Vallejo City Council
June 14, 2022

DATE: June 14, 2022
TO: Mayor and Members of the City Council
FROM: GIllian Hayes, Assistant City Manager
SUBJECT: RECEIVE ALL HOME REGIONAL ACTION PLAN ON HOMELESSNESS

PRESENTATION AND POSSIBLY ADOPT A RESOLUTION GENERALLY ENDORSING

THE CONCEPTS

RECOMMENDATION

1. Receive a presentation by All Home CA, a collective impact partnership, on the Regional Action Plan on homelessness.

2. Consider and possibly adopt a resolution generally endorsing the concepts of Regional Action Plan as a framework for reducing and preventing homelessness in the City of Vallejo.

REASONS FOR RECOMMENDATION
The City continues to work to address homelessness and identify partners and resources to assist us with this City Council priority. By endorsing the Regional Action Plan, the City will have access to stronger regional partnerships, be able to increase awareness, and align local, regional, and state resources to the regional goal of reducing unsheltered homelessness in the Bay Area, 75% by 2024.

BACKGROUND AND DISCUSSION
All Home is a regional collective impact partnership with ambitious goals for addressing homelessness in the Bay Area. It was founded in 2019 and funded by philanthropic investors such as the Tipping Point Community, San Francisco Foundation, Crankstart, and many others. In 2020, All Home established the Regional Impact Council (RIC) as part of their objective to convene key stakeholders to address the homelessness crisis. The RIC is a roundtable of stakeholders from all nine Bay Area counties convened to tackle the regional housing insecurity and homelessness crisis facing the Bay Area. RIC members are policymakers; affordable housing, social equity and economic mobility stakeholders; housing and homelessness service providers; and business and philanthropic partners. They are working to develop a unified approach to advance system-level changes for mitigating poverty-reducing housing insecurity and racial inequities, and addressing the homelessness crisis with regional solutions. The RIC believes that homelessness can be rare, brief, and non-recurring for those who experience it.

The Regional Action Plan (RAP)
All Home facilitated the RIC as it developed the RAP, hosting meetings and providing direction, and helped the RIC translate its year-long work into the final RAP. The RAP sets out the ambitious goal of reducing the number of people experiencing homelessness by 75% in three years. It sets out eight strategic priorities for achieving this goal, some of which are already underway. The RIC’s strategic pillars are to House and Stabilize, Prevent, and enable the region’s most vulnerable populations to Thrive. A key element of the RAP is its 1-2-4 framework. The 1-2-4 approach acknowledges that an effective and sustainable plan to transition people out of homelessness requires investment in multiple strategies at once. This includes: homelessness prevention; interim or emergency housing; permanent, deeply affordable, or permanent supportive housing;

Date: June 14, 2022
Subject: RECEIVE ALL HOME REGIONAL ACTION PLAN ON HOMELESSNESS

PRESENTATION AND POSSIBLY ADOPT A RESOLUTION GENERALLY

ENDORSING THE CONCEPTS

and housing subsidies. It is not enough to provide emergency shelter if there are insufficient long-term housing options to move people from homelessness (i.e., outflow) and insufficient efforts on preventing homelessness in the first place (i.e., inflow). The 1-2-4 framework is a ratio that illustrates proportionate investment in three concurrent strategies (outlined in the table below). The framework and RAP require rethinking how existing resources are allocated and provide a practical approach for future federal and state investments. This framework, if adopted and implemented across the region, would change the current approach of resource distribution and will require a combination of new and existing sources of funding. + 1 Unit of Interim Housing + 2 Units of Permanent Housing +4 Units of Homelessness Prevention
To bring unsheltered individuals
indoors today by funding the
necessary units needed
For every interim housing unit,
provide 2 units of permanent
housing through, for example,
flexible subsidies and supportive
housing, to allow for long term
housing solutions
For every interim housing and
permanent housing solutions, invest
in 4 units of prevention interventions
to keep individuals most vulnerable
to homelessness housed and stable
through interventions such as rental
and financial assistance
The RAP will work to establish a “system flow” in which unsheltered populations move toward a permanent exit from homelessness through interim housing options. The approach addresses the near-term crisis, creates more permanent housing solutions, and proposes a broad array of preventative initiatives to mitigate the flow of people who experience homelessness for the first time. Cities and Counties are encouraged to plan for and invest in a wider range of deeply affordable housing options. This includes a mix of new construction, acquisition/rehab, and rental subsidies applied to immediately available rental units. Successful implementation of this approach will not only reduce the number of people experiencing homelessness, but will also reduce the number of people at imminent risk of becoming homeless.

Solano Engagement
Part of successfully implementing the plan includes partnering and engaging with jurisdictions across the region to align on plan and support for the RAP’s overall goals. Thus far, we have engaged with the Solano City County Coordinating Council, CAP Solano JPA, Housing First Solano, Regional 2x2 Homeless Committee, and Solano County Board of Supervisors.

Group Date Audience Outcome
CAP JPA Solano +
Housing First Solano
August 31,
2021
Representatives from the Cities
of Benicia, Fairfield, Rio Vista,
Suisun City, Vacaville, Vallejo,
and County of Solano
General support and enthusiasm about
the plan, questions regarding how the
implementation of the RAP is and
which other jurisdictions were
endorsing the RAP
Solano City County
Coordinating Council
November
18, 2021
Partnership between the
County of Solano and the
cities of Benicia, Dixon,
Fairfield, Rio Vista, Suisun
City, and Vacaville
General support and enthusiasm for
the plan, questions regarding support
for mental health and the “how” to
implement the plan. Shared interest in
presenting the RAP to the Board for
potential endorsement. (presented to
BoS on 2/1)
Date: June 14, 2022
Subject: RECEIVE ALL HOME REGIONAL ACTION PLAN ON HOMELESSNESS

PRESENTATION AND POSSIBLY ADOPT A RESOLUTION GENERALLY

ENDORSING THE CONCEPTS

Regional 2x2 Homeless
Committee
January 6,
2022
Representatives from
Fairfield, Vacaville, Suisun
City, City of Vallejo, Solano
County
General support and interest in
digging deeper into top down model
estimating a 1-2-4 modeling and cost
Housing First Solano
Continuum of Care
January 26,
2022
Representatives from
Government, Law
Enforcement, Business,
Nonprofit Homeless
Assistance Providers, and
other At-Large Community
Members.

Voted to endorse the RAP. Questions
about how mental health is connected
to the RAP and the role that County
will play in terms of implementation of
the RAP.

Solano County Board of
Supervisors
February 1,
2022
Brought to the board by Supervisor
Spering; board unanimously
endorsed the RAP
Regional Action Plan Endorsement
Endorsing the RAP would allow more groups to join in collaborative efforts to lift up solutions that are working and design new ones to reach our goals. The 1-2-4 framework outlined in the RAP is not a one size fits all solution, it’s a ratio emphasizing simultaneous investments in three areas to reduce unsheltered homelessness. While investing and participating in a 1-2-4 systems framework will look different across each jurisdiction depending on where past investments have been made and what the community needs are, all of our communities have a role in solving the problem. Jurisdictions are increasing awareness of and alignment regarding homelessness and local, regional and state resources available to reduce experiences of homelessness. This also creates opportunities for more advocacy regarding resources, funds, legislative priorities and access to technical resources from All Home and the Regional Impact Council such as participation in ongoing discussions around opportunities to recurring challenges, knowledge and resource sharing.

All Home recognizes and understands that capacity is a primary consideration to implementing the RAP and may be a concern when jurisdictions consider endorsing. All Home is ready to learn and engage with jurisdictional staff to better understand what level of support may be needed to implement the RAP and in particular what further engagement, advocacy and technical assistance may be needed to implement the RAP in the City of Vallejo. All Home and the Regional Impact Council are committed to supporting existing efforts and finding ways to collaborate to achieve the RAP’s goal of a 75% reduction in unsheltered homelessness across the Bay Area.

Endorsements to date
Since the launch of the Regional Action Plan in April 2021, we have received the following endorsements from City Councils, Mayors and jurisdictions:
● Mayor of Oakland, Libby Schaaf
● Mayor of San Francisco, London Breed
● Mayor of San Jose, Sam Liccardo
● Contra Costa County
● San Mateo County
● Solano County
● City of Berkeley
● City of Hayward
● Sonoma County Continuum of Care
● Housing First Solano
Date: June 14, 2022
Subject: RECEIVE ALL HOME REGIONAL ACTION PLAN ON HOMELESSNESS

PRESENTATION AND POSSIBLY ADOPT A RESOLUTION GENERALLY

ENDORSING THE CONCEPTS

● BART board
RAP Implementation
To date, work towards implementation of the RAP has included presentations and collaboration with various stakeholders across the region and engaging with different sectors that can push forward some of the actions outlined in the RAP. All Home also launched two Action Teams to advance the 1-2-4 systems framework and legislative priorities around the eight strategic priorities bringing together representatives from each county to coordinate approaches to current challenges, share resources, identify where advocacy and support is needed and collaborate on regional priorities and solutions. All Home has also started providing some analytical and strategy support with jurisdictions providing support on 1-2-4 analysis and alignment.

FISCAL IMPACT
There is no direct impact on the general fund associated with adopting a resolution to endorse the Regional Action Plan.

ENVIRONMENTAL REVIEW
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline section 15378.

ATTACHMENTS

1. All Home Regional_Action_Plan_Executive_Summary_Final

2. All Home_Regional_Action_Plan_Final

3. September 2021 RIC TC and SC Roster.docx (2) (1)

4. RAP FAQs

5. All Home RAP Resolution CAO Stamp

CONTACT
Natalie Peterson, Interim Assistant to the City Manager (707)-649-3415 [email protected]

REGIONAL ACTION PLAN: EXECUTIVE SUMMARY
A Call to Action from the Regional Impact Council

Full Report Release Date: April 13, 2021
All Home

Executive Summary
The Regional Action Plan (RAP) is an ambitious plan to reduce the number of people experiencing homelessness by 75% in three years.

The Challenge:

The Bay Area has been confronting a regional homelessness crisis for decades. In 2020, All Home established the Regional Impact Council (RIC), a nine-county effort, convened to devise a unified effort to address homelessness, establish a more prosperous region, and close racial disparities. The need to act is made more pressing by the COVID-19 pandemic. It devastated the job market and added to the population of 35,000 Bay Area residents who were already unhoused.

In addition, fifty percent of extremely low income (ELI) renters do not receive housing subsidies or rent protections, and 34% have controlled rents that are still unaffordable without assistance. The RIC worked to develop immediate solutions that lead with racial equity. The RIC also built solutions holding ourselves and our peers to housing standards, increasing accountability for outcomes, and targeting funding and interventions towards the most vulnerable communities.

The Solutions:

The RIC is putting forth this ambitious Regional Action Plan (RAP) to reduce the number of people experiencing homelessness by 75% in three years. In order to house and stabilize our unhoused neighbors while also initiating preventative measures, the RAP defines eight strategic priorities, some of which are already underway.
- Accelerate cash payments to people impacted by COVID-19 - Provide income-targeted rental assistance to those affected by COVID-19 - Accelerate targeted, data-informed regional prevention model - Extend eviction moratoria
- Secure shelter-in-place (SIP) housing placements
- Streamline state funds and applications for housing
- Prioritize ELI for housing resources
- Extend covenants of affordability to preserve housing supply and funding for ELI tenancy A vital component of the RAP is the 1-2-4 Framework. This approach acknowledges that an effective and sustainable plan to transition people out of homelessness requires investment in multiple strategies at once.

This includes homelessness prevention, interim or emergency housing, permanent, deeply affordable, or permanent supportive housing, and housing subsidies. It is not enough to simply provide emergency shelter if there are insufficient long-term housing options to provide outflow and insufficient focus on reducing inflow. 1-2-4 is a ratio that illustrates proportionate investment in three strategies simultaneously. In order to reduce unsheltered homelessness rapidly, most cities or counties will need to frontload investment into interim housing options. We understand that jurisdictions throughout the region may apply different proportions in their system based on their community, but these components must work together as system responses.

The Partnerships:

Taken together, successful implementation will require partnership with the State of California and federal government, county leaders, businesses, and philanthropies through co-funding and coordinated action. The RAP will work to establish a “system flow” in which unsheltered populations move toward a permanent exit from homelessness through interim housing options.

The Costs:

The total five-year cost of sheltering 75% of the unsheltered population; while also investing in preventative interventions and permanent housing solutions is estimated at $6.5 billion. It will require a combination of new and existing resources. Our approach addresses the near-term crisis. It also creates more permanent housing solutions and a broad array of preventative initiatives to mitigate the unsheltered population inflow.

Call to Action Items by Sector
Success will require action across every level of our Bay Area community. Local governments will need to unite where possible and customize solutions where required. State and the federal government can partner with philanthropies and the business sector. We call on these sectors to pursue the following actions:

California State Government
• Establish a 1-2-4 Framework and support a pilot project in the Bay Area in 2021 by conditioning both existing and new funding to the region. We also request the state provide expanded technical assistance to local jurisdictions to implement the 1-2-4 framework. Lastly, we recommend conditioning existing and new funds allocated to the region based on the implementation of, and progress toward, the 1-2-4 approach in the region’s cities and counties. • Establish standards and best practices for measuring current racial equity levels and for demonstrating progress; increase accountability for outcomes by tying funding to demonstrated progress toward closing disparities. This would include revising the opportunity map methodology to ensure that it does not de-prioritize BIPOC communities, which tend to be overwhelmingly represented as “low resource” in HCD’s opportunity maps. While we support the concept of encouraging new development in high opportunity areas, communities that have suffered historic underinvestment should not be left behind as there are longstanding housing needs that must be met. • Retain as much of the Shelter in Place (SIP) housing established in response to the COVID-19 pandemic as possible for post-pandemic use as interim housing for unsheltered individuals/households transitioning to permanent housing. The State must also work to pass legislation and support programs such as rental assistance to ensure people stay housed.
• Consolidate and streamline all affordable housing and homelessness funding and application processes, ensure that a significant portion of affordable housing funding is inclusive of people with Extremely Low Incomes (ELI), and issue guidance to prioritize local rental assistance funds to severely rent-burdened, ELI households in census tracts of high housing insecurity.

Federal Government
• Allocate $100 billion in emergency rental assistance, $11.5 billion in additional Emergency Solutions Grant, and $26 billion in new Housing Choice Vouchers specifically for people who are experiencing or are at-risk of homelessness. We also call on federal legislators to provide enhanced unemployment benefits at the previous level of $600/week. • In addition to these immediate actions, we call on the Federal government, in close coordination with the State, to provide new funding needed to ensure all local jurisdictions are able to implement plans to house 75% of our unsheltered population by 2024 by implementing a full range of prevention and housing options.
• We commit to working with Congress and the Biden-Harris Administration to identify and develop innovative, scalable solutions to homelessness and poverty. We look forward to quickly turning our attention to “Housing as Infrastructure” and working with our California Congressional delegation to achieve the requisite scale of federal investment in affordable housing to truly make homelessness in the United States an experience that is rare and brief, not one that persists for decades.

Counties
• Adopt the 1-2-4 Framework in counties.
• Operationalize equitable consideration of the most vulnerable communities in prioritization schemes, service provision, and rental assistance programs. • Identify locations and make plans to implement interim housing for individuals who cannot move directly into permanent housing, leveraging recent CEQA exemption for navigation centers. • Enact an eviction moratorium that protects tenants until 60 days after the County lifts its COVID-19 public health emergency (Immediate).
• In the event that a local jurisdiction launches or expands a rental assistance program, it should use a prioritization method that targets rental assistance to those most at risk of becoming homeless.

Philanthropies
• Fund urgently needed interventions targeted to Black, Brown, and Indigenous people experiencing homelessness or are currently at risk of becoming homeless.

