Grandparent volunteer for the past ten years. During her service, she has mentored and tutored more than 50 students so that they are better prepared to enter elementary school. At our monthly volunteer training in March, she approached me and said, “I just want to thank you for this program – it saved my life. Two years ago, my husband, whom I loved deeply, died. I was devastated and depressed, staying in my house all the time. Once they allowed us to return, I protested, but my daughter said, ‘Mama, you have to go to stay in this program.’ Soon, I was being trained and then back into a classroom. Now look at me. A year later, I am happy, strong, and have something I love to

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

One of the challenges was getting back into the classroom with the new policies and procedures for a volunteer to be at the school. The second was that during the COVID-19 pandemic, some existing volunteers could not return to the classroom due to their physical health diminishing during isolation. Unfortunately, we had to retire those volunteers from the program. We also found that many people 55 and older are looking for a job while recruiting, making it harder for us to convince them to volunteer for the 15-hour minimum a week we ask for.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
Some teachers were uncomfortable answering the student's age, gender, ethnicity, and language. We had the students' grade levels and names, making it easy to know the information not provided by the teachers.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
If we had something official from you to get the parent's approval to collect the needed data from the students.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Yes, we conduct monthly meetings with regular listening sessions to understand staff experiences and gather feedback on equity-related issues. We train staff to recognize and address biased behavior to help create a more respectful environment.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Our program is engaging with the community and forming partnerships with organizations that focus on equity and inclusion, which has helped us reach out to broader communities we had never approached before.

26.29 FY 22-23 Program Report
Agency Name: Salud y Carino Inc Program Name: Harbor High School Girls Group Condition: Health & Wellness Tier: Small Budget: $19,524.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 20 18
How Many Activities/Services Will Be Provided?
Weekly Girls Groups (Fridays) aligned with the 2022-23
school calendar. Weekly activities include: social-emotional support, talking circle, snacks and focus on one of the following topic areas: Inter/Intrapersonal Relationships, Mind-Body Wellness, Physical Activities, Community
Advocacy/Service, Educational/Resources, and
Creativity/Arts.
25 20
Goal FY 22-23
Age
0-5 0% 0%
6-18 100% 100%
19-59 0% 0%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 5% 5%
Spanish 5% 5%
Other 95% 90%
Unknown 0% 0%
Ethnicity
African American 5% 0%
Asian 0% 0%
Latino 75% 90%
Multi-racial 10% 10%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 10% 0%
Other 0% 0%
Unknown 0% 0%
Gender
Female 99% 99%
Male 0% 0%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 1% 1%
Unknown 0% 0%
Location
Capitola 5 0%
Santa Cruz 5% 5%
Scotts Valley 0% 0%
Watsonville 0% 0%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 95% 95% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 20 18
80% of CORE program participants report being either
“satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by June 30, 2023.
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
80% of participating girls will demonstrate increased
confidence and self-esteem; as measured by the Girls Circle pre/post survey at the beginning and end of each school year. 80% 100%
80% of participating girls will demonstrate increased
knowledge about safe sex, their body’s anatomy, and positive sexual behavior as measured by a pre/post survey adapted by the Girls Group at the beginning and end of each school year. 80% 94%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
We maintained consistent attendance and engagement throughout the school year. Youth shared that the Groups supported them emotionally and academically! The youth co-designed and coled a Women Leaders Panel at Harbor High with over 50 participants.

26.30 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
A 12th grade participant shared that our Group was a safe place to share and connect and gain support for the college application process. We provided mentorship and support as well as leadership and community service opportunities and resources. The student said we helped provide the skills and opportunities for her to become a leader in our community.

She was accepted to every university she applied to and will be attending UC Berkeley in the fall on a full scholarship!

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

At times, there were scheduling conflicts with sports/clubs.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Not sure

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Staff participated in the Live Oak School Districts Racial Justice & Equity committee. One staff co-facilitated the "Youth Voice" group on Racial Justice & Equity on campus.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
The equity issue we impacted was gender (female) and Latinx access to resources, with a focus on secondary education

26.31 FY 22-23 Program Report
Agency Name: Encompass Community Services Program Name: Health & Housing Condition: Stable, Affordable Housing & Shelter Tier: Small Budget: $24,474.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 10 10
How Many Activities/Services Will Be Provided?
Provide access to Encompass Sober Living Environment
(SLE) rental housing to 10 individuals with substance use disorders who are experiencing homelessness in Santa Cruz and Watsonville.
10 10
We will provide up to 600 bed-days across three Encompass SLE rental housing sites in Santa Cruz and Watsonville. 600 536 Goal FY 22-23
Age
0-5 0% 0%
6-18 0% 0%
19-59 90% 90%
60+ 10% 10%
Unknown 0% 0%
Goal FY 22-23
Language
English 92% 100%
Spanish 8% 0%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 3% 10%
Asian 2% 0%
Latino 31% 0%
Multi-racial 1% 20%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 61% 70%
Other 2% 0%
Unknown 0% 0%
Gender
Female 30% 50%
Male 69 50%
Transgender- Female 1% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 1% 0%
Santa Cruz 51% 40%
Scotts Valley 3% 0%
Watsonville 25% 40%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 7% 10% Unincorporated North County (e.g. , Davenport ) 4% 10%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 8% 0% Unincorporated South County (e.g., Freedom ) 1% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 10 1
80% of CORE program participants report being either
“satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by June 30, 2023.
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
70% of program participants will remain stably housed at 6 months and/or will be reported to have transitioned onto other alternative housing, as measured by the SLE residency
database, and reported annually by 6/30. The SLE residency database will track transition in and out of SLE’s to other housing.
70% 100%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Program supplied transitionary funding to 10 recipients, offering rental assistance to chronically unsheltered, and mentally ill clients. Sucess in creating tracking data base to track recipients, outcomes and demographics.

26.32 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

Program start was delayed, and we did not have a database to track tenants and recipients in. Recipients didn't respond to survey, which was sent out 2 months after intake. We sent out 9 surveys and received one response which was 5/5 satisfied.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
We experienced difficulties with utilizing a database system to track demographic info and creating a workflow.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
n/a none needed at this time

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Team meetings and one on one supervisions highlighting equity for those previously unsheltered and experiencing mental health struggles.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Offered rental assistance in 10 tenants ongoing recovery journey, focusing on those who have experienced chronic homelessness and mental health difficulties.

26.33 FY 22-23 Program Report
Agency Name: Girls Incorporated of the Central Coast Program Name: Health and Wellness Condition: Lifelong Learning & Education Tier: Small Budget: $10,500.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 75 99
How Many Activities/Services Will Be Provided?
In the Will Power/Won’t Power we will work with 8th grade girls in a series of 10 workshops from September- December FY 2022-23.
10 10
In the Friendly PEERsuasion program phase one we will
work with 7th grade girls in a series of 12 workshops from December-April FY 2022-23.
12 12
In the Phase two of the Friendly PEERsuasion program the 7th graders will facilitate 5 workshops to 4th & 5th grade girls from April -May FY 2022-2023.
5 5
Goal FY 22-23
Age
0-5 0% 0%
6-18 100% 100%
19-59 0% 0%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 40% 30%
Spanish 60% 70%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 0% 0%
Asian 0% 0%
Latino 97% 100%
Multi-racial 1% 0%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 2% 0%
Other 0% 0%
Unknown 0% 0%
Gender
Female 100% 100%
Male 0% 0%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 0% 0%
Santa Cruz 0% 0%
Scotts Valley 0% 0%
Watsonville 100% 100%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 0% 0% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 75 99
80% of CORE program participants report being either
“satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by June 30, 2023.
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
80% of Will Power/Won’t Power participants will improve their social skills, specifically participants will distinguish between safe and risky behaviors in relationships, as
measured by Youth Leader reports, and pre-post program
evaluation surveys.
80% 88%
85% of Friendly PEERsuasion program participants will
improve their knowledge of safe behaviors, specifically participants will be able to identify the negative effects of drugs, alcohol, and tobacco on the body, as measured by Youth Leader reports, and pre-post program evaluation
surveys.
85% 89%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

26.34 1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
All activities were implemented, and outcomes achieved that were substantially higher than predicted. In addition to the outcomes listed in “Is Anyone Better Off?”, girls in Will Power/Won’t Power learned to take personal responsibility for the behaviors and relationships with over 95% demonstrating their ability to communicate assertively in the face of peer pressure. In Friendly PEERsuasion, over 90% of girls identified how the media influences behaviors, can recognize stress and safe ways to handle it, and learned effective refusal skills in the face of peer/media pressures.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
In 6th grade, I joined a gang to feel protected, but being a gang member was not everything I expected it to be. It had many awful effects on my family and me. After getting me out, my dad helped me to start thinking about my future. He found out about Girls Inc.’s Smart Choices Program.

I saw that I am not the only girl going through problems and that I can change. I learned in SMART CHOICES that I can go to college too! No one in my family has gone to college, so I never thought I could go. We learned about financial aid, scholarships, and the college prep classes I should take in high school. I was able to see myself in college. Now I’m in the Girls Inc. high school program and I plan to be the first in my family to go to college.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

No challenges.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
N/A

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
N/A

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Our staff, including the Youth Leaders who facilitate the programs, is 90% Latina, well acquainted with the issues faced by our participants. The programs have been designed by staff to address issues of families and culture, and to discuss stress and healthy ways to handle it, current social issues, healthy behaviors and situations, and defining goals and how to reach them. All the Youth Leaders have been through the high school program, at least, and have been trained in ways to approach the girls in how to handle delicate situations.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
In South County teen birth rates are high, incomes are low, and educational attainment is a distant dream. Our population, 97% Latina, lacks role models for envisioning higher educational goals. As a result of their participation, girls’ confidence increased, they demonstrated effective refusal skills to engage in risky behaviors (engaging in unwanted sex, using drugs, etc.), and report knowing they have power over their bodies, can make their own choices, and still keep their friends. This is very important for middle school girls when the need to “fit in” is paramount. Girls also learned public speaking and how to be leaders, positively influencing others. Youth Leaders modeled these positive behaviors providing mentoring and support.

26.35 FY 22-23 Program Report
Agency Name: Volunteer Center of Santa Cruz County Program Name: Healthy Connections Condition: Health & Wellness Tier: Small Budget: $24,685.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 300 310
How Many Activities/Services Will Be Provided?
3 Training/Education Class Series: 4-6 Week EBP Type 2
Diabetes Prevention and Control Sessions 3 4
2 specialized physical activity groups per week for
participants with a focus on mindful movement and cardio 2 2 Access to free and healthy food options 5 days/week at the Community Connection food pantry. 5 5
Peer lifestyle coaching three days per week including
specialized nutrition and exercise plans 3 3
Goal FY 22-23
Age
0-5 0% 0%
6-18 0% 0%
19-59 80% 85%
60+ 20% 15%
Unknown 0% 0%
Goal FY 22-23
Language
English 75% 70%
Spanish 25% 30%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 12% 5%
Asian 8% 3%
Latino 25% 30%
Multi-racial 0% 3%
Native American/Alaskan 3% 2%
Native Hawaiian/Pacific Islander 0% 0%
White 40% 50%
Other 12% 7%
Unknown 0% 0%
Gender
Female 35% 40%
Male 43% 50%
Transgender- Female 8% 6%
Transgender- Male 4% 2%
Other 10% 2%
Unknown 0% 0%
Location
Capitola 5% 5%
Santa Cruz 35% 35%
Scotts Valley 3% 5%
Watsonville 29% 30%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 7% 5% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 8% 8% Unincorporated South County (e.g., Freedom ) 1% 1%
Unknown 12% 11%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 300 250
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 06/30 for each fiscal year.
80% 96%
Program will have an 80% participant retention rate, as measured by attendance in the Diabetes Prevention and
Control classes, physical activity groups, Community
Connection pantry pickups, and peer and lifestyle coaching.

Attendance records will be reviewed every 6 months.
80% 85%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
As a result of program activities, 85% of adults with a mental health diagnosis will report having improved mental health, specifically participants will report improved quality of life through improved physical health by exercising and
maintaining a healthy diet, as measured by participants selfreporting in quarterly surveys. 85% 96%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

26.36 1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Increased peer health coaches and food bag access which participants reported was an important part of their food access for the month. 45% of participants reported they regularly ran out of money for food. By making the food bags more meal-kit like we were able to make healthy meals easier for our marginalized community and reach more people with mental and physical health tips as part of the food bag handouts.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Juliette has attended health and exercise classes regularly throughout the year. She reports that her A1C dropped so low and her diet has consistently improved over the last year that she is no longer diabetic (no longer has type 2 diabetes). She credits her peer support, Healthy Connections classes, and healthy meal options from our food bags which now come with easy recipes and instructions. She now likes quinoa and a whole array of new vegetables.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

During January and March, catastrophic floods affected staff and participants. We were able to continue the food bag program, but classes were canceled due to weather and road conditions. Participants were able to check in with Community Connection staff by phone.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Recording of any training, or slides for those of us who would watch/listen if available.

Thanks for all you do!

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
CC serves the marginalized mental health community with a majority low and fixed income participants. This population has high rates of diabetes and less access to fresh foods.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Increased access to fresh foods, recipes for items in food bags makes healthy, creative meal preparation attainable. With evidence based practices which are provided by peers, participants are able to make attainable health goals and improve their diet, increasing physical activity in a supportive community.

26.37 FY 22-23 Program Report
Agency Name: Senderos Program Name: Las Artes Culturales de Senderos Condition: Community Connectedness Tier: Small Budget: $22,550.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 40 49
How Many Activities/Services Will Be Provided?
240 sessions of folkloric dance and traditional music 240 274 10 community/school cultural performances 10 16
Goal FY 22-23
Age
0-5 0% 2%
6-18 70% 90%
19-59 30% 8%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 10% 33%
Spanish 90% 67%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 0% 0%
Asian 0% 2%
Latino 90% 86%
Multi-racial 8% 6%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 2% 4%
Other 0% 0%
Unknown 0% 2%
Gender
Female 70% 63%
Male 30% 37%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 3% 12%
Santa Cruz 82% 41%
Scotts Valley 0% 0%
Watsonville 3% 8%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 12% 29% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 10% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 40 34
80% of program participants will report being either
“satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by 06/30/2023.
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
75% of participants will report increased self-confidence as a result of participating in the folkloric and traditional music program, as measured by participants’ self-reporting in evaluation surveys completed by 06/30/2023.
75% 100%
75% of program participants will report a stronger connection to their culture of origin as a result of participating in the folkloric and traditional music program, as measured by participants’ self-reporting in evaluation surveys completed by 06/30/2023.
75% 100%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Our free folkloric dance and traditional music classes had strong sessions during FY 2022- 2023 with many new youth joining the program. We conducted extensive school outreach in August to recruit participants and connect with families. This has been a time to rebuild the spirit of community. Our cultural arts teaching staff has stepped up in new ways. Our youth are thrilled to be performing live in the community again and we are receiving many requests for performances. We brought back our signature event, La Guelguetza festival, (last held live in 2019) at Branciforte Small Schools to an overjoyed audience of 2500 sharing the dance, music, food, and arts of Oaxaca, Mexico.

26.38 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Nadia was born in Oaxaca and has been dancing with Senderos Centeotl Danza y Baile since she was eight years old and has been part of our ¡Adelante Santa Cruz! educational support program since middle school. She completed SC High this year and was selected to give the Spanish language student speech at graduation. She was awarded both the Adelante and Senderos college scholarships and a Community Foundation scholarship. Nadia will attend San Francisco State University next year and major in finance. Nadia’s story was featured in a recent article in the Santa Cruz Sentinel (all public information):
https://www.santacruzsentinel.com/2023/05/31/santa-cruz-high-first-generation-grad-toattend-san-francisco-state-university/

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

An operational challenge we had was that our first Executive Director resigned at the end of October after only nine months, so our Board leadership and teaching staff took on more responsibility. We went through a new hiring process, but the chosen candidate dropped out for personal reasons after the position was offered. We spent time assessing our process and staffing needs and are working with a consultant to help us plan for succession of cofounders and a key founding Board Trustee and future sustainability. We are engaged in a new hiring process for the Executive Director position.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
We set up new online registration and class attendance systems which were an improvement over previous systems. We conducted a brief evaluation at the end of the year. 40% of our participants were 10 or under so we counted on parents to complete surveys. Many of our families are not so tech savvy, so we still needed to use paper surveys. We also wanted to collect more evaluative information but our teachers said that tolerance for longer surveys would be limited. We will look at collecting surveys during each session rather than waiting until the end of the school year, when everyone is very busy.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Not sure...