Business
• Work to address the barriers faced by underbanked and unbanked populations in accessing benefits by offering no-fee checking accounts or other distribution methods. Furthermore, we call on businesses to help fund interventions in local communities.

Coalition
• Local jurisdictions will be provided with assistance from All Home that recognizes the unique circumstances of local jurisdictions as they work to activate the 1-2-4 framework and support for inter-jurisdictional coordination within and between the region’s counties. If new funds are required, this coalition will actively work to raise the necessary resources from the state and federal governments.
• All Home, in collaboration with regional partners and local jurisdictions, will identify a regional entity (e.g., BAHFA) with the mandate, mission, and capacity to manage a regional homelessness prevention system for the long-term. All Home will also work to implement a three-county pilot regional homelessness prevention system that is rolled out with an eye toward regional expansion to all nine Bay Area counties. Lastly, All Home will work to estimate the scale of need for rental assistance in the Bay Area, including levels needed to prevent expected increases in homelessness and total households unable to pay rent.
● Among selected locations that have existing homelessness prevention programs, the RIC will facilitate consensus-building on what coordinated, data-informed service delivery and common evaluation framework look like based on best practices in the field, including analysis of gaps and barriers. The RIC will also convene local jurisdictions that offer rental assistance programs, along with community groups representing tenants and people who have experienced homelessness, to inform decision-makers about the need to prioritize as recommended above, when resources are limited.

For further questions, please contact Nahema Washington: [email protected].

1 RIC STATEMENT OF EMERGENCY: A REGION IN CRISIS

REGIONAL ACTION PLAN
A Call to Action from the Regional Impact Council

February 2021 | All Home

REGIONAL ACTION PLAN | 2

I. Emergency Statement from the Regional Impact Council Page 3 II. Call to Action Page 5
III. Lead with Racial Equity Page 7
IV. Operationalizing this Work Page 8
V. Plan Details Page 9
Comprehensive 1-2-4 Framework Page 9
Priorities for Implementation Page 11
Impact Metrics & Tracking Page 20
VI. Introduction to the Regional Impact Council Page 21 VII. End Notes Page 25
Acknowledgements Page 25
Glossary Page 26

Cover page photo source: Eden Housing

TABLE OF CONTENTS

REGIONAL ACTION PLAN | 3

A PROBLEM WE CAN SOLVE
The Bay Area’s homelessness crisis is a chronic problem, arguably the region’s greatest and most serious challenge.

The scale and complexity of this challenge is undeniably daunting. As a region we have fought to solve this crisis for decades, to limited avail. However, the problem can and will be solved. We need a new approach to homelessness, marked by new levels of regional cooperation. The Regional Impact Council (RIC) envisions a Bay Area that is united and c oordinated against homelessness: a Bay Area that is organized to seamlessly sha re best practices, data systems, advocacy efforts, and resources. In the Bay Area we envision homelessness is a rare, brief, and non - recurring situation for those who experience it. In this future vision, we have closed racial and economic disparities and created an equitable, stable, and prosperous region. The path to this future will not be easy. It will require action and commitment from all levels of government and community. The RIC believes that we can and must do the work to make this vision real. The first step is to acknowledge that homelessness is an emergency requiring immediate action.

A REGION IN CRISIS
The longstanding homelessness crisis in the Bay Area — described by a global expert as “systemic cruelty” 1— is particularly tragic because the crisis expanded during an economic boom in the wealthiest region in North America.

In 2020, the homelessness crisis further deepened as a result of the COVID -19 pandemic: without sizable, coordinated action and investment, it will continue to destabilize our region as time, and the pandemic, goes on.

In our nine-county Bay Area today, more than 35,0002 of our neighbors, a population larger than many of the region’s suburban cities and towns, lack housing or even the prospect of securing it - despite many work ing full -time.

Seniors, people with disabilities and many people working demanding jobs live out of their vehicles, in tents, and in other situations not fit for human habitation because they simply cannot afford housing in the region that they call home. For some, this problem continues for generations. Many “essential” workers (e.g., home health aides, grocery store clerks, cleaning staff at medical facilities) are literally homeless, with tens of thousands more of these workers at-risk of becoming homeless. In particular, extremely low income (ELI) renters face significant housing insecurity:
50% receive neither housing subsidies nor rent protection, and another 34% have contr olled rents which are still unaffordable without subsidy.

Doing nothing to address the Bay Area homelessness crisis is enormously costly, in economic as well as moral terms.

Many of these costs to our society are in plain sight, and many are hidden. Confronted by human suffering on a daily basis, residents and bus inesses are leaving t he region. In a recent Sil icon Valley Leadership survey, 47% of respondents said that they had considered leaving the region as a result of the homelessness situation. As a result of the impacts that homelessness has on individuals and the community as a w hole, the indirect costs of homelessness on healthcare, criminal justice, and social services are nearly $2 billion annually, based on estimates using real costs from Santa Clara county. We must think holistically as a region about our response to this crisis, and

1 Leilani Farha, United Nations Special Rapporteur, 2018. 2 Given the lack of PIT count in 2021, we created an estimate of the total unsheltered homelessness in the Bay Area. If we apply the unsheltered homelessness growth rate from 2017 -2019 in the Bay Area (~17%) to the unsheltered population in 2019, we estimate unsheltered homelessness to be ~30K. However, given the known impacts of COVID -19 on shelter capacity in the Bay Area and early evidence supporting a growth in homelessness, we estimated that unsheltered homelessness is likely closer to 35K in the Bay Area.

EMERGENCY STATEMENT

REGIONAL ACTION PLAN | 4

recognize that the investment required to address unsheltered homelessness is small compared to the long -term social and economic costs of our current course.

Figure 1: Breakdown of ELI Renter Households; Source: Terner Center for Housing Innova tion COVID-19 has made the region’s limited supply of congregate shelter unusable due to its primarily communal living arrangements, placing our most vulnerable neighbors at heightened risk of exposure. Housing is healthcare, a fact further underscored by the COVID pandemic. A person is unable to “shelter in place” when there is an inadequate supply of shelter and housing. The homelessness and COVID crises disproportionate ly harm Black, brown and Indigenous people of color (BIPOC). For example, African Amer icans comprise only 6% of San Francisco’s general population but make up 37% of the city’s homeless population. As these groups are also more vulnerable to becoming seriously ill or dying from COVID-19, the current situation puts our region’s low -income BIPOC population at ‘double jeopardy’ of becoming homeless and gravely ill as COVID cases surge across California and job losses continue to mount, disproportionately for BIPOC communities.

In our region of unparalleled ingenuity, creativity, and affluence f or many, a failure to address the homelessness crisis – a crisis that existed years before the COVID pandemic , will weaken our communities, drive people and business away from the region, exacerbate existing labor market instabilities, and altogether under mine the prospects for a vibrant, prosperous future for the Bay Area.

Homelessness is no longer a challenge faced by a handful of Bay Area cities, it's a regional crisis. Similar to our pandemic response, we must act together as a region. We must lift up w hat works. We’ve witnessed communities rapidly and creatively providing interim and permanent housing options for unsheltered households in resp onse to the COVID-19 outbreak. We know given the will and coordinated action displayed by County Public Health D irectors in response to the pandemic, that rapid and meaningful regional action is possible, and we must harness that momentum to fix our systems—systems that are clearly broken and that have failed to stop the tidal wave of people who have had no option but to live on the streets.

WE, THE UNDERSIGNED MEMBERS OF THE REGIONAL IMPACT COUNCIL (RIC), URGE IMMEDIATE ACTION. THE BAY AREA’S EPIDEMIC OF UNSHELTERED HOMELESSNESS MUST BE ADDRESSED AS AN EMERGENCY.

WE CALL UPON THE STATE OF CALIFORNIA, OUR CITIES A ND COUNTIES, THE REGION ’S BUSINESS AND

PHILANTHROPIC COMMUNITIES, AND OUR FEDERAL PARTNERS TO ACT WITH UNPRECEDENTED URGENCY AND COORDINATED ACTION, AS IF LIVES ARE AT STAKE - BECAUSE THEY ARE.

REGIONAL ACTION PLAN | 5

SIGNATURES
RIC Statement of Emergency Signatories
Name Signature
Andreas Cluver (Secretary-Treasurer, Alameda
County Building Trades Council)
David Chiu (California State Assembly member)
Diana Reddy (City Councilmember, Redwood
City)
Erin Connor (Manager, Cisco Crisis Response)
Hydra Mendoza (Chief of Strategic
Relationships, Salesforce)

CALL TO ACTION: SUMMARY

REGIONAL ACTION PLAN | 6

THE UNDERSIGNED MEMBERS OF THE REGIONAL IMPACT COUNCIL CALL FOR THE FOLLOWING EMERGENCY ACTIONS:

ADDRESS THE UNSHELTERED CRISIS
We must accelerate work to bring 75% of the unsheltered indoors by 2024 by improving existing systems & investing in the 1-2-4 system flow model, described below (see the sidebar on page 9 for details):
(1) Fund the interim housing needed to bring unsheltered people indoors immediately and ensure that those who were temporarily housed during COVID-19 have a safe permanent housing option (2) Fund 2 housing solutions for every interim housing unit added to the homelessness system (4) Fund 4 preventative interventions for every interim housing unit added to the homelessness system

To deliver on this ambitious goal, we will need to improve our existing systems and policies and secure more funding.

This model is underpinned by our strategic pillars, which will guide our implementation of the 1 -2-4 system flow model

Figure 2: RIC strategic pillars underpins the 1-2-4 system flow model

REGIONAL ACTION PLAN | 7

LEAD WITH RACIAL EQUITY

This plan and its proposed actions - including the priorities for implementation outlined below - must be grounded in closing racial disp arities - currently reflected by the disproportionately high percentage of Black, brown, and Indigenous peoples who are homeless or at-risk of becoming homeless. In particular:
• The State of California should establish standards and best practices for measuring current racial equity levels an d for demonstrating progress; the State should increase accountability for outcomes by tying funding to demonstrated progress toward closing racial disparities. • Private and philanthropic partners should actively prioritize funding interventions targeted to BIPOC experiencing homelessness or at risk of becoming homeless. • All Counties should operationalize equity -based prioritization schemes, service provision, and ren tal assistance programs in the most vulnerable communities. Geographic targeting based on ar ea deprivation index, high rates of poverty, lack of home ownership, high rates of eviction, rental burden, zip codes or some combination could be considered as possible ways to operationalize prioritized services.

CALL FOR FEDERAL PARTNERSHIP
These actions will require expanded Federal funding and partnership. The $1.9 trillion Biden -Harris Administration “American Rescue Act” coronavirus relief pack age was a posit ive first step. We call upon Congress to act immediately on the following:
• Pass the Biden-Harris “American Jobs Plan,” an approximately $2 trillion infrastructure and recovery package that includes $213 billion “to produce, preserve, and retrofit more than two million affordable and sustainable places to live
• Provide HUD-Housing Choice Vouchers to every eligible household, prioritizing people who are experiencing or are at -risk of homelessness. Currently, only 1 out of 4 eligible households rec eive a Hous ing Choice Vouchers
• Allocate $44 billion annually to the Housing Trust Fund to help states and localities, which responded quickly and creatively to move individuals experiencing homelessness into non-congregate settings, to now acquire and convert availab le properties, including hotels, motels, and other opportunity sites, into permanent housing solutions so that no one is returned to living outdoors • Invest $70 billion to repair and rehabilitate existing public housing • Create innovative new funding strateg ies that facilitate cross -discipline investment and cross-jurisdictional collaboration
• Expand Medicaid funding to include stable housing as part of holistic treatment plans In addition to these immediate actions, we call on the Federal government, in close coordination with the State, to provide new funding needed to ensure all local jurisdiction s are able to implement plans to house 75% of our unsheltered population by 2024 by implementing a full range of prevention and housing options.

We commit to working with Congress and the Biden-Harris Administration to identify and develop innovative, scalable solutions to homelessness and poverty. We look forward to quickly turning our attention to “Housing as Infrastructure” and working with our California Congressional delegation to achieve the requisite scale of federal investment in affordable housing to truly make homelessness in the United St ates an experience that is rare and brief, not one that persists for decades.

LEAD WITH RACIAL EQUITY

REGIONAL ACTION PLAN | 8

OPERATIONALIZING THIS WORK
The total 5 -year cost of sheltering 75% of the Bay Area’s unsheltered population, while investing in the comprehensive system flow outlined by the 1-2-4 framework, is estimated at $6.5 billion, with $1.6 billion needed in 2021. Existing resources can (and are) being used to fund this approach. New resources may be required in jurisdictions where current plan s are not co nsistent with the 1 -2-4 approach; that is, where resources are insufficient to fund prevention, interim housing, and permanent housing solutions simultaneously and at scale. • The State of California should condition existing and new funds on imp lementing the three-pronged 1-2-4 framework, starting with a pilot project in the Bay Area in 2021 • The State should provide expanded technical assistance to local jurisdictions, to enable seamless implementation of the 1-2-4 framework in our region
• Local j urisdictions will be provided with assistance from All Home that recognizes the unique local circumstances as they work to activate the 1 -2-4 framework. All Home will also provide support for inter - jurisdictional coordination within and between the region’s counties • If new funds are required, this coalition will work to raise the necessary resources from the state and federal governments
Our funding estimates reflect the cost of adding intervention capacity in a 1:2:4 ratio across interim housing, permanent housing solutions, and homelessness prevention interventions over time. Based on our high -level analysis, approximately $6.5 billion in total investment is required over 5 years, split roughly evenly between capital and operating costs. The cost estimates are designed using Bay Area (9 -county) averages, and assume limited interim capacity is available to shelter the currently 35,000 unhoused individuals living in the region. We put forward the estimate with an understanding that the number of unsheltered p eople— and the costs to serve them — will continue to grow until we significantly reduce the inflow of individuals and households to homelessness.

PRIORITIES FOR IMPLEMENTATION
We have identified eight priorities for focus as we implement this work, expanded on in the Additional Detail section:

House & Stabilize
Strategic Priority #1: Secure Shelter-In-Place (SIP) housing locations Strategic Priority #2: Streamline State funds and applications for housing and homeless services Strategic Priority #3: Prioritize extremely low income (ELI) households for housing resources Strategic Priority #4: Extend covenants of affordability to preserve affordable housing supply and fund ELI tenancy Prevent
Strategic Priority #5: Extend eviction moratoriums
Strategic Priority #6: Accelerate cash payments to people impacted by COVID-19 Strategic Priority #7: Provide targeted rental assistance to those impacted by COVID-19, who are most vulnerable to homelessness
Strategic Priority #8: Accelerate targeted, data-informed regional homelessness prevention model

OPERATIONALIZING THIS WORK

REGIONAL ACTION PLAN | 9

PLAN DETAILS
THE COMPREHENSIVE 1-2-4 FRAMEWORK
To ensure we ca n realize on our ambitions to reduce unsheltered homelessness, we need a mod el to operationalize across the Bay Area. The model outlined below will enable the region to move expeditiously toward disrupting homelessness and reducing the current level of uns heltered homelessness by 75% before 2024. We call for actions that accelerat e progress toward this goal, which includes an interim target of housing 30% of today’s unsheltered population in 2021.

Figure 3: Unsheltered homelessness reduction ambitions by year, ‘21- ‘24 Successfully housing the unsheltered population and bringing them to a permanent exit from homelessness requires designing and investing commensurately in an expansion of permanent affordable housing or housing subsidy options to create “sys tem flow,” which is the movement of people off the streets and into stable housing (in particular, housing with requisite, needs-based services attached). A comprehensive “system flow” includes:
• homelessness prevention,
• interim housing options (as needed),
• supportive housing,
• and a broad set of flexible subsidies or deeply affordable housing options for those who do not need permanent
supportive housing.