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Fulfilled our strategic goal making the transition to paid staff connecting our core value of equitable access to services by providing them free to the community and fairly compensating individuals who deliver those services. We are proud of our language equity.

All our staff are Latino/a and bilingual and deliver services in Spanish with English interpretation as needed. Staff can take advantage of professional development funds; this summer three teachers traveled to Oaxaca to advance their folkloric and traditional music skills (out of country travel is not paid for with County funds). Three Senderos leaders are part of Community Foundation’s Rise Together initiative working to advance racial equity in the County.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
At its core, Senderos cultivates a welcoming environment for Latinx, immigrant and Indigenous people to be seen and heard as their authentic selves. Youth feel pride in learning about their culture and sharing in the community; they connect with their family heritage and traditions. By openly celebrating their culture through numerous community and school performances and events like Día de los Muertos and Guelaguetza, Santa Cruz County’s Latinx community feels acknowledged and valued and provides strength and hope in facing the many challenges of life. Senderos’ popular community and school performances break down barriers and increase understanding and acceptance of diversity within the entire community.

26.39 FY 22-23 Program Report
Agency Name: Nourishing Generations Educational Project Program Name: Nutrition, Culinary, Fitness Education Condition: Health & Wellness Tier: Small Budget: $22,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 225 197
How Many Activities/Services Will Be Provided?
18 2-hour long classes for 3-5th graders 18 15
12 1-hour long classes for parents 12 9
Goal FY 22-23
Age
0-5 0% 0%
6-18 75% 92%
19-59 25% 8%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 60% 60%
Spanish 40% 40%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 2.50% 3%
Asian 2% 2%
Latino 63.50% 63%
Multi-racial 2% 2%
Native American/Alaskan 1% 1%
Native Hawaiian/Pacific Islander 1% 1%
White 26.50% 27%
Other 1.50% 1%
Unknown 0% 0%
Gender
Female 48.80% 49%
Male 51.20% 51%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 0% 0%
Santa Cruz 0% 0%
Scotts Valley 0% 0%
Watsonville 0% 0%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 100% 100% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 225 197
80% of CORE program participants reported being “satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by June 30th of each FY.
80% 80%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
70% of program participants will demonstrate an increase in knowledge of nutrition fundamentals and ability to make healthier food choices as measured by pre and post surveys, interviews, and observations.
70% 70%
70% of program participants will demonstrate an increase in their knowledge of cooking skills and kitchen hygiene
measured by pre and post surveys, observation and
interviews.
70% 70%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
We were successful in working with a greater number of elementary school students than stipulated for in our school contract. We had planned for 150 students but seamlessly integrated 183 into the program.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
During one of our adult classes at Live Oak school where we taught about healthy breakfast and the participants learned what to look for when reading nutrition labels, one father mentioned that he had never thought to read nutrition labels on the food he purchased for his family. He shared that though he was barely forty, he was on several medications for diet/lifestyle related illnesses. He realized that the food his family was consuming was in large part the cause of his illnesses. It was gratifying to see "the light go on" and to give him an awareness and a tool to use to improve his health and that of his family.

26.40 3. Please describe any challenges your agency experienced in implementing its CORE funded program.

Scheduling the classes within the school calendar was a bit challenging. We had planned to offer 18 classes for the elementary school students but the school admin requested just 15 classes (5 at each site) to better fit their after school scheduling.

The adult program encountered the same issue - the school admin only wanted us to schedule 3 classes at each school, not the 4 originally planned. The attendance for the adult classes was much less than anticipated. The time requested by the school was not optimal for parents - we received this feedback from participants and teachers. We also felt that the school did not promote the program sufficiently. Improvements in scheduling and outreach can increase parent participation next year.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
It is very difficult to conduct formal program assessment with elementary school children, as written surveys are not practical in most cases. THis year we relied on verbal interviews with the children and feedback from the teachers. Alternative methods such as family interviews or focus groups might be more fruitful.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
We would like to consult with HSD or CORE regarding innovative strategies for evaluating a short program serving young children. More effective assessment strategies can help us understand areas for potential improvement, and allow us document our impact with greater accuracy and detail.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
We are working to upgrade the linguistic and cultural diversity among our staff. We have identified a native Spanish speaking Latino chef and plan to invite him to serve on our staff this upcoming school year.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
We continue to work to diversify our Board and Team members. We recently welcomed a new Latina member to our Board who will be working to introduce more community members into our program Team and Board leadership.

26.41 FY 22-23 Program Report
Agency Name: Walnut Avenue Family & Women's Center Program Name: Space for Change Condition: Safe & Just Community Tier: Small Budget: $25,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 10 1
How Many Activities/Services Will Be Provided?
50 Sessions of Circle Support & Education 50 0
50 Sessions of Advocate Support 50 6
Goal FY 22-23
Age
0-5 0% 0%
6-18 10% 0%
19-59 85% 100%
60+ 5% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 75% 100%
Spanish 25% 0%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 10% 0%
Asian 5% 0%
Latino 40% 0%
Multi-racial 10% 0%
Native American/Alaskan 2.50% 0%
Native Hawaiian/Pacific Islander 2.50% 0%
White 30% 100%
Other 0% 0%
Unknown 0% 0%
Gender
Female 42% 0%
Male 42% 100%
Transgender- Female 1% 0%
Transgender- Male 1% 0%
Other 14% 0%
Unknown 0% 0%
Location
Capitola 5% 0%
Santa Cruz 45% 0%
Scotts Valley 5% 0%
Watsonville 12% 100%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 18% 0% Unincorporated North County (e.g. , Davenport ) 2% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 12% 0% Unincorporated South County (e.g., Freedom ) 1% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 10 0
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey, that will be completed by 06/30 for each fiscal year.
80% 0%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
Survivor - 70% report feeling like they’ve received the support and information necessary to move forward in
whatever way is safest according to self-determined goals and needs. This information will be tracked on an ongoing basis by the advocate through one-on-one interviews.
70% 0%
Person causing harm - 70% report feeling more aware of
impact of behavior on survivor and others (“victim empathy”) As determined by pre and post process surveys.
70% 0%
Support circle member - 80% report improved understanding of domestic violence (education) As determined by pre and post process surveys.
80% 0%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

26.42 1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Walnut Avenue has been receiving an increasing number of inquiries about Space of Change, indicating some success in word-of-mouth promotion. At the time of writing, a case with a person who has caused harm is likely to move forward. Our program was also approved as an alternative to a conventional batterer intervention program by a local magistrate in a domestic violence restraining order case.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Although only one case was active and it ended due to a transportation issue between North and South Counties, the majority of people who have inquired about the program have expressed gratitude over the program’s existence. This reinforces the fact that we are moving in the correct direction, even if the numbers are slow to grow.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

The program itself is prepared to provide service with no anticipated problems in doing so.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
The primary challenge has been promotion to bring in participants.

Program staff are currently developing an alternative strategy involving a ‘learning community’ intended to help incentivize community participation in transformative justice-informed approaches.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Nothing at this time.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Staff has not been idle: while participation numbers are currently low, the staff have been continuing to engage in reputable, evidence-based education on restorative and transformative justice from sources that are predominantly coming from BIPOC and/or LGBTQ+ perspectives

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Walnut Avenue conitnues to meet agency wide to explore equitable processes in all aspects of our services and the way we run our agency. Use of surveys from partners, staff and participants help us stay within our goal of equitable services for all.