We propose a flow that calls for capacity additions in the following ratio: 1 additional interim hou sing unit, 2 permanent housing solutions, and 4 prevention interventions. This model will add the capacity necessary to address the crisis in the near term. 1-2-4 FRAMEWORK
Before the current pandemic conditions,
several Bay Area counties were already
exhibiting dramatic increases in their
unsheltered homeless PIT counts from
2017-2019. Continuing on that trajectory
is unacceptable. Our communities must
do better at providing the dignity of a safe
housing option, interim or permanent, for
those who are living outdoors. The 1 -2-4
Framework is an acknowledgement that
an effective and sustainable plan to do
better requires investment in multiple
strategies at once – homelessness
prevention, interim or emergency
housing, permanent deeply affordable or
permanent supportive housing, and
housing subsidies. It is not enough to
simply provide emergency shelter if there
are (a) insufficient long -term housing
options (“exits”) to provide outflow, and (b)
insufficient focus on reducing inflow.

We live in a region with a large population
of highly rent -burdened low -income
households, who lack access to an
available supply of more affordable
housing. We will never break the cycle of
unsheltered homelessness without a
significant investment in homelessness
prevention (short -term interventions to
assist households experiencing a crisis
that may cause them to lose housing).
“1-2-4” is not a prescription or a one-size-
fits-all solution. It’s a ratio that illustrates
proportionate investment in three
strategies simultaneously. In order to
reduce unsheltered homelessness
rapidly, most cities or counties will need
to frontloa d investment into interim
housing options, such as leasing or
purchasing mote ls, tiny homes, mobile
homes or other temporary housing
options.

Our recommendation is that for every
unit of interim housing that is created (“1”),
two permanent housing options (“2”) such
as a housing subsidy that can write down
the cost of a market rate apartment or a

PLAN DETAILS

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The RIC workgroups have established a high-level cost assessment of the resources required to mee t our goal o f sheltering 75% of unsheltered people by 2024. We put forward the estimate with an understanding that the number of unsheltered people will continue to grow until we significantly reduce the inflow and increase the outflow, or exits . The estim ate draws on cost and flow assumptions triangulated from various county -level sources and are taken as Bay Area (9-county) averages. These estimates reflect the cost of adding intervention capacity in a 1:2:4 ratio across interim shelter, permanent housing solutions, and homelessness prevention interventions over time. Based on these assumptions and analyses, approximately $6.5 billion in total invest ment is required across five years, split roughly evenly between capital and operating costs.

Figure 4: Comprehensive System Flow Model

Figure 5: 1-2-4 Framework Cost Outlook (30%/30%/15% scenario shown)

Our recommendation is that for every
unit of interim housing that is created (“1”),
two permanent housing options (“2”) such
as a housing subsidy that can write down
the cost of a market rate apartment or a
newly acquired or created affordable unit
must be planned, so that people don’t
linger for exte nded periods of time in
interim housing. It is critical that people
move from interim to permanent housing
quickly, so that the interim options can be
made available to others who still remain
unhoused. Simulta neously, we
recommend that each unit of interi m
housing should be matched with
sufficient homelessness prevention
investment to serve four households (“4”).

Again, while we are rapidly moving people
who are unsheltered either directly to
permanent housing , perhaps with a
subsidy, or first to interim and then as
quickly as possible to permanent
housing, the prevention investment will
slow down the rate at which people are
becoming homeless, and over time reach
equilibrium once the correct balance of
interim and permanent housing options
is available in the community.

Some cities or counties, may need very
little investment in interim housing, e.g.,
if their unsheltered population is
relatively small or if they have already
made marked investment in emergency
housing options. Those communities
could choose to focus on rental subsidies
and permanent housing to house people
quickly and homelessness prevention to
stop people from becoming homeless.

The bottom line is that each community
can right -size the ratio t o reach
equilibrium, but investing in only one
option will not be sufficient to reduce
homelessness in any community in the
short-term given the high cost of rental
housing and the time and cost of
construction and acquisition of
affordable housing in the Bay Area.

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STRATEGIC PILLARS FOR A COMPREHENSIVE RESPONSE
These efforts are grounded in the RIC’s strategic pillars: to House and Stabilize, Prevent, and enable t he region’s most vulnerable populations to Thrive (see figure 2). COVID-19 has only highlighted the urgency and action needed to address this widening gap. The process of convening the RIC has already yielded results, forging connections and building alliances among our members. We will work to identify, recognize, and scale best practices and successful models across the region, an d propose bold regional solutions. These priorities work in concert with the 1 -2-4 framework to improve the foundations of a he althy, responsive Bay Area homeless services system —one that will continue to evolve after addressing the urgent crisis of more than 35,000 Bay Area residents living outdoors.

PRIORITIES FOR IMPLEMENTATION: HOUSE & STABILIZE

Strategic Priority #1: Secure Shelter-In-Place (SIP) housing locations Counties across the Bay Area have put in place measures for temporarily housing their at -risk and unhoused populations in Shelter-in-Place (SIP) housing, to provide shelter and safety during the COVID-19 pandemic. There is broad agreement that individuals who found shelter through these programs should remain housed, be entered into Coordinated Entry Systems (CES), and guided first to non -congregate interim and then to permanent housing (in some cases these individuals may go directly from SIP hotels to permanent housing if it is available and situationally appropriate). Some counties have already begun this process, but others lack a plan for these residents to remain housed. In many counties, the lack of interim a nd permanent housing options will pose a major barrier in achieving this goal, pointing to the need to expand housing voucher availability.

Priority #1 aims to develop a framework for all Bay Area counties that provides a pathway for those who moved indoors during the pandemic to transition from in terim housing into a range of suitable permanent housing solutions.

Detailed call to action
• The State of California and the region’s Cities and Counties, with Federal funding and partnership, should seek to retain as much of the Shelter-in-Place (SIP) housing (established in response to COVID -19) as possible, to be converted post -pandemic into interim housing for unsheltered individuals/households, while assisting people to transition quickly to permanent housing (Immediate, Ongoing). • The State must recognize that for Project Homekey ( acquisition and conversion of hotels to house vulnerable populations) to be successful, bond financing for acquisition and rehabilitation projects is essential. Therefore, we call for a $10 billion state investment in affordable housing through passage of a new bond (SB 5).
• All Home , in collaboration with regional partners and local jurisdictions, will identify and advocate for funding for housing vouchers or other housing solutions a t all levels of government, ensuring funds meet the demand from each county for interim housing options, flexible rental subsidies, and permanent housing solutions needed to prevent people from returning to the streets. • Counties should identify locations o r acquisition si tes and make plans to implement interim housing options for individuals who cannot move directly into permanent housing, leveraging recent CEQA exemptions for emergency shelters and navigation centers, albeit non-congregate models.

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Strategic Priority #2: Streamline State funds & applications for housing & homeless services
Four key state agencies contribute to the State's basic housing efforts, but there is not a well -coordinated plan to effectively use their collective financial re sources to support affordable housing acquisition and development.

Applicants for state funds for housing and homeless services are overburdened by duplicative application processes with varying timelines, eligibility criteria, and application requirements . The State Auditor commented on this complexity in November 2020, calling for the State to simplify its funding pools and award processes.

Detailed call to action
• The State of California should consolidate and streamline all affordable housing funding and appl ication processes, coordinating between the California Debt Limit Allocation Committee (CDLAC), the Tax Credit Allocation Committee (TCAC), the Department of Housing and Community De velopment (HCD), and the California Housing Finance Authority (CalHFA) to eliminate waste and inefficiencies and to reduce the time needed to access funding (no later than July 2021).
• Existing state programs that fund services for people experiencing homelessness should, where possible, be consolidated into a joint funding pool with a single application process. This process should be jointly administered by California’s Departments of Housing and Community Development (HCD) and Social Services (DSS). In c ases where consolidation into a single pool is not possible, agencies shou ld align standards and funding processes as much as possible, in coordination with HCD and DSS. • CDLAC should avoid over-emphasizing cost containment in formulas affecting new construction projects especially through its inclusion in both the tiebreaker an d as its own category, as it disadvantages Permanent Supportive Housing (PSH) housing projects, ELI housing projects, and projects located in areas with higher construction costs, su ch as the Bay Area. While we fully support cost -containment and urge the State to creatively incentivize lower cost construction, this formula disadvantages housing production in parts of the state with some of the highest rates of homelessness. • The State should revise the opportunity map methodology to ensure that it does not d e-prioritize BIPOC communities which tend to be overwhelmingly represented as “low resource” in HCD’s opportunity maps , that map high opportunity communities, defined by income, school performance and other factors. While we support the concept of encouraging new development in high opportunity areas, communities that have suffered historic underinvestment should not be left behind as there are longstanding housing needs that must be met.

Strategic Priority #3: Prioritize ELI for housing resources

In its well-intended efforts to serve all Californians, the state’s agencies, with increasing momentum, are targeting higher AMI categories, resulting in less funding for housing that is desperately needed to house ELI households. As a state and a region where all housing has been under-produced for decades, we must stop pitting the needs of one income group against another. What we do know is this – our 9-county Bay Area has produced only 9% of the housing units needed for very low income (VLI) households (below 50% AMI) based upon the current Regional Housing Needs Allocation (RHNA). This coalition calls for a reversal of this trend and a prioritization of ELI households (below 30%

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AMI) in funding for housing. We support appropriate market reforms to incre ase production at other affordability levels including expanding the supply of “missing middle” housing.

Detailed call to action
• The State of California should ensure that a significant portion of all publicly funded affordable housing projects are inclusi ve of people with extremely low incomes given that they are at the highest risk of becoming homeless, particularly in the San Francisco Bay Area. The State should reverse its trend emphasizing an average of 60% of AMI in projects using State funds and ensu re that at least 20% of new units are reserved for 30% of AMI or below and 20% are reserved for 50% of AMI or below. (Ongoing). • In particular, CDLAC should make new housing construction for extremely (ELI) and very -low income (VLI) households a priority. It should adjust its current stated preference of 60% of AMI and instead require that at least 20% of the units are 30% of AMI or below and 20% are at 50% of AMI or below. • Within the Homeless Set-Aside (provision of allocated units) - CDLAC should require that 25% of total units (minimum of 15) meet the homeless definition, not just the tax credit units.

Strategic Priority #4: Extend covenants of affordability to preserve affordable housing supply and fund ELI tenancy
A significant portion of the Bay Area’s affordable housing units are not permanently affordable. Instead these units have covenants, that if not extended, expire and the housing resets to market rate. This phenomenon displaces lower income tenants and puts them at risk of homelessness. Thousands of once affordable units have been lost in the Bay Area because affordable covenants were not renewed.

In addition to the loss of existing affordable housing units, most affordable housing is not designed to be affordable by Bay Area residents with extremel y low incomes (below 30% AMI). Given our region’s exorbitant housing costs, affordable housing developments typically house tenants with household incomes at higher levels (e.g. a development’s tenants have incomes that average 60% AMI). Because their incom es are lower, households at or below 30% of AMI require deeper subsidies. Similarly, formerly homeless individuals or families may have extremely low incomes and may also need supportive services (either short -term or longer -term) to remain housed and successfully thrive after having endured the hardship of being homeless for an extended time.

Detailed call to action
• The State of California should, with Federal funding and partnership, provide funding to secure affordable housing properties for which coven ants of affordability are expiring and provide funding for existing complexes to more deeply subsidize rents and fund supportive services to serve ELI and formerly homeless individuals and families (no later than July 2021).

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PRIORITIES FOR IMPLEMENTATION: PREVENT
Strategic Priority #5: Extend eviction protections

In 2020, the COVID-19 crisis devastated the region, with a disproportionate impact on the lowest income individuals and families, particularly BIPOC households. The rent burden – already high –on the low income (< 50% AMI) and extremely low income (<30% AM I) populations was exacerbated by COVID -related job losses and financial hardship this year. To prevent a massive eviction crisis, eviction moratoriums were enacted at the local and state level s, including California’s AB 3088 in September 2020. In late Ja nuary 2021, the California Legislature passed SB 91 to extend the state-wide eviction protection until June 30, 2021. Keeping people in their existing homes is critical to reducing spread of th e coronavirus. Research led by Dr. Kathryn Leifheit of UCLA est imates that our current statewide emergency eviction protection law has already prevented 186,000 COVID -19 cases and 6,000 deaths , so we recommend minimally that eviction protections remain in place until at least 60 days after the end of the public health emergency is lifted. However, we also know that higher rates of COVID -19 related income and job loss have disproportionately impacted ELI households, particularly African A merican and Latinx h ouseholds. These impacts are likely to linger for some time aft er the pandemic subsides and th e economy begins to stabilize. If history is an example, homelessness began to increase three years after the 2008 Great Recession “ended” as unemployment remained stubbornly high for Blacks and Latinos.

Detailed call to action
• The State extended eviction protections for California’s renters and enacted a framework for its rental assistance program with SB 91. The State Legislature should monitor COVID-19 infection rates and rates of unemployment for the highest impacted g roups. If both remain high that should be taken into account before allowing the current state -wide eviction protection to expire on June 30, 2021. The State should also take action to close loopholes in the current eviction protections and prevent landlords from evicting tenants for lease expirations or minor lease violations until the pandemic health emergency ends. • The Biden-Harris Administration acted by Executive Order to direct the Centers fo r Disease Control (CDC) to extend the national eviction mor atorium, which it did until March 31, 2021. The CDC later extended that eviction protection until June 30, 2021. We call on the CDC to further extend and improve the national eviction moratorium. T he moratorium must be extended through the duration of the public health emergency, and it should be improved to address the shortcomings that have prevented some renters from making use of its protections. The moratorium should provide an automatic, unive rsal protection to keep more renters throughout the U.S. in their homes and it should apply to all stages of eviction. Federal agencies must also actively enforce its protections. An extension to the CDC order could prove to be vital to Californians if the CA Legislature fails to extend the state-enacted eviction protections beyond June 30, 2021.
• All Counties should enact a universal eviction protections that last until at least 60 days after the County lifts its COVID-19 public health emergency (Immediate). Tenants should not be evicted during the pandemic for any reason, except for the protection of health and safety. Evictions for lease expirations, minor lease violations, move -in or Ellis Act evictions, or anything short of personal safety should not be permitted during the pandemic.
• Counties and cities should consider imposing fines or penalties on property owners that continue to send Notices to Pay or Quit or 3 -Day eviction notices to tenants for non -payment of rent, if the property owner

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is knowingly using notices to intimidate or confuse tenants in an effort to encourage them to move out, despite the fact that non-payment of rent is not currently permissible as a grounds for eviction at this time.

Strategic Priority #6: Accelerate cash payments to people impacted by COVID-19
While high-wage workers have experienced a 4.3 percent decrease in employment during the pandemic, low-wage workers have suffered a 26.9 percent decrease, a historically unprecedented divide during a recession. With the pandemic wearing on and eco nomic recovery slow, ELI and minority households are being hit hardest, many with insufficient income to cover their basic needs as a result of pandemic-related job loss. Substantial evidence shows that direct cash assistance is the most effective, responsive, and targeted way to support ELI households and prevent them from becoming homeless. Priority #6 advocates for recurring cash payments and enhanced unemployment benefits for ELI households at the federal level. In the absence of furth er federal interve ntion, Priority #6 intends to highlight a path for California to expand and enhance refundable tax credits to provide additional income to ELI households. This priority also acknowledges the major intersection between ELI households and t he unbanked popula tion (individuals not served by banks due to financial or identity barriers) in California and aspires to address barriers to households claiming their benefits, so they have the resources needed to weather the pandemic.

Detailed call to action
• RIC Coalition joins income security advocates, in coalition with the Economic Security Project (initiative aimed at bolstering economic security for all Americans), calling for federal recurring cash payments of $2,000 quarterly through 2021 or until the employment rate stabilizes. • The State of California should approve the Governor's proposed Golden Gate Stimulus of $600 for California residents who qualify for the state Earned Income Tax Credit on their 2019 tax returns. • Federal government should e xtend emergency un employment insurance programs through September 2021 while providing a $600 per week unemployment insurance supplement. • If the Federal effort described above is unsuccessful, state legislators should pass legislation to extend and expand refundable tax programs to maximize income for ELI households. Refundable tax programs are specifically highlighted because they do not impact household income eligibility for public benefit programs. This may include:
o Removing the earnings requirement and age parameters for the Child Tax Credit (tax credit for parents with dependent children)
o Doubling the California Earned Income Tax Credit (refundable cash back credit for qualified low -to- moderate income working Californians) for workers without children • Address the barriers faced by under - and un-banked populations in accessing benefits by offering no -fee checking accounts or other distribution methods.

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Strategic Priority #7: Provide targeted rental assistance to those impacted by COVID-19, who are most vulnerable to homelessness

Priority #7 aims to prevent the impending wave of evictions that could occur when the mora toriums eventually are lifted. We must ensure that the number of people becoming homeless in the Bay Area does not accelerate due to pandemic-related income loss and the inability to keep up with rent. SB 91 averted an immediate crisis by extending eviction protections until June 30, 2021. California also received $2.6 billion in federal rental assistance from the in the form of U.S. Treasury Emergency Rental Assistance Program (ERAP) funds. Counties and cities with populations of >200,000 received roughly $1.1 billion and the State received roughly $1.5 billion. But still, millions of California renters will be burdened by amassed rental arrearages, small claims court judgments and lingering unemployment that will hobble them financially for an extended period of time.

Detailed call to action
• The State of California created a block grant program to distri bute its $1.5 billion portion in n ew COVID - response rental assistance. Although the framework for the State’s program is complex, for tenants who have cooperative landlords it offers an opportunity not only to have the program pay the landlord 80% of the rent arrearage, but to have the other 20% forgiven if the landlord wishes to participate. However, for tenants whose landlords refuse to participate, it permits only 25% of their arrearage to be paid. The State has made an effort to prioritize based on equi ty and to households earning at or below 50% AMI . The recent Biden - Harris “American Rescue Act” package included an additional $30 billion in ERAP funds. We urge the State to improve upon its current framework for rental assistance (enacted in SB 91) to ensure equal outcomes for all tenants and to implement the targeting strategies outlined below. • The statutory language that authorized the ERAP allocation allows assistance to be provided to households earning up to 80%AMI, but indicates that households at o r below 50% of AMI as well as thos e which have a household member who has been unemployed for 90 days or more should be prioritized. With hundreds of thousands of Californians behind on rent, there will be a gravitational pull to assist people at the full range of allowable income levels. However, in order to prevent a massive surge in homelessness later in 2021 -2022, rental assistance must be targeted to those most at risk of homelessness. Local rental assistance programs should prioritize the following:
o ELI households (<30% AMI)
o Households with severe rent burden (>50% of income spent on rent) o Households or individuals who have had a previous experience of homelessness o Census tracts or zip codes with high rates of housing insecurity or homelessness, hig h rates of eviction, high rates of COVID-19 infection, high rates of poverty and/or a high area deprivation index o Hard to reach communities (e.g., those who have language barriers and people who are in informal living arrangements); and
o Groups that don’t have access to other benefit programs (e.g., undocumented immigrants) • Any new or expanded rental assistance program should include the following elements:
o Low-barrier flexible cash assistance, including acceptance of self -certifications regarding income, housing and, employment status. Programs should permit payment directly to the household if the

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landlord refuses to accept rental payment from the program or fails to respond within the prescribed time period
o Access to landlord mediation or legal services as needed o Effective and culturally relevant outreach:
▪ Partner with, and build capacity of, BIPOC led community organizations located in and serving impacted communities while expanding the ecosystem of organizations providing program services
▪ Co-design outreach processes with CBOs that serve the hardest hit communities and o ffer access at common inte rsections with people at -risk of homelessness including food pantries, schools/day care, housing court, community health clinics, institutional discharging or correctional system release. Coordinate with COVID-19 vaccination outreach efforts to maximize efficiency.
▪ Work with community groups representing tenants and people who have experienced homelessness, to inform prioritization and policies.
• Tackle racial disparity
o Collect and publicly report disaggregated data on households served by race, ethnicity, and zip code. o Remove barriers that disproportionately impact BIPOC: accept applications by all methods - online, phone, in -person; do not limit assistance to one -time only; be explicit on all mate rials that information regarding immigration status will not be asked for nor shared at any time during the process.
• Fill gaps caused by ERAP funding constraints with other sources of public (e.g., CDBG -CV or ESG -CV) or private funds to offer more holistic housing stabilization plans to families and individuals.

See “Local Strategies to Protect Tenants and Prevent Homelessness in Bay Area COVID -19 Emergency Ren tal Assistance Programs (ERAPs)” for more detailed recommendations.

Strategic Priority #8: Accelerate targeted, data-informed regional prevention model
Prior to the pandemic, the Bay Area had the distinction of having more than 35,000 people who were homeless. With massive job and income loss among low wage workers due to the pandemic, many of whom were severely rent - burdened, we can expect that poverty and homelessness will rise in 2021. In 2019, two to three people were becoming homeless for every one p erson who was successfully assisted to move from homelessness to housing in the Bay Area. We desperately need a regional homelessness prevention system to slow down the rate at which people are becoming homeless; this starts by coordinating resources and s ervices within the region. Priority #8 aims to build upon prevention efforts and infrastructure that already exist and to create a program for coordinated service delivery. All Home has launched a pilot in three cities - Oakland, Fremont and San Francisco - to facilitate a research and data -informed approach that focuses on using new federal ERAP funding to target those who are most vulnerable to homelessness. The pilot is intended to extend into Contra Costa County later in 2021, in advance of full implementation and coverage of all nine Bay Area counties within three years. Ultimately, the goal is to blend public and private funds and bring about a higher degree of coordination among anti-eviction/displacement, rental subsidy, homelessness prevention, diversion, and rapid-rehousing programs in the region.

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Detailed call to action
• Since September 2021, All Home in partnership with RIC members and others has embarked on a consensus- building design process to launch its homelessness prevention pilot. In order to maximize the opportunity to align federal ERAP funding with homelessness prevention efforts, All Home accelerated its regional homelessness prevention efforts to launch by April 2021. The pilot is a work in progress to build consistency in best practices for risk assessment and service delivery, using a common data platform and evaluation framework. Initially the regional homelessness prevention program model will include the following services:
o Financial assistance – flexible cash assistance, rental arre ars, rental assistance, security deposit, move-in expenses, reunification or relocation expenses, transportation expenses o Eviction prevention/legal assistance
o Utility assistance
o Housing problem-solving
o Landlord mediation and connecting residents to advocacy organizations o Linkages to other community resources and public benefit programs • As the program reaches its full implementation, the following services will also be provided:
o Assistance with housing search, placement, and stabilization, including limited term rental subsidies and case management
o Financial counseling
o Income stabilization through workforce development partnerships • Implement a three -county pilot regional homelessness prevention system that is rolled out with an eye toward regional expansion to all nine Bay Area counties. The pilot offers the following elements:
o Emphasis on reducing racial and ethnic disparities among househ olds that are experiencing homelessness for the first time through targeted financial assistance and program design:
▪ Targeting resources to racial/ethnic groups facing high rates of homelessness (in the Bay Area, Black, Indigenous, Latinx and Pacific Islander communities) and groups that don’t have access to other benefit programs.
▪ Meeting non -traditional needs, for instan ce offering interventions that stabilize support networks or kinship networks, as defined by marginalized communities, to include chosen families.
▪ Addressing funding/program gaps that exist for undocumented immigrants. ▪ Ensure effective and culturally relevant outreach as described above in Strategic Priority #7. ▪ Reducing barriers to long -term success by connecting households to economic mobility programs and eliminating limitations on “one -time only” assistance because an ELI household may encounter one or more periods of economic shock on the way to getting back on their feet.
o Common program elements as discussed above.
o New, web-based data platform for applicants and service providers which includes:
▪ Online financial assistance application portal

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▪ Evidence-based risk assessment tool that promotes effective and efficient targeting of services to those who are at highest risk3 of homelessness. o Back-end service provider module for case management, management approvals and fund disbursements.
o Consistency in staff training in housing problem -solving/diversion techniques and learning collaboratives to promote cross- county collaboration and sharing of useful resolution ideas. • Evaluate program efficacy of the initial three-county level programs and adapt as necessary to expand to the regional scale within three years.
• All Home, in collaboration with regional partners and local jurisdictions, will work to identify and collaborate with a regional entity with the capacity to manage a regional homelessness prevention system for the long- term. In 2020, the Bay Area Housing and Financing Authority (BAHFA) was established by the Association of Bay Area Governments (ABAG) and the Metropolitan Transportation Commission (MTC. BAHFA is positioned to provide a powerful new set of financing and policy tools to improve housing affordability and may be well suited to play this role in the future.
• Combine public and private funding streams to maximize the prevention system’s function and flexibility At the federal, state and local lev els, there are many programs that support homelessness prevention, each having slightly different eligibility and other requirements – Emergency Solutions Grants (ESG and ESG-CV), Community Development Block Grants (CDBG and CDBG -CV), new U.S. Treasury Eme rgency Rental Assistance Program (ERAP), State Homeless, Housing, Assistance and Prevention (HHAP), CalWorks Homeless Assistance Program, local tax measure funds that are req uired to be spent on homelessness prevention. These funding streams should be stre amlined so that they can be used more flexibly and holistically to keep people housed. Currently, private and philanthropic funds are used to fill gaps and provide the flexib ility for the program to meet each household’s needs. The goal of a regional homel essness prevention program is to leverage these funds in the creation of a public -private partnership that weaves together a stronger, more viable safety net that is truly available and capable of preventing a household from becoming homeless or quickly assisting with the resources necessary to find alternative housing, regardless of where one lives in the Bay Area.

3 Female Head of Househ old, pregnancy, child younger than two, history of public assistance, eviction threat, high mobility in last year, history of protective services, high conflict in household, disruptions as a child (e.g. foster care, shelter hist ory as youth), shelter hist ory as an adult, recent shelter application, seeking to reintegrate into community from an institution, high number of shelter applications.

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IMPACT METRICS & TRACKING
We have developed a series of impact metrics to track progress against our 8 strategic priorities, while systematically advancing All Home’s vision and informing forthcoming work. These metrics will be reviewed on a regular cadence and progress will be shared back to counties, stakeholders, and RIC members. • Overall- Reduce unsheltered homelessness by 75% by 2024, overall homelessness by 75% by 2030 • System flow– % of new episodes, PIT count, eviction rate, # of days between shelter and permanent exits • Availability- # of interim housing units, # of permanent housing solution units, # of prevention interventions by 2024 and 2030, utilization rate over time (match of resources available to interventions needed in each category
• Diversity- Homelessness population segmentation and population comparison by race/gender/age to reduce disparity
• Employment- ELI unemployment rate, income levels
• Data- Consistency in format and metrics across region, clear indicators of coordinated efforts among Bay Area counties
• Revenue- Match of funding available with needs to implement priorities Furthermore, we will track stakeholder perceptions of progress through an annual survey to RIC members to measure the extent to which they believe goals are being met. We will also convene counties on a quarterly basis, and other stakeholder groups on an ad hoc basis, to review progress and identify barri ers to be mitigated. We will also draw on those with lived experience to understand their perceptions of system efficacy (access to resources, employment opportunities, etc.) and provide real-time tracking.

HomeBase research finds that a regional data shar ing system would enhance the ability of jurisdictions and care providers to conduct local planning, measure outcomes and investment impacts, and support care and support coordination. Data enrichment options that allow identifiable client -level data sharin g across jurisdictions would have an even greater impact by creating opportunities to coordinate across systems of care —ensuring individuals have continuity without having to restart the process of seeking help every time they transition to a new location.

Therefore, it may be helpful to establish a regional data sharing system utilizing existing research and tools developed by Homebase to enhance the ability of jurisdictions and care providers to conduct local planning, measure outcomes and investment impacts, and support care and support coordination across cities and counties.

Cumulatively, advancement across thes e metrics will enable the broader social change we are committed to enacting: increasing racial equity, inclusivity of all communities, greater economic and social mobility, shifting our paradigm to recognize ELI people’s value, and highlighting regionalism as imperative to driving progress.

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LETTER FROM THE CO-CHAIRS
The Regional Impact Council (RIC) convened in 2020, when our members - from across the Bay Area - organized around the belief that homelessness can be rare, brief, and non-recurring for those that experience it. We believe a coordinated regional response is needed to advance system level changes to solve poverty, housing insecurity, racial inequity and homelessness crisis facing our region and state.

The COVID-19 pandemic has exacerbated the already large chasm in economic equality and mobility in the Bay Area, impacting vulnerable communities that are disproportionately Black, brown, Indigenous and low income. As a region our experience of COVID -19 is unequal. For affluent professional workers, the recession’s direct economic impact has been minimal. Indeed, the wealth of some in the professional class has gone up since the pandemic. For Black, brown and Indigenous communities and extr emely low-income populations, this recession is worse than the Great Financial Crisis of 2008 -2010. The true impact of historic unemployment, racial injustice, and the continued economic pressure on small businesses will be an uphill challenge. The magnitu de of these changes has forced us to explore systemic solutions previously deemed too bold. We must seek new solutions and advance them more quickly than what the Bay Area’s jurisdictions have tried before.

The RIC complements existing efforts around homelessness and housing by bringing together key stakeholders, and policymakers across a diversity of communities and sectors including representatives from the state legislature, local government, non-profit organizations ’s the business community and private philanthropy with their collective assets to achieve population-level regional outcomes.

The urgency has never been greater, and we are eager to get to work. We view the Bay Area’s regional response to the COVID-19 pandemic as an example of what our region can accomplish when we join together to address a shared challenge. After the current public health crisis, we will remain committed to our goals: house and stabilize those experiencing or at risk of homelessness, prevent future episodes of homelessness, and create economic prosperity across the region so that ELI individuals and families can thrive in the Bay Area.

Derecka Mehrens
Chief Executive Officer,
Working Partnerships USA

Jonathan Fearn
Senior Development Director,
Greystar

Joshua Simon
Chief Executive Officer, East
Bay Asian Location
Development Corporation

Sherilyn Adams
Executive Director
Larkin Street Youth Services

INTRODUCTION TO THE REGIONAL IMPACT COUNCIL

REGIONAL ACTION PLAN | 22

RIC MEMBERS

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Amie Fishman, Executive Director, Non-Profit Housing
Association of Northern California
Andreas Cluver, Secretary-Treasurer, Alameda County
Building Trades Council
Ariane Hogan, Associate Director of Local
Government Affairs, Genentech
Belia Ramos, Supervisor, Napa County 5th District
Candace Andersen, Supervisor, Contra Costa County
Cindy Chavez, Supervisor, Santa Clara County
Dave Cortese, State Senator, California
David Chiu, State Assemblymember, California
Diana Reddy, City Councilmember, Redwood City
Diane Burgis, Chair, Board of Supervisors,
Contra Costa County
Eddy Zheng, Founder & President, New Breath Foundation
Erin Connor, Manager, Cisco Crisis Response
Hydra Mendoza, VP, Chief of Strategic Relationships
Office of the Chair and CEO, Salesforce
Jake MacKenzie, Board Member, Greenbelt Alliance
Jennifer Loving, Chief Executive Officer, Destination Home Jesse Arreguin, Mayor, City of Berkeley; President,
Association of Bay Area Governments
Jim Spering, Supervisor, Solano County
Jim Green, Senior Vice President, Government Affairs
and Public Policy, Salesforce
Jim Wunderman, CEO, Bay Area Council

REGIONAL IMPACT COUNCIL MEMBERS
Derecka Mehrens, Chief Executive Officer, Working Partnerships USA Jonathan Fearn, Senior Development Director, Greystar
Joshua Simon, Chief Executive Officer, EBALDC
Sherilyn Adams, Executive Director, Larkin Street Youth Services The RIC is a coalition across the nine -county Bay Area. The council includes 85 leaders that work in state and local legislation, direct service provision, affordable housing, labor, economic mobility, racial equity and private sector businesses.