26.43 FY 22-23 Program Report
Agency Name: Homeless Garden Project Program Name: Transitional Employment for Individuals Experiencing Homelessness
Condition: Economic Security & Mobility Tier: Small Budget: $25,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 40 43
How Many Activities/Services Will Be Provided?
Provide over 10,000 hours of transitional employment
annually to people experiencing homelessness. 10000 17698 Goal FY 22-23
Age
0-5 0% 0%
6-18 0% 0%
19-59 88% 88%
60+ 12% 12%
Unknown 0% 0%
Goal FY 22-23
Language
English 87.50% 95%
Spanish 12.50% 5%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 10% 0%
Asian 2% 0%
Latino 10% 19%
Multi-racial 9% 11%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 2% 0%
White 67% 65%
Other 0% 5%
Unknown 0% 0%
Gender
Female 40% 44%
Male 54% 54%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 6% 2%
Unknown 0% 0%
Location
Capitola 0% 0%
Santa Cruz 77% 85%
Scotts Valley 0% 0%
Watsonville 7% 5%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 7% 5% Unincorporated North County (e.g. , Davenport ) 2% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 7% 5% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 40 22
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 6/20/2023.
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
80% of graduates of the program will be employed/receiving steady income within 3 months of leaving the program, as measured by follow-up interviews with graduates.
80% 100%
80% of graduates of the program will obtain stable housing within 3 months of leaving the program, as measured by
follow-up interviews with graduates.
80% 88%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
We had a successful year with our transitional employment program. Successfully engaging people experiencing homelessness and prviding wages, job training and support services in an effort to help obtain housing and employment. We also were successful in distributing more healthy, organic produce than ever before, growing the Feed 2 Birds program in 2022 from 30 to 45 shares of organic produce donated to non-profit partners and again from 45 to 60 in 2023. This program builds our trainees self-worth while helping to combat food insecurity in our community.

26.44 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
We have many stories on our blog at our website. Here is an excerpt from Eric's talk at our annual MLK Jr. Day of Service.
https://homelessgardenproject.org/peace-and-connection-on-the-farm/ "In all, I’ve gained a sense of peace here that I don’t think I’ve experienced anywhere else, right here on this 3 1/2 acre patch of earth. My time as a trainee is almost up, a little more than a month to go, but I now have a center of support & stability that I will use to carry my partner & me into the future, new opportunities, a new beginning."

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

The weather served to be the biggest impediment to success this year. We were significantly delayed in farming in the spring, and the weather was very challenging for those who are unhoused. We had a newly housed trainee lose her Boulder Creek cabin as 3 redwoods fell on it, making her unhoused again. Our value-added workshop and office had severe leaks and significant mold was identified, forcing us to secure alternate accommodations.

As with other challenges, our resourceful staff and incredible community of supporters (including the City) have stepped up to allow the program to continue successfully.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
The population we serve has larger than average challenges wth regular communication. We did not distribute the survey regularly, thus making it more of a challenge to receive surveys from those who have moved on from the program. In the future we will regularly apply the survey.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Unknown. We will regularly apply to official CORE survey throughout the grant period to ensure higher rates of return.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Issues of equity remain at the heart of HGP's work. We believe everyone has value and our work is to ensure all have the tools they need to build a home in the world.

We have engage organizational consultants to help us create a Diversity, Equity and Inclusion plan. The consultants (Healing Equity United) have been working with select staff to create a curriculum for our organization.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
As addressed above, we have engaged with consultants to ensure our organization is practicing the inclusive values that we strive for.

Additionally, while our volunteer program has yet to reach the larger numbers of participation as prior to the pandemic, the numbers have increased and we are once again seeing stigmas around homelessness change through collaboration on the farm, with bridges between housed and unhoused communities being built and strengthened. This remains core to our work.

26.45 FY 22-23 Program Report
Agency Name: Vista Center for the Blind and Visually Impaired Program Name: Vision Loss Rehabilitation Program Condition: Health & Wellness Tier: Small Budget: $22,800.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 40 68
How Many Activities/Services Will Be Provided?
40 Assessments/ Counseling 40 68
78 Hours of Case Coordination 78 86
5 Support Groups/ bi-lingual - 15 Participants 5 5
35 Sessions of Rehabilitation Services – (Includes Training in Adaptive Daily Living (ADL) Skills and/or Orientation & Mobility (O&M), and/or Assistive Technology)
35 56
Goal FY 22-23
Age
0-5 0% 0%
6-18 0% 0%
19-59 15% 2%
60+ 85% 98%
Unknown 0% 0%
Goal FY 22-23
Language
English 93% 93%
Spanish 6% 4%
Other 1% 0%
Unknown 0% 3%
Ethnicity
African American 0% 0%
Asian 1% 6%
Latino 9% 7%
Multi-racial 0% 0%
Native American/Alaskan 1% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 88% 80%
Other 1% 1%
Unknown 0% 6%
Gender
Female 69% 57%
Male 31% 43%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 8% 5%
Santa Cruz 42% 46%
Scotts Valley 11% 12%
Watsonville 14% 12%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 18% 14% Unincorporated North County (e.g. , Davenport ) 4% 2%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 1% 7% Unincorporated South County (e.g., Freedom ) 2% 2%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 40 53
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 06/30/2023
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
85% of Assessment / Counseling participants will report better mental health, increased knowledge of community
resources, services, adaptive devices, and equipment, as measured by follow up survey - Clients who rate at least a 4 on a scale of 1 (unsatisfactory) to 5 (satisfactory).
85% 100%
85% of ADL participants will report behaviors that improve physical health, specifically able to manage day to- day activities, as measured by post-test at discharge – e.g., Clients who improve at least one level from Not Confident to
Somewhat Confident to Confident in their ability to prepare a simple meal.
85% 100%
85% of O&M participants will report improved mental health, mobility skills, ability to navigate home and community, as measured by post-test at discharge - Clients who improve at least one level from Not Confident to Somewhat Confident to Confident in their ability to safely move within their residence or community.
85% 100%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

26.46 1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Vista Center contracted to serve 40 unduplicated blind and visually impaired County residents with services that enable independence, improve safety, and reduce isolation. At FY23 yearend, 103 seniors have been served. 68 of these received low or no-cost services, funded through this CORE grants budget. We have exceeded targets for both service volumes and contracted outcomes with all clients reporting 100% satisfaction! Program participation has surged since in-person services have resumed fully. Visually impaired residents prefer receiving 1:1 training as well as the opportunity to share, socialize and attend support group counseling.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Ms. ER is 59 years old client, speaks only Spanish and lives in Santa Cruz. ER lost her vison due to unexpected diabetes complications. She came to Vista Center in a state of disbelief, shock and denial. Our Spanish speaking Counselor provided individual counseling and Spanish Support group participation. Rehabilitation specialist helped ER regain her confidence and independence through Orientation and Mobility instruction.

ER says: “I learned how others deal with the same issues and that I am not alone. I can now reach out friends during a difficult moment --or even to share good moments. I want to thank Vista Center for providing critical services for people like me”.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

Our main challenge remains hiring qualified staff, due to:
1) a lower supply of vision loss related specialized skills, and 2) our ability to attract good talent owing to below market compensation and high cost of living.

However, we have had some success in hiring an Orientation and Mobility Instructor recently.

Community Outreach is still limited to retirement communities and senior centers due to staff limitations and remain lower than pre-Covid levels.

Vista Center’s participant data collection tools are robust and do not pose any major challenges.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
N/A

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
N/A

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Equity and diversity is built into our daily activities both with client programs and staff team work. We regularly serve clients with disabilities and visual impairment and also have a significant percentage of staff with lived experience in vision loss and blindness.

Staff are continuously trained in best practices for promoting equity and respectful behavior within and outside the organization.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Grant funding of $22,800 has helped us serve more low-income residents, especially seniors and therefore reduce systemic income driven health inequities. Our enhanced capacity has enabled provision of low or no-cost services to 68 County residents, which is over and above our target of 44.

Program funding has positively addressed access inequities, promoted the just and fair treatment of all Vista clients, including the more vulnerable and financially disadvantaged, levelled the playing field for low-income seniors with access to same services as those that are able to pay.