Our coll ective goal: Share, develop and mobilize against regional solutions to House and Stabilize, Prevent, and enable our most vulnerable populations to Thrive.

Keith Carson, Supervisor, Alameda County District 5
Ken Cole, Director, Human Services Agency, San Mateo
County
Libby Schaaf, Mayor, City of Oakland
Liz Ortega-Toro, Executive Secretary-Treasurer,
Alameda Labor Council
London Breed, Mayor, City and County of San Francisco
Matt Franklin, President, MidPen Housing Corporation
Melissa Jones, Executive Director, Bay Area Regional
Health Inequities Initiative
Nicole Taylor, President & CEO, Silicon Valley
Community Foundation
Robert Powers, General Manager, BART
Rosanne Foust, President & CEO, San Mateo County
Economic Development Association (SAMCEDA)
Sam Liccardo, Mayor, City of San Jose
Scott Weiner, State Senate, California
Susan Gorin, Supervisor, Sonoma County
Therese McMillan, Executive Director, Association of
Bay Area Governments (ABAG)/Metropolitan
Transportation Commission (MTC)
Warren Slocum, Supervisor, San Mateo County

CO-CHAIRS

STEERING COMMITTEE

REGIONAL ACTION PLAN | 23

Angela Jenkins, Director of Strategic Initiatives, Kaiser Permanente Lindsay Haddix, Housing Initiatives Program Manager, Facebook Marc Trotz, Consultant
Margot Kushel, MD, UCSF Benioff Homelessness and Housing Initiative Ophelia Basgal, Vice-Chair, San Francisco Foundation Board Tramecia Garner, Associate Director for Housing and residential Programs, Swords to Plowshares Will Dominie, Impact Manager, BARHII
William Rogers, CEO, SF-Marin-San Mateo Goodwill

WORKGROUP CO-MODERATORS
Adrian Covert, Vice President of Public Policy, Bay Area Council Alan Dones, Managing Partner, Strategic Urban Development Alliance Amy Sawyer, Policy Advisor on Homelessness. Office of Mayor London Breed Brandy Jenkins-League, Program Manager, Bay Area Community Services (BACS) Bruce Ives, CEO, LifeMoves
Carolina Reid, Assistant Professor, Department of City and Regional Planning, UCBerkeley Cynthia Nagendra, Executive Director, UCSF Benioff Homelessness and Housing Initiative Daniel Saver, Assistant Director for Housing and Local Planning, MTC/ABAG Darnell Cadette, Director, Community, Chan Zuckerberg Initiative David Low, Policy & Communications Director, Destination Home Donna Allen, Pastor, New Revelation Church
Heather Hood, Vice President and Market Leader -Northern California, Enterprise Community Partners Jackie Downing, Executive Director, Crankstart
Jacky Morales-Ferrand, Director of Housing, City of San José Jamie Almanza, Executive Director, Bay Area Community Services Katherine Harasz, Executive Director, Santa Clara County Housing Authority Kelly Dearman, Executive Director, SF in Home Supportive Services Public Authority Kerry Abbott, Director, Homeless Care and Coordination, Alameda County Kris Stadelman, Director, NOVA Workforce Board
Lavonna Martin, Director, Health, Housing, and Homeless Services, Contra Costa County Louise Rogers, Chief, San Mateo County Health System
Malcolm Yeung, Executive Director, Chinatown Community Development Center Maryann Leshin, Deputy Director, Housing and Community Development Department, City of Oakland Michael Gause, Ending Homelessness Program Manager, Sonoma County Nevada Merriman, Director of Policy, MidPen Housing Corporation Pedro Galvao, Policy Director, Non-Profit Housing Association of Northern California (NPH) Peter Radu, Homeless Policy Director, Office of the Mayor, City of Oakland Randy Tsuda, President & Chief Executive Officer, Alta Housing Shola Olatoye, Director, Housing & Community Development, City of Oakland Sparky Harlan, CEO, Bill Wilson Center
Tim Chan, Group Manager - Station Area Planning, BART
Vaughn Villaverde, Associate Director of Health Policy, Working Partnerships USA Vivian Wan, Chief Operating Officer, Abode Services
William Pickel, Chief Executive Officer, Brilliant Corners Zak Franet, Youth Policy & Advisory Committee Member, City and County of San Francisco

TECHNICAL COMMITTTEE

REGIONAL ACTION PLAN | 24

Tomiquia Moss, Chief Executive Officer
Ken Kirkey, RIC Project Lead, Chief Partnership Officer Charlie Sun, Chief of Staff
Gail Gilman, Chief Strategy Officer
Jay Banfield, Chief Economic Mobility Officer
Joanne Karchmer, Chief Impact Officer
Terrance Thompson, Director, Regional Homelessness Prevention System

ALL HOME STAFF

REGIONAL ACTION PLAN | 25

The Co -Chairs wish to acknowledge the invaluable contributions of everyone that has contributed to developing the Regional Action Plan and that continue to support the Regional Impact Council.

ACKNOWLEDGEMENTS

REGIONAL ACTION PLAN | 26

AB – 15 - COVID-19 relief: Tenancy: Tenant Stabilization Act of 2021 This bill would extend the definition of “COVID-19 rental debt” as unpaid rent or any other unpaid financial obligation of a tenant that came due between March 1, 2020, and December 31, 2021. The bill would also extend the repeal date of the act to January 1, 2026. The bill would make other conforming changes to align with these extended dates. By extending the repeal date of the act, the bill would expand the crime of perjury and create a state -mandated local program. (CA legislature)
AB – 16 - Tenant, Small Landlord, and Affordable Housing Provider Stabilization Act of 2021 This bill would state the intent of the Legislature to enact the Tenant, Small Landlord, and Affordable Housing Provider Stabilization Act of 2021 to address the lo ng-term fina ncial impacts of the COVID -19 pandemic on renters, small landlords, and affordable housing providers, ensure ongoing housing stability for tenants at risk of eviction, and stabilize rental properties at risk of foreclosure. This bill would include legislative findings and declarations in support of the intended legislation. (CA legislature)
AB – 3088 - Tenancy: rental payment default: Mortgage forbearance: state of emergency: COVID-19 This bill, the Tenant, Homeowner, and Small Landlord Relief and Stabilization Act of 2020, would, among other things, until January 1, 2023, additionally apply those protections to a first lien mortgage or deed of trust that is secured by residential real property that is occupied by a tenant, contains no mo re than four dwellin g units, and meets certain criteria, including that a tenant occupying the property is unable to pay rent due to a reduction in income resulting from the novel coronavirus. (CA legislature)
AMI - Average Monthly Income
Most federal and State housing assistance programs set maximum incomes for eligibility to live in assisted housing, and maximum rents and housing costs that may be charged to eligible residents, usually based on their incomes. HUD’s limits are based on surveys of local area median income (AMI) CA BCSHA - California Business, Consumer Services and Housing Agency The Business, Consumer Services and Housing Agency assists and educates consumers regarding the licensing, regulation, and enforcement of professionals and businesses in California.

CalHFA – California Housing Finance Agency
Established in 1975, CalHFA was chartered as the state's affordable housing lender. The Agency's Multifamily Division finances affordable rental housing through partnerships with jurisdictions, developers and more, while its Single Family Division provides first mortgage loans and down payment assistance to first-time homebuyers.

CEQA – CEQA – California Env. Quality Act
CEQA, or the California Environmental Quality Act, is a statute that requires state and local agen cies to identify the significant environmental impacts of their actions and to avoid or mitigate those impacts, if feasible.

GLOSSARY

REGIONAL ACTION PLAN | 27

The purpose of CEQA is to: Disclose to the public the significant environmental effects of a proposed discretionary project, through the preparation of an Initial Study (IS), Negative Declaration (ND), or Environmental Impact Report (EIR). (CA Office of Planning and Research)
CDBG-CV – CARES Relief Community Development Block Grants Congress provided $5 billion in the CARES Act for th e Community Development Block Grant (CDBG) program to states, metropolitan cities, urban counties, and insular areas. (HUD) CDLAC – California Debt Limit Allocation Committee
CDLAC’s programs are used to finance affordable housing developments for low-income Californians, build solid waste disposal and waste recycling facilities, and to finance industrial development projects (CA State Treasurer’s Office) ESG-CV – CARES Relief Emergency Solutions Grants
These special ESG-CV funds are to be used to prevent, prepare for, and respond to the coronavirus pandemic (COVID- 19) among individuals and families who are homeless or receiving homeless assistance. The funds will also support additional homeless assistance and homelessness prevention activities to mitigate the impacts of COVID-19. (HUD) HCD - California Department of Housing and Community Development The California Department of Housing and Community Development awards loans and grants to public and priva te housing developers, nonprofit agencies, cities, cou nties, state and federal partners. This money supports the construction, acquisition, rehabilitation, and preservation of affordable rental and ownership homes, provides permanent supportive housing options as well as stable, safe shelter for those experiencing homelessness. (HCD) HUD – US Department of Housing and Urban Development
LI, VLI, ELI – Low Income, Very Low Income and Extremely Low Income Low-income applicants earn less than 80% of the area median Very low-income applicants earn less than 50% of the area median Extremely low-income earn less than 30% of the area median NGO – Non-government Organization
PHA – Public Housing Authority
The U.S. Department of Housing and Urban Development (HUD) administers Federal aid to local housing agencies (HAs) that manage the housing for low-income residents at rents they can afford. HUD furnishes technical and professional assistance in planning, developing and managing these developments. (HUD) PSH – Permanent Supportive Housing
Permanent Supportive Housing (PS H) is a model that combines low -barrier affordable housing, health care, and supportive services to help individuals and families lead more stable lives. PSH typically targets peopl e who are

REGIONAL ACTION PLAN | 28

homeless or otherwise unstably housed, experience multiple barrie rs to housing, and are unable to maintain housing stability without supportive services. (National Health Care for the Homeless Center) TCAC – California Tax Credit Allocation Committee
The California Tax Credit Allocation Committee (CTCAC) administers th e federal and state Low -Income Housing Tax Credit Programs. Both programs were created to promote private investment in affordable rental hous ing for low - income Californians. (CA State Treasurer’s Office)
Section 8 / HCV – Section 8 Housing Vouchers
The housing choice voucher program is the federal government's major program for assisting very low-income families, the elderly, and the disabled to afford decent, safe, and sanitary housing in the private market. Since housing assistance is provided on b ehalf of the family or individual, participants are able to find their own housing, including single-family homes, townhouses and apartments. Expanded rental assistance like the Housing Choice Voucher (HCV) program is a substantial component of any strategy to address the severe housing shortage and instability faced by ELI renters. Seventy-three percent of current HCV recipients are extremely low-income (HUD, 2018).

Regional Impact Council Roster
September 13, 2021
Below are rosters for the Steering Committee, Technical Committee, Co-chairs, Research Partners, andother supporting team members for the RIC.

Regional Impact Council Steering Committee Members● Alma Yates, Division Analyst, CVP, Benioff Homelessness and Housing Initiative, UCSF● Amie Fishman, Executive Director, NPH● Andreas Cluver, Secretary Treasury of the Alameda Building Trades Council● Andrew Hening, Co-Founder and Project Director, Opening Doors Marin● Anu Nataragan, Consultant, Community Engagement and Public Policy● Ariane Hogan, Associate Director of Government Affairs, Genentech● Belia Ramos, Napa County Supervisor and VP, Association of Bay Area Governments● Bijan Mehryar,U.S. State & Local Government AffairsManager|Salesforce● Candace Anderson, Supervisor, Contra Costa District 2● Carla Javits, President and CEO, REDF● Cindy Chavez, Santa Clara County Supervisor● Dave Cortese, California State Senator (15 th
SenateDistrict)● David Canepa, Supervisor, San Mateo● David Canham, Field Director, SEIU● David Chiu, California State Assemblymember (17 th
Assembly District)● Diana Reddy, Redwood City Councilmember● Diane Burgis, Contra Costa County Supervisor● Eddy Zheng, Co-chair, All Home Community Advisory Council● Emily Webb, Vice President, External Affairs Bay Area, Sutter Health● Erin Connor, Crisis Response Manager, Cisco● Gina Dalma,Executive Vice President, Community Action,Policy and Strategy, Silicon ValleyCommunity Foundation● Hydra Mendoza, Chief of Strategic Relationships, Salesforce● Ian Winters, Executive Director, Northern California Land Trust● Jack Mackenzie, Board Member, Greenbelt Alliance● Jennifer Loving, Executive Director, Destination Home● Jesse Arreguin, Mayor of Berkeley and President, Association of Bay Area Governments

● Jim Spering, Solano County Supervisor● Jim Wunderman, CEO, Bay Area Council● Judith Bell, Chief Impact Officer, San Francisco Foundation● Keith Carson, Alameda County Supervisor● Ken Cole, Director, San Mateo County Human Services Agency● Libby Schaaf, Mayor of Oakland● Liz Ortega-Toro, Executive Secretary-Treasurer of the Alameda AFL-CIO Labor Council● London Breed, Mayor of San Francisco● Matt Franklin, CEO, MidPen Housing● Melissa Jones, Executive Director, BARHII● Nicole Taylor, President & CEO, Silicon Valley Community Foundation● Robert Powers, General Manager, BART● Rosanne Foust, CEO, San Mateo County Economic Development Association● Sam Liccardo, Mayor of San Jose● Scott Wiener, California State Senator (11 th
SenateDistrict)● Sean Elsbernd, Former Supervisor - District 7● Susan Gorin, Chair, Sonoma County Board of Supervisors● Therese McMillan, ED, MTC/ABAG Regional Impact Council Technical Committee Members● Adrian Covert, Vice President of Public Policy, Bay Area Council● Alan Dones, CEO, SUDA● Alicia John-Baptiste, SPUR/ Urban Planning Equity● Amy Sawyer, Policy Advisor on Homelessness, Office of Mayor London Breed● Andrew Hening, Co-Founder and Project Director, Opening Doors Marin● Angela Jenkins, Director of Strategic Initiatives, Kaiser Permanente● Aubrey Merriman, CEO, Lifemoves● Bill Pickel, CEO, Brilliant Corners● Brandy Jenkins-League, Member, All Home Community Advisory Council● Carolina Reid, Associate Professor, Berkeley● Carrie Varoquiers, Vice President of Global Impact and Employee Life, Workday● Catherine Paterson, Co-Executive Director, City Health● Chris Hoene, Executive Director, California Budget & Policy Center● Christa Brown, Senior Program Officer, Policy Advocacy, San Francisco Foundation● Christina Mun, Deputy Director, Oakland Housing & Community Development Dept.● Cynthia Nagendra, Executive Director,Benioff Homelessnessand Housing Initiative at Universityof California● Daniel Cooperman, Senior Manager of Social Services, BART● Daniel Saver, Housing Director, MTC● DarinRanelletti,Policy Director for Housing Security,City of Oakland● Darnell Cadette, Community Manager, CZI