26.47 FY 22-23 Program Report
Agency Name: Wings Homeless Advocacy Program Name: Vital Documents Condition: Stable, Affordable Housing & Shelter Tier: Small Budget: $25,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 410 370
How Many Activities/Services Will Be Provided?
410 birth certificates. 410 370
Goal FY 22-23
Age
0-5 2% 7%
6-18 3% 6%
19-59 73% 74%
60+ 22% 13%
Unknown 0% 0%
Goal FY 22-23
Language
English 70% 97%
Spanish 30% 3%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 6% 3%
Asian 1% 1%
Latino 26% 30%
Multi-racial 7% 4%
Native American/Alaskan 5% 6%
Native Hawaiian/Pacific Islander 2% 0%
White 79% 77%
Other 0% 0%
Unknown 0% 9%
Gender
Female 38% 39%
Male 60% 58%
Transgender- Female 0% 1%
Transgender- Male 0% 0%
Other 2% 1%
Unknown 0% 1%
Location
Capitola 0% 0%
Santa Cruz 90% 92%
Scotts Valley 0% 0%
Watsonville 10% 8%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 0% 0% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 410 370
80% of CORE program participants report being either
“satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by June 30th of each FY.
80% 97%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
60% of participants at risk of or currently experiencing homelessness who receive Vital Docs services will show an increase in housing readiness as measured by a review of HMIS case notes pre and post service; this information will be aggregated and reviewed at the end of each fiscal year. 60% 99%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
The Wings Vital Docs Team served 370 people experiencing homelessness in the last fiscal year. Wings volunteer notaries provided no-cost birth certificates at managed camps, county jails, and libraries to provide clients with a path to housing, employment, and other benefits that can help them to become self-sufficient.

26.48 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Wings is fortunate to see client success firsthand. Wings has been able to assist families like Amelia and her 3 teen sons with getting their birth certificates. Though currently living in a truck, the family is now able to pursue a housing voucher. Brad said “Because of Wings, I got a job with UPS!”, and Allen received his birth certificate (from Japan), got his Real ID, and was able to travel to New York to be with supportive family. Maribel fled an abusive situation and needed her daughter’s birth certificate to enroll her in a new school and to get benefits so they could start over in safety. In each of these cases, a birth certificate was the ticket to exiting homelessness.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

The primary challenge for the Vital Docs Team is having clients follow up. People experiencing homelessness do not always have consistent means of communication or transport, which can make it challenging to hand off the birth certificate once it has been received by Wings. If Wings is unable to reach the client by their preferred means of communication for 6 weeks, it is safely stored and a public alert is put into HMIS for the client, including Wings’ contact information. This ensures that case management will know that it can be picked up if needed.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
The main challenge in collecting exit data is when clients are unable to follow up. For example, when doing outreach at the Benchlands last July, Wings was able to get birth certificates for multiple people staying there but lost contact with at least half of them when the camp disbanded. We stored these birth certificates and when the clients or a case manager contact us to retrieve the birth certificate, we are able to get the exit survey information at that time.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Wings does not currently require any extra assistance.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
The Wings Vital Docs Team (1 staff, 9 volunteers) is constantly adapting to better serve new populations. All Wings forms are available in both Spanish and English, and we try to have a bilingual team member at our south county program. Wings is committed, and successful, in obtaining international birth certificates, to better serve our clients and reduce the burden of traveling to a consulate. For clients without a permanent address, we provide our address for safe delivery of their documents. Lastly, we also secure marriage, divorce and death certificates for clients who need these to access social security benefits to which they are entitled.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
By helping people obtain birth certificates, Wings is reducing barriers and increasing access to housing, health care, services, benefits, and employment-all of which help break the cycle of poverty and homelessness. For 97% of our clients, having a birth certificate increased their confidence in being able to pursue employment, housing or stability. Clients indicated that the main reasons for requesting a birth certificate are for ID (49%), benefits (43%), employment (47%), housing (49%) and housing vouchers (40%). Our program aligns with the Housing for a Healthy Santa Cruz Strategic Framework, helping the county increase the number of people exiting services into permanent housing, and reducing time spent without housing.

26.49 FY 22-23 Program Report
Agency Name: Sweaty Sheep - Presbytery of San Jose Program Name: Worries to the Wind Condition: Community Connectedness Tier: Small Budget: $16,500.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 750 447
How Many Activities/Services Will Be Provided?
50 free sailings 50 35
Goal FY 22-23
Age
0-5 0% 5%
6-18 20% 34%
19-59 60% 51%
60+ 20% 10%
Unknown 0% 0%
Goal FY 22-23
Language
English 80% 92%
Spanish 5% 7%
Other 15% 1%
Unknown 0% 0%
Ethnicity
African American 10% 4%
Asian 10% 18%
Latino 10% 14%
Multi-racial 10% 18%
Native American/Alaskan 5% 0%
Native Hawaiian/Pacific Islander 5% 0%
White 50% 36%
Other 0% 10%
Unknown 0% 0%
Gender
Female 40% 59%
Male 40% 38%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 20% 3%
Unknown 0% 0%
Location
Capitola 20% 17%
Santa Cruz 60% 34%
Scotts Valley 10% 10%
Watsonville 10% 4%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 0% 31% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 4% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 750 447
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey.80% 98% Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
75% of program participants will develop positive
caretaker/client relationships as measured by post program service surveys.
75% 92%
80% of special needs program participants will experience decreased depression and isolation as measured by post
service surveys.
80% 85%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
The weather was rough and we initally had issues with folks wanting to survey; however we added a few extra midweek sails this spring and got back on track and figured out (thanks to the farmers market) a 'point at your answer' survey model and now we are on track.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
We had two handicapped individuals find caregivers through our sailing and performed two free burial at sea services for individuals that we met through the offering.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.
weather!

26.50 4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
Individuals were less likely to want to write answers but open to pointing to them on a lamenated piece of paper. We have had success using eventbrite as well.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
NA

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
We've actually led 2 diversity trainings for area churches and are working with the diversity center on a project currently around mental health

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
We've met our goal thus far but would like to increase our diversity to include more hispanic low-income individuals

26.51 FY 22-23 Program Report
Agency Name: Volunteer Center of Santa Cruz County Program Name: YouthServe Condition: Thriving Families Tier: Small Budget: $25,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 400 148
How Many Activities/Services Will Be Provided?
40 virtual projects 40 17
20 in-person projects 20 36
6-week Summer Service Institute. 1 1
Goal FY 22-23
Age
0-5 0% 0%
6-18 100% 100%
19-59 0% 0%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 60% 85%
Spanish 40% 15%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 2% 1%
Asian 3% 4%
Latino 40% 30%
Multi-racial 15% 11%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 30% 52%
Other 10% 2%
Unknown 0% 0%
Gender
Female 60% 54%
Male 40% 46%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 5% 3%
Santa Cruz 15% 26%
Scotts Valley 5% 7%
Watsonville 40% 26%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 20% 21% Unincorporated North County (e.g. , Davenport ) 5% 6%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 5% 7% Unincorporated South County (e.g., Freedom ) 5% 4%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 400 52
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 6/30 of each fiscal year.
80% 96%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
80% of youth in the Summer Service Institute will report feeling more connected to their community as measured by pre and post program surveys.
80% 100%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
This year 612 youth joined our email email list to receive monthly volunteer opportunities. 148 young people participated in one or more volunteer projects with YouthSERVE this year.

An additional 93 youth have signed up to join projects next year. The majority of the volunteers (103) have participated in more than one event or project, many of them doing both in-person and virtual projects. Volunteering is an effective intervention for teens experiencing depression and we are looking forward to growing the program and our impact next year.

26.52 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Jay is a teen from South County that originally joined our program as a part of the Court Community Service program. He joined our virtual program making cards for seniors. After completing his required hours, he stayed in touch and joined the summer program. On his volunteer application he stated that he wants to continue to volunteer to, “give back to the community and help other people.” He has really connected with one of our adult leaders who is a student at UCSC. Jay has been very engaged in the projects and signed up to join another project in August. In his end of year evaluation he said that he wants to keep volunteering so that he can get into a good college.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

YouthSERVE programming was interrupted in January and March when our team was responding to the major flooding in our community. Our staff were coordinating flood clean up and donation distribution projects for 5 months. During this time we were continuing to refer teens to volunteer with community partners, many of the direct service projects were unavailable. One of the reasons that we have more volunteers in North County during this time is that the YouthSERVE program partnered with the City of Santa Cruz to spearhead volunteer clean-up of Main Beach and San Lorenzo river Levee in Santa Cruz after the flooding in January.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
We didn’t have as much response to the end of year survey as we would like with only ⅓ of youth volunteers responding. We are planning to get a text message system in place to survey volunteers via text next year.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Review of best practice for collecting gender and ethnicity data would be helpful

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
This year we focussed much of our program activity responding to the flood in Pajaro and supporting food distributions in south county. This unprecedented flood has illustrated the economic disparity and systemic racism experienced by farmworkers and low-income residents of Watsonville and Pajaro. Our community will be recovering from this disaster for many more months and it has been a powerful learning opportunity for volunteers of all ages to see first hand the disparity in our community. We are currently preparing our staff and volunteers to continue to support the families impacted by the floods. We have provided training on disaster recovery and racial equity as well as providing time to respond to bias and inequity and train voluntee

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Our goal is to remove barriers for youth of color to engage in meaningful volunteer service directly in their community. While we faced many challenges this year, we built a strong partnership with Second Harvest Food Bank and the Pajaro Valley Health Trust to collect inkind donations for families who lost their homes in the Pajaro Flood. Students at Watsonville High School volunteered to collect, sort and distribute these donations to families in need. We are continuing this partnership with the Summer Institute with students volunteering both with the food bank and with environmental projects in Watsonville and South County. However, we did not achieve our goal of having 100% of our summer projects taking place in South County.

26.53 Medium Tier
Contracts

26.54 FY 22-23 Program Report
Agency Name: Ventures Program Name: Alas
Condition: Economic Security & Mobility Tier: Medium Budget: $134,100.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 30 30
How Many Activities/Services Will Be Provided?
Thirty (30) families identified for participation 30 30 Six (6) $500 monthly stipends for each participating family 6 6 One hundred and fifty (150) Personal financial coaching sessions 150 148
Twelve (12) Financial Capability Workshops 12 12
Goal FY 22-23
Age
0-5 15% 20%
6-18 20% 25%
19-59 65% 55%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 6% 0%
Spanish 94% 100%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 0% 0%
Asian 0% 0%
Latino 100% 100%
Multi-racial 0% 0%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 0% 0%
Other 0% 0%
Unknown 0% 0%
Gender
Female 75% 87%
Male 25% 13%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 0% 0%
Santa Cruz 22% 20%
Scotts Valley 0% 0%
Watsonville 66% 54%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 3% 0% Unincorporated North County (e.g. , Davenport ) 3% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 6% 26%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 30 30
80% of CORE program participants report being either
“satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by June 30th of each FY.
80% 90%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
75% of participants will report increased financial literacy, as measured by pre- and post- service survey. 75% 93%
80% of participants will improve mental health, specifically participants will report reduced stress and anxiety caused by finances. as measured by pre- and post- service survey. 80% 80%
75% of participants will increase their assets and/or income, as measured by pre- and post-service survey. 75% 100%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

26.55 1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
We successfully recruited and served 30 families in Santa Cruz County. Our program specifically targeted individuals with household income less than $65,000, ensuring that we were able to reach SCC residents who are unbanked/underbanked, rural, low-income communities of color. In addition, all 30 participants had children under the age of 18 in their households.

Another notable success was our partnership with the UCSC Blum Center for the evaluation of our program. This collaboration facilitated the expansion of our services to an additional cohort of 15 participants of Monarch, effectively increasing the number of families served to a total of 45 households.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Juana joined the Alas program in December 2022 and was provided a guaranteed income, one-onone coaching, and financial education. She was able to save for emergencies and set goals such as becoming a certified CN and acquiring her GED. After six months, she grew in confidence and actively shared her newfound knowledge during group workshops.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

Due to the severe storms and floods in the County, many of our families had been directly impacted by the flooding. The floods had caused road closures, making it even more challenging for families to access essential resources and attend coaching workshops. In addition, the emergencies, and the damages of the storm to our community brought more stress to our families. This resulted in some of them not being able to concentrate and live with fear of current and future financial difficulties. We managed this by connecting our participants with more resources including other financial resources, food, healthcare, and other social services including County Social Services.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
Most of our community members/participants dealt with many things during the report period and they had difficulty finding time to answer our surveys. Some were participating in other programs and the fatigue of surveys from all agencies became visible to us. Due to this, we worked with our participants to support them in answering the surveys as well as making sure our questions were easy to answer. For example, we turned our paper survey to electronic version so participants could use their mobile device to answer faster. We also asked them to take pictures of their survey and text them to us to facilitate for them to turn them in.

In order to accommodate all this, staff members allocated additional time and support to participants.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
n/a

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
All our staff have taken Racial Equity training to understand implicit bias and co-create with our community members. Equity is at the center of our organization and its approach.

Ventures believes that HOW the work is done is just as important as the work itself. As such, they are highly focused on defining and establishing community-owned structures. These structures ensure community members, and staff, hold decision-making power over policies and programs.

In addition, Alas staff attended Bridging the Credit Gap training in DC to build more capacity on how to support our community with credit building. Credit is a major tool used and like all systems, is inequitable. We learned more tools to share and use for our community.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
To address the needs, Ventures has targeted the CORE Condition of Higher Levels of SelfSufficiency to address inequities in household income and other outcomes. Through our program Alas, Ventures has cultivated the strengths of 30 working-class Latine families who wanted to build their sense of community, self-determination, and financial wellbeing, by offering them a variety of culturally and linguistically responsive workshops, individual consultation, and a vital monthly stipend of $500 over a six-month period all provided by bicultural, bilingual staff in accessible and understandable formats. In addition, our participants collectively paid off more than $25,000 in debt after learning and obtaining tools from our program.

26.56 FY 22-23 Program Report
Agency Name: Community Action Board of Santa Cruz County, Inc. Program Name: Alcance - Links2Work and Day Worker Center Condition: Economic Security & Mobility Tier: Medium Budget: $90,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 135 129
How Many Activities/Services Will Be Provided?
45 low-income community members composed of those who
have alcohol or drug addictions or are family members who face employment barriers due to addiction.
45 45
90 day workers who are clients of the Day Worker Center and face barriers to mainstream employment. 90 84
Goal FY 22-23
Age
0-5 0% 0%
6-18 0% 0%
19-59 95% 96%
60+ 5% 4%
Unknown 0% 0%
Goal FY 22-23
Language
English 10% 5%
Spanish 89% 95%
Other 1% 0%
Unknown 0% 0%
Ethnicity
African American 1% 0%
Asian 1% 0%
Latino 95% 95%
Multi-racial 1% 0%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 2% 5%
Other 0% 0%
Unknown 0% 0%
Gender
Female 38% 39%
Male 60% 61%
Transgender- Female 1% 0%
Transgender- Male 1% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 0% 1%
Santa Cruz 25% 22%
Scotts Valley 1% 1%
Watsonville 60% 71%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 6% 0% Unincorporated North County (e.g. , Davenport ) 1% 4%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 2% 0% Unincorporated South County (e.g., Freedom ) 5% 0%
Unknown 0% 1%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 135 106
80% of CORE program participants report being either
“satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by June 30th of each FY.
80% 81%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
75% of those completing the Links2Work (L2W) program
will be placed into employment, as measured by a quarterly review of employment placement records.
75% 100%
90% of Links2Work clients placed into employment will
report improved family relationships due to the intervention provided by Links2Work staff as measured by a pre and post survey which will be aggregated quarterly. developed survey 90% 100%
90% of L2W clients placed into employment will report
improved family relationships due to the intervention
provided by Links2Work staff as measured by a program
developed pre and post survey which will be aggregated
quarterly.
90% 100%
80% of placed Day Workers will report a greater sense of economic stability due to their involvement with the Day Worker Center as measured by a program developed postplacement survey and aggregated quarterly 80% 100%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Successes achieved due to CORE funding support include clients placed in retail, driving positions, manufacturing, landscaping and agricultural support. Day workers have also been trained in work ethics, leadership, OSHA safety, conflict resolution and financial literacy support.

26.57 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
A client who was released from prison was able to secure a job at a hardware store with CAB's Alcance support, which also helped them secure housing!