● Daryel Dunston, Senior Director, Place Pathway, San Francisco Foundation● Dave Graham-Squire, Senior Statistician, UCSF Benioff Homelessness and Housing Initiative● David Low, Policy & Communications Director, Destination Home● Dawn Morrow, District Representative, Contra Costa County● Donna Allen, Pastor, New Revelation Community Church● Eve Perry, Data Scientist, Benioff Homelessness and Housing Initiative● Francis McIlveen, Director of Operations, Northern CA Land Trust● Heather Hood, VP & Market Leader, Northern California, Enterprise Community Partners, Inc.● Jackie Downing, Executive Director, Crankstart● Jacky Morales-Ferrand, Director of Housing, City of San Jose● Jamie Almanza, Executive Director, BACS● Jennielynn Holmes, 3rd District Commissioner, Sonoma County● John Brauer, Executive Director, California Labor Federation● Jon Simon,Parole Agent II, Adult Program Unit (APU)● Karl Robillard,Philanthropy & Community Outreach, Twitter● Kate Hartley, Fund Chief Lending & Investment Officer, Housing Accelerator● Katherine Harasz, ED, Santa Clara Housing Authority● Katie Ferrick, Sr. Director of Community Development, Environmental Sustainability & WorkplacePrograms, LinkedIn● Kay Fernandez-Smith, Vice President of Policy and Innovation, San Francisco Foundation● Kelly Dearman, Executive Director, SF In-Home Supportive Services Public Authority● Kerry Abbott, Homeless Care and Coordination Director, Alameda County● Kim Piechota, Director of Housing Development, Chinatown Community Development Center● Kris Stadelman, Director, NOVA Workforce Board● Kristie Fairchild, Executive Director, North Beach Citizens● Larry Florin, Chief Executive Officer, Burbank Housing● Lavonna Martin, Director, Health, Housing and Homelessness Services, Contra Costa County● Lindsay Haddix, Housing Initiatives Program Manager, Facebook● Louise Rogers, Chief, San Mateo County Health● Malcolm Yeung, Executive Director, Chinatown Community Development Center● Marc Trotz, Consultant● Margot Kushel, Professor of Medicine, UCSF● Mary Carl, Executive Director, HealthLeads● Michael Gause, Ending Homelessness Program Manager, County of Sonoma● Ned Resnikoff, Policy Manager, Benioff Homelessness and Housing Initiative (BHHI)● Nevada Merriman, Policy Director, MidPen Housing● Ophelia Basgal, Vice-Chair, San Francisco Foundation Board● Patricia Wells, ED, Oakland Housing Authority● Pedro Galvao, Policy Director, NPH● Randy Tsuda, CEO, Alta Housing● Sara Kimberlin, Senior Policy Analyst, California Budget & Policy Center● Scott Gullick, Regional Marketplace Lead, Bay Area at Opportunity@Work

● Shola Olatoye, Director, Oakland Housing and Community Development● Sparky Harlan, CEO, Bill Wilson Center● Teri House, CDBG/Housing Consultant, City of Antioch● Teri Ollie, Campaign Director, Economic Security Project Action● Theo Ellington, Director of Homeless Initiatives and Community Development, Salvation Army● Tina Rivera, Director of Department of Health Services, Sonoma County● Tramecia Garner, Associate Director for Housing and Residential Programs, Swords to Plowshares● Vivian Wan, COO, Abode Services● Will Dominie, Policy Manager, BARHII● William Rogers, CEO, SF-Marin-San Mateo Goodwill● Zak Franet, Member, All Home Community Advisory Council Regional Impact Council Co-Chairs
● Jennifer Martinez, Director of Policy and Advocacy, Chan Zuckerberg Initiative (Co-Chair)● Jonathan Fearn, Senior Director of Development, Greystar (Co-Chair)● Joshua Simon,Senior Advisor, CAST(Co-Chair)● Sherilyn Adams, Executive Director, Larkin Street Youth Services (Co-Chair) Research Partners & Facilitation Support
● Margot Kushel, MD, UCSF Benioff Homelessness and Housing Initiative● Cynthia Nagendra, Executive Director, UCSF Benioff Homelessness and Housing Initiative● Carolina Reid, Assoc. Professor & Faculty Research Advisor, Terner Center for Housing Innovation● Elizabeth Kneebone, Research Director, Terner Center for Housing Innovation● Hilary Hoynes, Professor of Public Policy and Economics/Haas Distinguished Chair in EconomicsDisparities● Elizabeth Mattiuzzi, Senior Researcher, Community Development/ Federal Reserve Bank of SF● Samantha Batko, Senior Research Associate/ Metropolitan Housing and Communities PolicyCenter● Janey Rountree, Executive Director/California Policy Lab at UCLA● Gary Painter, Chair of the Department of Public Policy and Director of the Sol Price Center forSocial Innovation● Bina Patel Shrimali, Research Manager, Community Development/ Federal Reserve Bank of SF● Dave Graham-Squire, Senior Statistician and Data Scientist/UCSF Benioff Homelessness andHousing Initiative● Sara Kimberlin, Senior Policy Analyst/ California Budget & Policy Center

Phase II Working Group
● Carla Javits, President and CEO, REDF● Carolina Reid, Assoc. Professor & Faculty Research Advisor, Terner Center for Housing Innovation● Carrie Varoquiers, Vice President of Global Impact and Employee Life, Workday● Catherine Paterson, Co-Executive Director, City Health● Daryel Dunston, Senior Director, Place Pathway, San Francisco Foundation● Francis McIlveen, Director of Operations, Northern CA Land Trust● Gina Dalma,Executive Vice President, Community Action,Policy and Strategy, Silicon ValleyCommunity Foundation● Jennifer Martinez, Director of Policy and Advocacy, Chan Zuckerberg Initiative (Co-Chair)● John Brauer, Executive Director, California Labor Federation● Judith Bell, Chief Impact Officer, San Francisco Foundation● Karl Robillard,Philanthropy & Community Outreach, Twitter● Kate Hartley, Fund Chief Lending & Investment Officer, Housing Accelerator● Kris Stadelman, Director, NOVA Workforce Board● Kristie Fairchild, Executive Director, North Beach Citizens● Mary Carl, Executive Director, HealthLeads● Scott Gullick, Regional Marketplace Lead, Bay Area at Opportunity@Work● Teri Ollie, Campaign Director, Economic Security Project Action● Theo Ellington, Director of Homeless Initiatives and Community Development, Salvation Army All Home
● Tomiquia Moss, Founder & CEO● Ken Kirkey, RIC Project Lead, Chief Partnership Officer● Gail Gilman, Chief Strategy Officer● Jay Banfield, Chief Economic Mobility Officer● Joanne Karchmer, Chief Impact Officer● Irving Torres, Director of Community Engagement● Terrance Thompson, Director, Regional Homelessness Prevention System● Edie Irons, Director of Communications● Diana Orozco, RIC Project Manager● Jeff Hobson, Director of Finance and Operations● Susannah Parsons, RIC Program Lead● Nisha Behrman, Secondee● Samantha Chiu, Executive Assistant to Tomiquia Moss● Aliece Lee, All Home Administrative Assistant● Nahema Washington, RIC Administrative Assistant

https://www.allhomeca.org/regionalactionplan/

FREQUENTLY ASKED QUESTIONS
Who does the RAP target?
The RAP is focused on reducing the number of people experiencing homelesness in the Bay Area, initially targeting those who live outdoors. The RAP also targets extremely low income households - those who make less than 30 percent of Area Median Income (AMI). This population is highly vulnerable to homelessness and therefore must also be considered to reach our goal of reducing unsheltered homelessness by 75%.

Why focus on unsheltered homelessness?
It should come as no surprise that a recent study by UCLA’s California Policy Lab found that unsheltered individuals have more significant health challenges than those who are homeless, but sheltered. For example, 84 percent of unsheltered individuals report physical health conditions compared to just 19 percent of sheltered individuals. Significant gaps between the two groups also exist in the areas of mental health and substance abuse. We put our emphasis on this population because it is the right thing to do - morally, compassionately, and for sound public policy.

How many individuals are experiencing unsheltered
homelessness in the Bay Area?
Homelessness and a lack of affordable housing has been a persistent and urgent problem in the Bay Area for several decades, significantly worsening since 2017. In 2019, according to the HUD Point in Time Count, more than 35,000 residents in the nine-county Bay Area lacked housing or lived outdoors in conditions unfit for human habitation. Many more were living from paycheck to paycheck, at extreme risk of becoming homeless. Although no formal Point in Time counts have been made since 2019, observationally it is clear that the situation has been exacerbated by the COVID-19 pandemic.

How was the goal of a 75% reduction in unsheltered
homelessness arrived at? Why not a 100% reduction?
https://www.allhomeca.org/regionalactionplan/
Achieving a 75 percent reduction in unsheltered homelessness would result in a dramatic and visible improvement over the current conditions. This goal is intended to be both ambitious and achievable.

In the next three years, the RAP recommends a significant investment in new interim housing and homelessness prevention strategies - offering temporary housing options where people can stabilize and heal, and stemming the flow of people becoming newly homeless. Over the longer term, more permanent housing solutions must be created and funded. These three strategies, taken together, make the 75% reduction goal achievable.

But, interim housing may not be the right fit for everyone. We know that most people who are offered a low-barrier place to stay that is safe, clean, private and meets their personal needs (e.g., accommodating possessions, pets and allowing them to share a space with a partner or child, 24/7 access), will take it. There will also be a very small number of people who are reluctant, afraid or unwilling to take the first step of shelter after being homeless for long periods of time.

This can stem from many causes, such as fear, past trauma, or unwillingness to move further away from family or friends. There may also be some individuals who will prefer to stay outdoors or in their vehicles, but we predict this to be a very small percentage of the homeless population. The reduction goal hinges on having a range of available interim housing options, some of which may convert to permanent housing in the future.

How will this plan change the current approach to addressing homelessness in the Bay Area?
Homelessness in the Bay Area is a regional crisis, and this plan takes a regional approach to policies and programs to help solve it. Until now, cities and counties have been doing what they can with limited funds to manage homelessness, but this crisis is not contained by county and city boundaries - and it continues to worsen every year. Our systems do not interact with each other, making it confusing and burdensome for people to get help. The State has mostly deferred to local governments and until very recently, exercised very little in the way of leadership, resources or held local governments accountable to bring about reductions in homelessness.

We know that rapid and meaningful action is possible when public officials join together to adopt and enforce shared policies and performance measures. https://www.allhomeca.org/regionalactionplan/
County public health officials took swift and powerful action together to reduce the spread of COVID-19 during the pandemic. With Project Roomkey, the State allocated $112 million and temporarily helped house 23,000 people in 42 counties in a matter of months. Yet our existing safety net has failed to stop the tidal wave of people who have had no option but to live on the streets. The RAP was created to reach consensus in the region on a shared set of strategies -- and to execute on them with the shared sense of urgency that befits this crisis. The RAP creates a comprehensive set of strategic priorities and a method that leaders from across the region can agree on and execute.

How were the strategic priorities chosen?
Strategic priorities were decided over the course of a year through a series of monthly meetings of the Regional Impact Council. The Regional Impact Council is a roundtable of policymakers, key affordable housing stakeholders, people with lived experience, social equity and economic mobility stakeholders, housing and homelessness service providers, and business and philanthropic partners. The Council is convened and staffed by All Home, a non-profit organization headquartered in San Francisco.

Who serves on the Regional Impact Council?
The Council is divided into Steering and Technical Committees. The Steering Committee consists of 25-30 high-profile policymakers, business, equity, and labor leaders. The Technical Committee consists of 30-45 subject matter experts in the fields of affordable housing, service provision, and economic mobility, as well as people with lived experience of homelessness.

Learn more about the Regional Impact Council, and see a full list of members, here.

Will this plan advance racial equity? How?
Yes. This plan is grounded in closing the racial disparities that we see today:

Black, brown and indigenous people are disproportionately represented among those currently experiencing homelessness or at high risk for becoming homeless.
https://www.allhomeca.org/regionalactionplan/
This plan explicitly calls for action from the State of California, private and philanthropic partners, and all Bay Area counties to reduce these racial disparities by:
Increasing accountability to demonstrate progress toward closing racial disparities
Prioritizing funding interventions targeted to BIPOC experiencing homelessness or at risk of becoming homeless
Implementing equity-based prioritization schemes, service provision, and rental assistance programs that target the most vulnerable communities What is the 1-2-4 framework? Why is it important?
The 1-2-4 framework enables the region to move quickly to reduce unsheltered homelessness by 75% by 2024.

The framework calls for simultaneous investment in three forms of housing solutions: interim housing, permanent housing and homelessness prevention:
Interim Housing: Provide interim housing to unsheltered people immediately by funding the interim housing options to stabilize and heal. (+1 unit of interim housing)
Permanent Housing: Allow families and individuals to retain stability and plan for the future by providing long-term, flexible housing solutions, such as rental subsidies and supportive housing. For every one unit of interim housing, a community should plan for or provide two permanent housing solutions. (+2 units of permanent housing)
Homelessness Prevention: Keep at-risk families housed through interventions like financial assistance coupled with housing problem- solving and legal services. For every one unit of interim housing, communities should provide four units of these types of interventions to keep people housed. (+4 units of homelessness prevention) https://www.allhomeca.org/regionalactionplan/
The ratio of 1-2-4 is not a cookie-cutter approach, but an investment strategy to reach a balanced system that can respond to people facing a housing crisis before it becomes a catastrophe. The ratio may vary by county depending on where past investments have been made and specific community needs. All three strategies are necessary and interdependent, but our current system is not succeeding at this approach, which is why a new model is needed.

The RAP estimates it will cost ~$6.5B to reduce unsheltered homelessness in the Bay Area-- how would this money be
spent? Where would this funding come from?
This cost estimate reflects our understanding that the number of unsheltered people in the Bay Area will continue to grow until we invest significantly in reducing the number of people who become homeless and increasing the number of people who are no longer homeless, because they now have a place to call home. The $6.5B would be spent over 5 years, roughly divided between capital and operating costs. The estimate includes the cost of constructing, converting or otherwise securing new interim and permanent housing at a scale commensurate with the need, and providing interventions to prevent at-risk people from becoming homeless. We believe that we have an unprecedented opportunity to develop a strong federal partnership with the Biden-Harris Administration. In the first 100 days after taking office, the new administration moved to significantly expand the number of rental subsidies (vouchers), rental assistance and is developing policy that recognizes affordable housing as much needed infrastructure. The State has recognized its role by creating Project Roomkey and Project Homekey, and there is significant political momentum to move away from one-time budget-year funding requests toward a $2 billion ongoing source of State funds for housing and homelessness in the future. Many local governments control significant amounts of federal pass-through funds and locally generated parcel, sales, and special tax revenues that are required to be spent on homelessness. The RAP calls for marshalling and focusing those funds on the shared priority of dramatic, measurable reduction in unsheltered homelessness.
https://www.allhomeca.org/regionalactionplan/
What happens next? How will the plan be implemented?
The Regional Impact Council (RIC), supported by All Home, has already begun work to implement the Plan. Some of the key next steps include:
Working with our partners in each of the nine Bay Area counties to determine how best to achieve the 1-2-4 framework in each place, recognizing the unique context and challenges each county faces; Continuing to build support for the RAP across the region. Building a strong, consensus-based Bay Area coalition that pushes the State of California and federal governments to align their investment and policy priorities with the vision outlined in the RAP.
Driving advocacy efforts to advance for strategic priorities, e.g., advocacy for new types of state and federal funding, specific inclusion of ELI housing in legislation, regulatory changes and housing financing.

Over the next year, the Regional Impact Council will also begin to focus on structural reforms to expand economic and social mobility for the extremely low

https://www.allhomeca.org/regionalactionplan/
income population (ELI)and to continue to advance racial equity in the Bay Area.