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

CAB's Alcance did have staff recruitment challenges for its L2W program, but by mid year was able to hire staff for the program and ended up meeting its goals.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
NA.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
NA.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
CAB has a strong commitment to diversity, equity and inclusion. Through frequent program team meetings, every other month all-staff meetings, and professional development opportunities such as CAB’s internal Equity Academy, CAB staff are engaged in, trained on, and committed to infusing equity into service delivery. This includes ensuring that equity goals focused on representation, participation and outcomes attainment are met.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
CAB's Alcance/DWC CORE equity issue is race/ethnicity. Alcance/DWC's staff is bilingual and bicultural, and reflective of the community it serves, which is primarily Latinx adult employment seekers/Day Workers. In 2022/2023, Alcance/DWC CORE programming participants were 95% Latinx. Due to staff being community reflective, they are able to provide employment services, case management and other services in a culturally competent manner, centering services on equity.

26.58 FY 22-23 Program Report
Agency Name: Big Brothers Big Sisters of Santa Cruz County Program Name: Big Brothers Big Sisters of Santa Cruz County Condition: Thriving Families Tier: Medium Budget: $90,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 40 57
How Many Activities/Services Will Be Provided?
8 match events and activities will be provided. 8 8
Goal FY 22-23
Age
0-5 0% 0%
6-18 86% 86%
19-59 14% 14%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 66% 67%
Spanish 34% 33%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 6% 5%
Asian 0% 0%
Latino 60% 60%
Multi-racial 6% 17%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 24% 17%
Other 4% 0%
Unknown 0% 0%
Gender
Female 54% 55%
Male 43% 40%
Transgender- Female 1.50% 0%
Transgender- Male 1.5 0%
Other 0% 5%
Unknown 0% 0%
Location
Capitola 3% 0%
Santa Cruz 38% 53%
Scotts Valley 0% 4%
Watsonville 29% 19%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 13% 5% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 7% 5% Unincorporated South County (e.g., Freedom ) 1% 7%
Unknown 7% 7%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 40 40
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 06/30/2023. (Direct Services)
80% 95%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
85% of BBBS youth participants will have an improved
attitude toward school as measured by annual surveys and interviews with parent/ guardian, child and mentor.
85% 81%
85% of BBBS youth participants’ families will report an improvement in their child’s self confidence as measured by annual surveys and interviews with parent/ guardian, child and mentor.
85% 86%
BBBS will have a 20% increase in the number of matches
made for youth as measured by data and reports on the
number of present mentors and the number at the end of the FY.
20% 29%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
This year we saw a 74% increase in total orientations completed, 15% increase in total of inquiries received, and a 15% increase in total Bigs ready to be matched which supported our efforts in creating more matches this year compared to last year coming out of the pandemic.

26.59 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
In March 2023, Ace was matched with PJ to overcome his fear of water through aquatic activities. PJ, an experienced kayaker, introduced Ace to the sport, and with patient guidance, they enjoyed successful kayaking outings. Ace's bond with PJ grew steadily, and his mom appreciated PJ's understanding and support. Ace's remarkable progress was evident during his middle school graduation, where they celebrated together at a special event for graduates. As Ace prepared for high school, he felt a mix of excitement and nerves, but having PJ as a mentor provided comfort and reassurance. PJ not only helped Ace explore new activities and achieve goals but also served as a trusted confidant during this crucial phase of his life.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

Our agency is still rebuilding post pandemic and we've had significant staff changes including a new executive director after two interim directors. We've had turnover in our program facilitators as well. We're hopeful that our new office location (moved to downtown Santa Cruz in May 2023 after 18 years in Capitola) will allow us to be more accessible to the youth and families that we serve.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
Aside from sending out automated reminders for folks to complete surveys, we've added completing surveys over the phone during match support calls. This is to give an opportunity to parents that missed those email reminders to complete them with us over the phone. We also send survey links via text for parents that prefer to do surveys on their phone. This sometimes leads to parents forgetting. We then send text reminders and offer again to complete surveys via phone call if preferred.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Continued support on evidence-based practices and local data to support our work and impact.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Our staff has rededicated our focus to equity through new community outreach, new after school programs, agency relocation for equitable access (transportation), and adopted the JEDI statement (justice, equity, diversity, and inclusion) as an integral part of our values and mission.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
This year we have created a weekly mixer for LGBTQ+ youth in partnership with the Diversity Center, as a safe and inclusive space for youth to meet, engage, and find support.

26.60 FY 22-23 Program Report
Agency Name: Boys & Girls Clubs of Santa Cruz County Program Name: Boys & Girls Clubs of Santa Cruz County Condition: Lifelong Learning & Education Tier: Medium Budget: $94,500.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 1250 1352
How Many Activities/Services Will Be Provided?
700 high-yield learning activities. 700 731
Goal FY 22-23
Age
0-5 0% 0%
6-18 100% 100%
19-59 0% 0%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 88% 86%
Spanish 11% 13%
Other 1% 1%
Unknown 0% 0%
Ethnicity
African American 2% 2%
Asian 2% 1%
Latino 19% 37%
Multi-racial 23% 13%
Native American/Alaskan 0% 1%
Native Hawaiian/Pacific Islander 0% 1%
White 53% 43%
Other 0% 2%
Unknown 0% 0%
Gender
Female 49% 41%
Male 50% 58%
Transgender- Female 0% 0%
Transgender- Male 1.50% 0%
Other 1% 1%
Unknown 0% 0%
Location
Capitola 2% 2%
Santa Cruz 30% 39%
Scotts Valley 17% 17%
Watsonville 4% 2%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 37% 29% Unincorporated North County (e.g. , Davenport ) 1% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 8% 10% Unincorporated South County (e.g., Freedom ) 1% 0%
Unknown 0% 1%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 1250 157
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 06/30/2023. (Direct Services)
80% 85%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
80% or more of participating youth will self-report receiving mostly A’s and B’s in school, as measured by the BGCA
National Youth Outcomes Initiative survey (administered annually in March).
80% 86%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Over the past year, we delivered “Project Learn,” an evidence-based practice that strives to improve students’ educational outcomes by increasing their interest in learning, enhancing their academic abilities, and improving their grades. Our primary activities were “Summer Brain Gain” and “Power Hour” programs, delivered during summer camp and afterschool programs, respectively. Every day at our Clubs also includes high-yield learning activities via fun physical activity and creative arts programs. Data from our 2023 BGCA National Youth Outcomes Initiative (NYOI) survey indicate that 94% of our youth think they’ll graduate from high school (up from 88% last year), and 99% of our youth are on grade level for their age (up from 94% in 2021).

26.61 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
During summer 2023, we partnered with Santa Cruz City Schools and San Lorenzo Valley Unified to provide summer enrichment programming for priority students. One parent shared the following: “I wanted to take the time to give a sincere thank you for the collaboration this summer between SLVUSD and The Boys and Girls Club. Both of my girls enjoyed this program and learned so much! Each week they learned lessons as if they were in school! They learned about other countries and their flags and history, they learned about the zodiac, and they learned new games and activities such as fuse beads and masks.” We were happy to build new partnerships to keep local youth engaged, learning, playing and thriving to combat learning loss.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

We have not experienced any significant challenges in implementing our CORE funded program during this reporting period. We were surprised to see a slight decline in our 2023 NYOI data regarding the number of youth reporting that they receive mostly A’s and B’s in school, down from 88% in 2022 to 86% in 2023.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
During summer 2022, we transitioned from our prior member management system to a new Salesforce-based platform. We are very happy with the new system, but some data from 2022 was truncated during the migration. As a result, we had to do more work to gather and organize the data for this report.