Who will be involved in implementing the RAP?
Just as developing the RAP was a regional effort, implementing the RAP will be a regional effort. We are working with public officials and staff in the 9 Bay Area counties to provide the needed support and guidance to implement the RAP as well as with stakeholders working in business, philanthropy, and community-based and advocacy organizations.

How were community members involved in forming this plan? The RAP was created by the Regional Impact Council, which consists entirely of members of the Bay Area community. The RIC involved individuals with lived experience through All Home’s Community Advisory Council throughout the process of creating the RAP to ensure their voices were centered in the creation of this plan.

What makes this plan different from other plans that have been done before?
The Regional Action Plan was developed by an unprecedented coalition of Bay Area mayors, housing experts, researchers, non-profit, philanthropic and business leaders, and people with lived experience serving together on the Regional Impact Council. This plan is focused on population reductions of street homelessness. We know that homelessness is a regional problem, and it will take a regional approach to significantly move the needle on homelessness and get our neighbors into secure housing.

How do I stay updated on the RAP and its implementation? What can I do to help advance the RAP?
We are grateful for community support for the RAP and welcome your assistance. You can sign up to stay informed here. If you are interested in scheduling a presentation of the RAP please reach out to Nahema Washington at [email protected]
https://www.allhomeca.org/regionalactionplan/
In the 75% goal, who does the 25% represent? Is it the
mentally ill and serious drug addicted, or the chronically homeless? Is the 75% due to the remaining 25% being a group that cannot be assisted within the two year timeframe of the RAP or the scope of the plan?
The 75% goal is a regional goal to reduce unsheltered homelessness by 2024.

The remaining 25% isn’t specific to any particular group or population, it’s just that we reached a goal of 75% because it’s intended to be both ambitious and achievable. The RAP recommends a significant investment in new interim housing and homelessness prevention strategies, offering temporary housing options where people can stabilize and heal, and stemming the flow of people becoming newly homeless. Over the longer term, more permanent housing solutions should be created and funded. These three strategies, taken together, make the 75% reduction goal achievable. Interim housing may not be the right fit for everyone. The 75% reduction goal centers on having a range of available interim housing options, some of which may convert to permanent housing in the future and a focus on holistic prevention intervention strategies.

How does the Regional Action Plan address the mentally ill homeless, chronic (or toughest) homeless cases?
Additional stats from the Solano County Mental Health Services site as well at the Solano County 2019 PIT count report are presented during the presentation.

Understanding the homeless population and community needs is a first step in scaling solutions that have worked and identifying new approaches to the problem. The RAP’s focus on prevention efforts are key to reaching the hardest to reach homeless and the need to target resources, create more partnerships and develop holistic support systems.

What are things we can do in the short term to implement the Regional Action Plan? / How will this plan actually happen? https://www.allhomeca.org/regionalactionplan/
The plan puts forth many strategies and calls to actions to support our communities today. It is an immediate response to the crisis and the plan should be used to bolster existing efforts tailoring to jurisdictional needs and resources.

In the short term some of the main actions we can collaboratively take are 1.

Evaluating existing resources and the gap that needs to be filled 2. Creating partnerships with jurisdictional groups and aligning on resources while also identifying additional barriers, community needs and local opportunities, and 3.

Advocating for more resources and scaling intervention that have worked.

What's the timeline for endorsements? Do you need
endorsement by all 9 counties for the RAP to take place? Counties and jurisdictions have endorsed the plan already and our goal is to get all 9 counties to endorse as this is a regional plan and we aim to create regional solutions understanding unique community needs. However, this also takes time and part of implementing the RAP and part of successfully implementing the plan includes partnering and engaging with jurisdictions across the region to align on plan and support for the RAP’s overall goals
RESOLUTION NO. ________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO GENERALLY

ENDORSING THE CONCEPTS OF THE REGIONAL ACTION PLAN DEVELOPED BY THE

REGIONAL IMPACT COUNCIL AND FACILITATED BY ALL HOME CALIFORNIA WHEREAS, Solano County and the larger Bay Area region continues to face a severe housing shortage, increasing rents, and homelessness experienced disproportionately by certain communities, and these trends are exacerbated by the COVID-19 pandemic; and WHEREAS, the scale and complexity of the Bay Area’s homelessness crisis requires new levels of regional cooperation to effectively address the issue; and WHEREAS, All Home is a Bay Area non-profit organization that advances regional solutions to disrupt the cycles of poverty and homelessness and create more economic mobility opportunities for extremely low-income people; and
WHEREAS, in 2020, All Home established the Regional Impact Council (RIC), a roundtable of policymakers, housing and homelessness service providers, business and philanthropic partners, and key affordable housing, social equity and economic mobility stakeholders from all nine Bay Area counties, with the premise that a regional approach will enable Solano and the surrounding counties to accelerate finding new solutions to the homelessness crisis; and WHEREAS, in 2021, the Regional Impact Council launched the Regional Action Plan (RAP) which pushes for a broad-based coalition to advocate for policies, programs, and funding; and introduced the 1-2-4 investment framework, a funding formula that illustrates proportionate investment of two units of new permanent housing and four units of preventative interventions per every new unit of interim housing;
WHEREAS, the RIC recognizes that local needs and conditions may differ from the standards set by the 1-2-4 formula, as well as other proposed strategies, and encourages jurisdictions to adjust accordingly; and
WHEREAS, recognizing the need for affordable housing in the County, the Board has previously approved projects and dedicated resources towards interim housing, permanent housing, and preventative interventions, the same solutions outlined in the 1-2-4 framework; and WHEREAS, by accepting the Regional Action Plan, the County will have access to stronger regional partnerships, be able to increase awareness, and align local, regional and state resources to the regional goal of reducing unsheltered homelessness in the Bay Area, 75% by 2024; and
WHEREAS, the Solano County Board of Supervisors unanimously endorsed the Regional Action Plan on February 1, 2022 developed by the Regional Impact Committee as a framework to reduce and prevent homelessness in Solano County.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Vallejo generally supports the concepts outlined in the Bay Area’s Regional Impact Council’s Regional Action Plan.

Adopted by the Council of the City of Vallejo at a regular meeting held on June 14, 2022 with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
_________________________________________
ROBERT H. MCCONNELL, MAYOR
ATTEST: _________________________________________
DAWN G. ABRAHAMSON, CITY CLERK
ACTION ITEM 9.G.

DATE: June 14, 2022
TO: Mayor and Members of the City Council
FROM: Melissa Tigbao, Public Works Director
SUBJECT: ADOPT A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A THREE-

YEAR CONSULTANT AND PROFESSIONAL SERVICES AGREEMENT WITH ADMIRAL SECURITY SERVICES, INC. TO PROVIDE UNARMED SECURITY SERVICES FOR CITY

FACILITIES AND PARKING LOTS

RECOMMENDATION
Adopt a resolution authorizing the City Manager to execute a professional services agreement for citywide unarmed security services with Admiral Security Services, Inc., in the amount of $3,750,000 for the term of July 1, 2022 through June 30, 2025, with two one-year options to extend.

REASONS FOR RECOMMENDATION
The City's current contract for unarmed security services, originally with First Security Services - later acquired by Allied Universal Security, is set to expire June 30, 2022.

This Fiscal Year, staff released a Request for Proposals (RFP) for citywide unarmed security services. As a result of the RFP process, staff are recommending executing an agreement with Admiral Security Services, Inc. to provide security services.

BACKGROUND AND DISCUSSION
In 2018, the City entered into an agreement with First Security Services to provide unarmed security services to City-owned buildings and parking lots, and for as needed and/or special events. During the 2019-2020 Fiscal Year, First Security Services was acquired by Allied Universal Security, which integrated the services and contracts held by First Security into its business, including the contract with the City. That existing contract and amendments are set to expire June 30, 2022.

The existing contract provides services at the following locations: Vallejo City Hall (lobby interior); the City Hall/JFK Library Campus (exterior); Vallejo Municipal Marina/Harbor; as well as the ParkVallejo parking program security services at the Vallejo Station parking Structure (parking garage) and Vallejo Waterfront & Downtown Parking Lots. The new contract adds patrol service at the Fleming Hill Water Treatment Plant, 400 Mare Island Way, and the Vallejo Housing Authority Building.

As-needed security services are also used at events such as: the Mad Hatter Festival; First Friday or Art Walk events; and in emergency situations such as the PSPS power-outages. Service locations are subject to change as needs or building uses change.

City staff began the RFP process this Fiscal Year to review and select a firm to provide these important services throughout the City. At the close of the proposal period, the City had received sixteen (16) individual proposals from outside firms to provide security services. The proposals from those sixteen firms were reviewed and the top four finalists were invited to be interviewed by the selection committee on Monday, May 23, 2022.

Date: June 14, 2022
Subject: ADOPT A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A

THREE-YEAR CONSULTANT AND PROFESSIONAL SERVICES AGREEMENT WITH ADMIRAL SECURITY SERVICES, INC. TO PROVIDE UNARMED SECURITY

SERVICES FOR CITY FACILITIES AND PARKING LOTS

At the conclusion of the interview phase, the selection committee ranked the overall responses based on the following criteria: Experience & Past Performance; Capabilities of Proving Service; Personnel Selection & Retention Plan; References; and Cost.

The firm which scored the highest during the evaluation process, Admiral Security Services, Inc., was selected as the review committee's recommended vendor.

Admiral Security Services has been providing security services to the Bay Area for 17 years. Serving in the Port of Oakland since 2018, Admiral has proven experience working within a busy transit hub providing support for public buildings and parking infrastructure. Admiral offers technological solutions to the City's security needs and concerns, offering GPS tracking and video monitoring within its vehicles, electronic incident reporting, data collection and data sharing.

FISCAL IMPACT
Hourly rate quotes charged for the services are as follows:

Standard service: $29.85
Mobile patrol service: $35.00
General overtime rate: $41.19
Mobile patrol overtime rate: $48.30
The hourly cost increase from the Fiscal Year 18-22 hourly rates, to that of the new contract's hourly rates:

FY18-22 standard rate: $24.62; new standard rate: $29.85. An increase of 21.24%.

FY18-22 patrol rate: $30.00; new standard rate: $35.00. An increase of 16.67%.

The approximate annual total cost of service can be broken down as follows, if all advertised posts are filled:

Admiral Security Services, Inc.'s annual bid for comprehensive proposed services totals $1,181,044.80 annually. Staff recommend the inclusion of additional funds as a contingency to cover security at evening meetings, special events or any additional services as needed. Those additional funds are reflected in the

Date: June 14, 2022
Subject: ADOPT A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A

THREE-YEAR CONSULTANT AND PROFESSIONAL SERVICES AGREEMENT WITH ADMIRAL SECURITY SERVICES, INC. TO PROVIDE UNARMED SECURITY

SERVICES FOR CITY FACILITIES AND PARKING LOTS

rounding of the total three-year contract to $3,750,000.

While the current annual budget for fiscal year 2022-23 includes costs and budgetary authority to continue security services, those budget estimates were made prior to the selection of a firm to continue service in the new Fiscal Year. Any adjustments to the budget that need to be made due to cost increases in this contract compared to budgeted estimates will need to be brought back to the Council during the Mid-Year budget adjustment period.

ENVIRONMENTAL REVIEW
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline section 15378.

ATTACHMENTS

1. 1. Vallejo RFP - Unarmed Security Services (2022)

2. 2. Appendix A - Unarmed Security Patrol Areas

3. Admiral Security Services 2022 _CAO stamp

4. Resolution_ Admiral Security Services_CAO

CONTACT
Jason Ackley, Administrative Analyst II
[email protected]

PUBLIC WORKS DEPARTMENT

REQUEST FOR PROPOSALS

FOR

SECURITY SERVICES

Release Date: Thursday, January 13, 2022

Proposal Submission Deadline: Monday, February 28, 2022, 4PM

CONTACT: Jason Ackley, Administrative Analyst II
[email protected]
(707) 649-7712

All responses must be submitted through PlanetBids, or received by mailed delivered to:

City of Vallejo
Public Works Department
Attention: Jason Ackley
555 Santa Clara Street
Vallejo, CA 94590

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 2

TABLE OF CONTENTS

I. INTRODUCTION ..........................................................................................................................3 II. SOLICITATION .............................................................................................................................3 III. SCOPE OF SERVICES ....................................................................................................................4 IV. NON-MANDATORY SITE VISITS & WALKTHROUGHS .....................................................................9 V. RFP SCHEDULE .......................................................................................................................... 10 VI. PROPOSAL REQUIREMENTS AND FORMAT ................................................................................ 10 Part 1 | Introduction and Executive Summary ............................................................................... 11 Part 2 | Experience and Qualifications .......................................................................................... 11 Part 3 | Personnel Recruitment and Training Procedures ............................................................... 11 Part 4 | Services Provided ............................................................................................................. 11 Part 5 | Current and Past Contracts within the City of Vallejo ........................................................ 11 Part 6 | Current and Past Contracts with Similar Scope .................................................................. 12 Part 7 | Statement of Acknowledgement ...................................................................................... 12 Part 8 | Bid Prices ......................................................................................................................... 12 Part 9 | Insurance ......................................................................................................................... 13 VII. PROPOSAL EVALUATION CRITERIA ............................................................................................ 13 VIII. PROPOSAL TERMS AND CONDITIONS ........................................................................................ 13

APPENDICES

A. Unarmed Security, Areas of Responsibility
B. Sample Consultant and Professional Services Agreement

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 3

CITY OF VALLEJO

REQUEST FOR PROPOSALS

SECURITY SERVICES

I. INTRODUCTION

PURPOSE OF THIS NOTICE
This Request for Proposals (RFP) by the City of Vallejo, California invites proposals to deliver SECURITY SERVICES in strict accordance with the specifications described herein.

The City is seeking to contract with a firm with significant public agency experience to provide security services at various City -owned buildings, properties, and public spaces . Required services include providing customer assistance when they enter the buildings, providing active patrol of exterior locations and parking lots , escorting employees and/or customers to their vehicles, screening and providing security during City Council and commission meetings (as needed), and providing security during special events (as needed).

PLEASE READ THIS RFP CAREFULLY
A. It is necessary for Proposers to read this Request for Proposals (“RFP”) carefully to understand how to submit the Proposal, what documents must accompany the Proposal and what legal obligations the Proposer i s agreeing to by providing a successful Proposal. Any Proposer that wishes to be considered for this work must submit t he information requested in this RFP, attend the Site Walkthrough (if mandatory) and participate in an interview process, if invited.

B. The term “Proposer” means individuals, teams, firms, consultant(s), sub- consultants, or any combination thereof, who timely submit a Proposal for consideration in response to this RFP. The term “Proposal” means all documents, maps, photographs, and any other written materials plus any information communicated orally during the interview or during the negotiation process from the Proposer to the City in support of the Proposer’s candidacy for selection.

SETTING/LOCATION - CITY OF VALLEJO
The City of Vallejo (population ~123,000) is located at the northeastern edge of the San Francisco Bay Region. Vallejo is Solano County’s most diverse city, as well as one of the most diverse in the nation. The City of Vallejo, a charter city, operates under a City Council – City Manager form of government.

Vallejo is within an easy commute distance of major employment centers, such as San Francisco, Oakland, and Berkeley, as well as Walnut Creek and Concord, and is within acceptable commute range of the State’s Capitol, Sacramento. A strong economy and affordable housing has meant new prosperity for Vallejo, as new businesses and new residents come to the city, helping make Vallejo the vibrant community it is today.