Secondly, because we can’t append our own questions into the NYOI survey, we gathered our CORE satisfaction data via a standalone, anonymous point-in-time survey, rather than as part of our larger NYOI process. This allowed us to capture data from the 157 youth who were in attendance at each of our Clubs that day. We feel that this is a representative sample, however we acknowledge that we did not receive responses from 100% of our participants.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
The greatest challenge we face regarding data collection is simply staff capacity. Our budget is tight, and we prioritize investing in frontline program staff who directly support our youth members. Our small administrative team does the best we can to collect and interpret data related to our participants and their experiences at the Club.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Our mission is to inspire and enable all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens. We talk frequently as a staff about how the circumstances surrounding a young person’s home life, such as financial hardship or trauma, impact their behavior while at the Club. Over the past year, we held several all-staff trainings focused on trauma-informed care, non-violent communication, and youth mental health, to better equip our team in supporting our youth.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Our project is focused on the equity issue of income inequality. 67% of the youth served live in households whose income falls below the County’s median income of $101,068 (according to DataShare SC County). Moreover, our partnerships with local districts allowed us to serve priority students, 70% of whom participate in their school’s Free or Reduced price lunch program. One of the objectives in our RFP was that “Low-income youth participating in Project Learn will respond “very true” to the statement “I enjoy learning new things” at the same or higher rate than the population overall, as measured via the NYOI survey.” We came close to achieving this, with 48% of low income members answering “very true” vs. 49% of our overall population.

26.62 FY 22-23 Program Report
Agency Name: Community Action Board of Santa Cruz County, Inc. Program Name: CAB - Davenport Resource Service Center Condition: Thriving Families Tier: Medium Budget: $72,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 414 433
How Many Activities/Services Will Be Provided?
Food Distribution: 149 low-income households will access DRSC’s weekly food distributions each month 149 155
Case Management: 40 mainly farm working households will receive 400 total case management hours annually, and 9 senior households will receive 90 total case management hours annually.
490 532
10 teens will participate in The North Coast Teen Center (NCTC) and will join one of these programs: Joven Noble, Mujeres Poderosas, and/or Summer Recreation peer
mentoring.
10 10
13 youth, 2nd- 6th grade, will attend the weekly Homework Club. 13 15
DRSC will offer both teens and homework club participants a cumulative of 100 hours of case management/academic
support per year.
100 260
18-22 youth in grades 2nd-12th (some will be youth or teens that have attended Homework Club or NCTC) will attend
DRSC’s Summer Recreation Program and will receive a daily nutritious meal.
18 26
Goal FY 22-23
Age
0-5 5% 5%
6-18 20% 15%
19-59 65% 72%
60+ 10% 8%
Unknown 0% 0%
Goal FY 22-23
Language
English 10% 25%
Spanish 88% 75%
Other 2% 0%
Unknown 0% 0%
Ethnicity
African American 0% 1%
Asian 1% 1%
Latino 89% 73%
Multi-racial 1% 1%
Native American/Alaskan 1% 3%
Native Hawaiian/Pacific Islander 0% 1%
White 8% 15%
Other 0% 5%
Unknown 0% 0%
Gender
Female 38% 32%
Male 60% 61%
Transgender- Female 1% 0%
Transgender- Male 1% 0%
Other 0% 1%
Unknown 0% 6%
Location
Capitola 0% 0%
Santa Cruz 10% 13%
Scotts Valley 2% 0%
Watsonville 0% 0%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 0% 0% Unincorporated North County (e.g. , Davenport ) 86% 86% Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 2% 1% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 414 117
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 06/30/2023. (Direct Services)
80% 99%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
85% of the 40 mainly farm working case managed households will report improved physical health as a result of services provided, as measured by program developed survey,
administered by December 31st and June 30th of each FY. 85% 96%
85% of the 9 senior case managed households will report improved mental health as a result of services provided, as measured by program developed survey, administered by
December 31st and June 30th of each FY.
85% 100%

26.63 NCTC: 70 % of 10 youths who participate in NCTC services will have improved mental health, including reporting an improved positive connection to an adult, as measured by program developed surveys collected by December 31st and June 30th of the FY.
70% 100%
Homework Club: 75% of 13 participants have improved
mental health, as reported and measured by their teacher and/or tutor in program developed surveys collected by
December 31st and June 30th of the FY
75% 100%
Summer Recreation: 75% of participants have improved their socio-emotional development, as measured by program
developed assessments conducted by staff at the end of each summer session.
75% 100%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Throughout the first year of our new CORE-funded programming, we have been excited to see that participants are experiencing strong positive impact from CAB’s Davenport Resource Service Center services. Across the youth/teens, families and senior service activities, we are seeing that our success rates for improved physical and mental health, as well as socioemotional development, based on surveying and case records, are higher than projected for this first year. We are proud of the successful impact we have had with CORE Funding support.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Youth is a participant in DRSC’s North Coast Teen Center. Due to COVID-19 and a family emergency, she had to miss a significant number of school days early in the year. This set her back and she was struggling to get caught up academically, which was also affecting her mental health and causing stress for her parents. Thanks to her participation in North Coast Teen Center, she was able to get caught up in all of her classes, and finish the year out strong with all A’s and B’s.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

One challenge for service provision is maintaining engagement for participants. Through changing seasons that affect available work for agricultural workers as well as changes to availability for youth due to school and other after school activities, we have pivoted and adapted our programming to match the availability of our participants throughout the year.

Some of our strategies have included calling and texting our youth/teens for increased engagement and support, as well as providing “curbside” home delivery food distribution, combined with individual case management support to be responsive to participants’ schedules.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
NA

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
NA

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
CAB has a strong commitment to diversity, equity and inclusion. Through frequent program team meetings, every other month all-staff meetings, and professional development opportunities such as CAB’s internal Equity Academy, led by DRSC Program Director Isai Ambrosio, CAB staff are engaged in, trained on, and committed to infusing equity into service delivery. This includes ensuring that equity goals focused on representation, participation and outcomes attainment are met.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
DRSC’s CORE equity issue is race/ethnicity. DRSC’s staff is bilingual and bicultural, and reflective of the community it serves, which is primarily a Latinx farm working community.

In 2022/2023, DRSC’s CORE programming participants were 86% Latinx. DRSC draws on many culturally based practices and strategies to successfully make impact in the community, including the incorporation of Joven Noble Rites of Passage training with youth, and the Promotora outreach and case management strategy for work with families to break down the geographic and mainstream services isolation. DRSC also provides opportunities for empowerment and leadership support and activities for our participants, helping them to combat barriers that affect rurally-isolated,

26.64 FY 22-23 Program Report
Agency Name: Community Action Board of Santa Cruz County, Inc. Program Name: CAB - Rental Assistance Program Condition: Stable, Affordable Housing & Shelter Tier: Medium Budget: $112,500.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 306 1699
How Many Activities/Services Will Be Provided?
90 households will be screened for eligibility for rent assistance. 90 160
18-22 households screened will be provided with rent
assistance will receive case management and related services (individualized housing stability plans, budgeting support and information and referral)
18 18
100% of rent assisted households (18-22 households) will be provided with follow-up after-care case management and
housing retention support.
100% 100
Goal FY 22-23
Age
0-5 10% 8%
6-18 36% 32%
19-59 45% 49%
60+ 9% 11%
Unknown 0% 0%
Goal FY 22-23
Language
English 15% 22%
Spanish 65% 78%
Other 20% 0%
Unknown 0% 0%
Ethnicity
African American 0% 3%
Asian 1% 0%
Latino 77% 78%
Multi-racial 5% 0%
Native American/Alaskan 1% 0%
Native Hawaiian/Pacific Islander 1% 0%
White 15% 19%
Other 0% 0%
Unknown 0% 0%
Gender
Female 55% 54%
Male 43% 46%
Transgender- Female 1% 0%
Transgender- Male 1% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 0% 0%
Santa Cruz 50% 62%
Scotts Valley 0% 0%
Watsonville 0% 0%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 42% 38% Unincorporated North County (e.g. , Davenport ) 2% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 6% 0% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 306 18
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 06/30/2023. (Direct Services)
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
100% of households receiving rental assistance will report improved economic stability and avoid eviction, as measured by signed landlord verification agreements (program
developed) obtained from landlords before rent assistance checks are sent.
100% 100%
80% will report improved economic stability and increased knowledge of homelessness prevention, financial literacy, and housing retention strategies and resources, as measured in case notes and post-service surveys (program developed) within one month post service.
80% 86%
75% of households provided rent assistance will have
improved economic and housing stability, showing that they continue to be housed, as measured by 3- and 6-month postassistance housing retention surveys (program developed). 75% 100%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)