II. SOLICITATION
The City of Vallejo is seeking proposals for security services at the following Vallejo facilities/locations (for maps of City areas, see Appendix A):

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 4
• Vallejo City Hall (interior)
• The City Hall/Library campus Parking Lots (exterior)
• Vallejo Housing Authority Building
• 400 Mare Island Way
• Fleming Hill Water Treatment Plant
• Vallejo Station Parking Structure (Parking Garage)
• Vallejo Waterfront and Downtown Parking Lots
• Vallejo Marina Harbor
The City plans to establish a three-year contract with two, one-year options to renew at the City’s discretion.

III. SCOPE OF SERVICES
Anticipated security services consist of the following:

A. Consultant as Subject Matter Expert: The City seeks to partner with a Contractor with subject matter expert ise, including knowledge of industry best practices and applicable laws, rules and regulations. who can and will advise City on the optimal and safest ways to carry out the mission of providing safe and secure facilities for staff and visitors.

B. Contractor Personnel: The Contractor shall provide an adequate number of well- trained, experienced, and qualified personnel capable of performing the Services in accordance with the Contract. A t a minimum, the Contractor shall provide a Project Manager, an appropriate number of Security Supervisors, and Security Officers. The Managers and Supervisors are not expected to be dedicated to this project alone although assigned Supervisor(s) are expected to be available to respond to on -site issues as needed. Specific tasks for each of these personnel are listed below. These tasks are expected to be performed but are not all inclusive.

Project Manager

1. Act on behalf of the Contractor on all matters related to the Contract.

2. Report to and coordinate with City Representative(s) on a regular basis.

3. Maintain an effective quality control and complaint resolution system.

4. Respond to Contract discrepancy reports on an as-needed basis.

5. Establish operational procedures in consultation with City Representative(s).

6. Develop post orders as needed in conjunction with City policy.

7. Meet with City designated City representative on a regular basis.

8. Ensure compliance with contractual staffing, training, and equipment requirements.

9. Be knowledgeable about and adhere to Contractor’s standards regarding safety and ensure compliance of subordinates through regular reviews and inspections.

Security Supervisor(s)

1. Respond to on -site incidents involving subordinates or respond to requests from the City Representative(s) within one (1) hour following an occurrence/ request.

2. Conduct on- site supervision, inspection, and guidance to on- duty security officers.

3. Assure proper assignment and relief coverage. Notify the City

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 5
Representative(s) of uncovered posts immediately and be prepared to step in.

4. Review, correct, and approve subordinates’ logs and reports.

5. Maintain knowledge of City operational areas, facilities, and property as well as adjoining areas. Apply security expertise to issues that arise and propose best-practices and solutions to Project Manager, City Representatives and on- site security officers.

6. Support Project Manager’s efforts to deliver high quality security services.

7. Ensure subordinates’ compliance to all terms of the Contract, post orders, and City policy, rules, and regulations.

8. Provide written results of investigations at the request of the City Representative.

Security Officers (Uniformed)
The primary responsibility of Security Officers will be to regularly patrol each of the identified Vallejo facilities in Appendix A and to provide the visual presence of a professional security service to deter crime and threat s to the properties, equipment, parking lot s and facilities, etc. Activities to discourage include: drug dealing, gang activities, alcohol consumption, theft and property damage, vandalism, other unpermitted activities, and parking violations. Loud or disruptive noise that may disturb employees, visitors or customers will not be allowed. This includes, but is not limited to, foul language, abusive speech, or disorderly conduct. People engaged in this behavior shall be asked to leave the premises . Security officers shall accompany parking patrons to and from their vehicles upon request. Security officers may be asked to accompany City staff, or authorized agents on the City’s behalf, before, during, and after cash deposits are collected at set locations. Security Officers may be required to screen visitors entering City buildings, clear a location, secure and lock, or unlock gates/barricades at work locations to control public entry as part of their duties at the site.

Security officers shall advise the public of the rules and regulations related to their use of the parking lot/area when violations are encountered. Violations and problems shall be reported to the City of Vallejo Police Department or other City departments as instructed by staff. Security officers shall document interactions or incidents encountered in the field as required.

Security Officers shall represent the City positively, focusing on good customer service and positive interactions with all persons that Security Officers come into contact with.

Ultimately, this contracted service is to provide additional support to stakeholders in these areas given the increased vehicle and pedestrian traffic. Security Officers should create a sense of safety and acceptance through their mannerisms, observant behaviors, and polite and friendly demeanors.

Additional Considerations: The City Hall post currently includes regular, and at times heavy, customer service interaction with members of the public. The officer posted at City Hall currently interacts with the public in various ways including but not limited to:
asking them to sign-in before moving into the facility; advising them of facility COVID- 19 protocols such as mask wearing; answering basic questions to assist in directing the public to the proper Department to address issues ; calling/alerting City Staff to meet with visitors; directing visitors to various drop -boxes and/or locations for forms required to conduct business with the City.

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 6
The City is currently reviewing overall security protocols at City Hall, and in the future may make changes to the processes and equipment at the City Hall location to include the installation and usage of a walk-through metal detector, and an additional officer at the post if this is needed.

C. Employee Eligibility Criteria : All security personnel employed by the Contractor under the resulting Contract are required to meet certain minimum qualificat ions or standards regarding background, training, experience, and health as established in this section unless a waiver is requested and approved prior to submission of a proposal. The final decision as to the suitability of security personnel, both Securi ty Officer(s) and Security Supervisor(s), rests with the City Representative.

Security Officers

1. Must be a graduate of a state certified security officer/guard training program and possess current, valid Consumer Affairs guard cards;

2. Must be a citizen of the United States of America, or an alien who has been lawfully admitted for permanent residence as evidenced by an Alien Registration Receipt Card for 1-151, or other evidence from the Immigrations and Naturalization Service that the candidate is able to work legally in the United States;

3. May not be employed under the Contract if they currently, or in the past, have been involved in:
a. Any felony or sex conviction; or
b. Military conduct resulting in dishonorable or undesirable discharge; or c. Any pattern of irresponsible behavior or moral turpitude, including, but not limited to reckless driving, drunk driving, theft, illegal drug use, etc..

4. Must be fully literate in the English language (i.e. be able to read, write, speak, and understand the language clearly). All personnel shall be capable of properly writing reports and maintaining a daily activity log. Oral command of English must be sufficient to permit full and effective communication eve n in times of stress; and

5. Must acquire, keep active, and possess at all times while on duty, all technical licenses and permits required by law for employment as a security officer; and

6. Must meet the following requirements regarding professional behavior and ability:
d. Ability to meet and deal tactfully with police and fire department personnel, City employees and the general public; ability to understand, explain, interpret, and apply rules, regulations, directives and procedures in a tactful manner;
e. Possess poise, self-confidence and an ability to make sound decisions and react quickly under stressful situations;
f. Ability to prepare clear and concise reports;
g. Ability to learn and adapt to changing situations; and h. Ability to accept and respond to instruction and direction. i. Ability to interact with members of the public as a figure of authority in a confident but respectful way, in order to gain compliance on matters of security.

Security Supervisor
Security Supervisors must meet all eligibility criteria applicable to the Security Officer

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 7
classification. They must also demonstrate the ability to provide direction and guidance to subordinate personnel.

D. Locations: Please see Appendix A for maps that include patrol location areas.

E. Maintenance Problem Reporting: Security officers will report maintenance problems observed, such as inoperative lighting fixtures and parking lot pay stations, broken water lines, and hazardous situations to City of Vallejo staff on a daily basis, and/or as needed.

F. Security Log: Security officers shall maintain a daily log and prepare incident reports identifying the date, time and specific location of the incident. Contractor shall submit incident reports to the City of Vallejo on a daily basis. Major incidents are to be reported to the City of Vallejo immediately. The observation of any in progress or suspicious criminal activity is to be reported immediately to the Vallejo Police Department.

Contractor shall also submit activity reports of events that happen during patrol shifts recorded via an electronic reporting system (i.e. Electronic Guard Tour, SPSnet, Guard1 Plus), which includes Radio Frequency Identification (RFID) tags, on a weekly basis.

A quarterly report shall be submitted to City of Vallejo identifying security related trends, plans to address spikes in incidents, and interactions with residents, businesses and visitors.

G. Equipment: Contractor shall provide uniforms, cellular smart phones, and all other equipment necessary to perform the required services , at the contractor’s expense.

Furthermore, contractor shall provide and use an electronic reporting system RFID system (i.e. Electronic Guard Tour, SPSnet, Guard1 Plus), that monitors and confirms the presence and location of security officers, and security officer activity, in real-time.

The City may make available one security guardhouse, located in the Vallejo Station Parking Structure. The City may equip the guardhouse in the Parking Structure with live-feed video surveillance monitors of the Parking Structure and other areas, for real- time monitoring by Security Officers, if required.

The contractor is expected to provide and/or ensure that the following equipment and uniform requirements are enforced while personnel are on duty:

1. All personnel assigned to this contract, including supervisors , shall be uniformed and required to wear a badge/identification.

2. Uniforms shall not appear in color similar to any local law enforcement agencies, including, but not limited to, the Vallejo Police Department and the Solano County Sherriff’s Office, and shall be subject to approval by the City of Vallejo.

3. Security company uniform logos shall clearly identify the company’s name.

4. Security officers are expected to maintain a clean and professional appearance at all times. The Contractor is responsible for assuring that the security officers uniforms are clean, pressed, and maintained in a serv iceable manner.

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 8
Uniforms shall not have rips, tears, visible repairs, missing buttons, excessive tightness, or bagginess. Uniforms shall be in unity with the time of season.

5. Cellular devices shall be issued to each security officers and supervisor, at the expense of the Contractor, and shall not be visible or in the hands of Security Officers unless necessary for work -related duties. Provide City Representative(s) with up to date phone numbers at all times.

6. If a vehicle is deemed required for a post or duty, C ontractor shall provide a vehicle with Contractor’s logo/branding.

7. All other equipment necessary to successfully execute the contractual duties, at the expense of the contractor.

8. Verifiable time records and GPS tracking must be kept for personnel while on duty. All records must be available for audit purposes at the request of the City, and for three years after the period of the contract.

9. Any new technologies that emerge in the field of security.

H. Security officers shall not endanger themselves. When safely possible, t hey are to interact and inform the public of unacceptable behavior and direct them to cease and desist, and to leave the premises. They are to observe and report all criminal acts and/or fire and medical emergencies to 911, and all non -criminal or non-emergency incidents to the City by submission of incident reports on a daily basis. If absolutely necessary, and if forced to intervene in a potent ially hostile confrontation, guards should use the minimum amount of force necessary to de-escalate a threat or to detain a perpetrator.

I. On-duty security officers shall have 24-hour dispatch and 24-hour on-duty supervision.

Supervisors shall submit week ly log reports to the City of the dates and times of random monitoring of personnel. The dates and times indicated in the supervisor’s log will be periodically confirmed by the City’s independent monitoring.

J. Supervisor meetings and shift debriefs shall not be completed in areas observable by patrons to minimize the perception of Security Officers not performing their duties.

K. Initial Training: Each security officer m ust participate in on the job training prior to them being assigned a work shift at a City of Vallejo property. This training shall consist of initial training on general security procedures at the C ontractor’s training facility, followed by training at the City of Vallejo’s facilities, concentrating on p rocedures specific to each post.

This training shall be performed by, and under close supervision of, qualified Contractor personnel, with the approval of the City of Vallejo. This training shall insure that the Security O fficer understands the post orders for each post they may be assigned, and shall specifically include, but not be limited to, instruction of the following procedures based on security posts:

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 9

1. Structure/location overview, key areas within the structure/location, and surrounding area(s).

2. Patrol procedures.

3. Admittance procedures, including after hours.

4. Keys, equipment, alarms and security codes (if applicable).

5. Specific incident and routine reporting.

6. Emergency notification procedures, including after hours.

7. Policy on Police and Fire Department notification.

L. Ongoing Training: The Contractor shall provide ongoing training to Security Officers after their initial security post training as necessary to ensure top level service. The Contractor shall explain in detail their programs of ongoing training, including new material updates, and any extension courses offered.

Mandatory ongoing training provided by the Vallejo Police Department will also be required by all security officers assigned to Vallejo properties, on a quarterly and/or as needed basis. Trainings provided by the Vallejo Police Department will be held at a City of Vallejo facility.

M. Staffing restrictions: The City of Vallejo has the right to request removal of a contract employee from the property at any time, with or without reason. The Contractor shall immediately comply, and shall not reassign that employee to the property under any circumstances. It is understood that the removal from the City’s facility in no way affects the employment status with the Contractor.

Time for performance: Seven day, twenty-four hours per week, including holidays (current schedule of security services to be released upon request by certified security vendor). The City is open to proposed modifications to the current schedule, should the proposer deem an alternative plan more effective based on the locations, number of staffing, and needs of the City, however all lo cations must still be included in the proposed schedule. The City will not be adding additional officers , above current levels, at this time.

Proposals shall include recommendations on schedule which shall be subject to change, based on the needs of the City of Vallejo. Additional security may be required from time to time during special events sponsored by the City of Vallejo.

IV. NON-MANDATORY SITE VISITS & WALKTHROUGHS
There may be non-mandatory but highly recommended site visits and walkthroughs for prospective Proposers at a date and time listed on the schedule below (as amended by written addendum, if any).

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 10
V. RFP SCHEDULE
Responses to the RFP must be submitted to the City of Vallejo as outlined in this section.

Responses are due no later than
Monday, February 28, 2022, (4 PM)
Responses received after this date and time will not be considered.

MILESTONE DATE
RFP Issued Thursday, January 13, 2022
Question submittal deadline Monday, January 31, 2022, (4PM) Proposal Due Monday, February 28, 2022, (4PM)
Proposal Review/Evaluation March, 2022
Firm Interviews March/April, 2022
Council Presentation/Award Contract TBD
Begin Security Services July 1, 2022

This schedule may be modified and/or extended by the City if necessary.

VI. PROPOSAL REQUIREMENTS AND FORMAT
The City is utilizing PlanetBids for the purpose of posting and sharing information regarding this RFP. PlanetBids will be the location used to post follow up communications such as addendums or to answer questions submitted by interested parties.

All questions regarding this Request for Proposals (RFP) must be submitted on or before Monday, January 31, 2022, no later than 4:00 p.m. PST.

Bidders are advised that oral or written communications from the City , not in the form of an official addendum, do not alter the bid or specifications.

All submittals must follow the format described in this RFP.

Submitted proposals will become the property of the City and may be used by the City in any way deemed appropriate.

To be considered for selection, submittals must be received by the date and time specified.

Proposers who mail packages should allow ample delivery t ime to ensure timely arrival.

Mailed s ubmittals shall be placed in a clearly marked envelope, titled Unarmed Security Services and should be mailed to:

City of Vallejo
Public Works Department
Attention: Jason Ackley
555 Santa Clara Street
Vallejo, CA 94590

It is the sole responsibility of the proposer to ensure timely response to this RFP . Late proposals shall not be considered. Proposals will not be accepted at any other location other than as specified above.

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 11
Submittals must include the following components in the order listed below:

Part 1: Introduction and Executive Summary
Part 2: Experience and Qualifications
Part 3: Personnel Recruitment and Training Procedures
Part 4: Services Provided
Part 5: Current and Past Contracts within the City of Vallejo Part 6: Current and Past Contracts with Similar Scope
Part 7: Statement of Acknowledgement
Part 8: Bid Prices
Part 9: Insurance

Part 1 | Introduction and Executive Summary
Please submit a letter of introduction of your firm. The letter must be signed by a person authorized by your firm to obligate your firm to perform the commitment contained in the proposal.

Part 2 | Experience and Qualifications
Provide a list of the contractor’s principals and employees with resumes of qualifications, as well as each key person and/or subcontractor that the contractor anticipates assigning to the project and/or contract. Additionally, include a summary of the qualifications, licenses and experience of each individual and the type of services to be performed by each individual with a position of higher authority in your firm at the supervisory level or higher that will interact with staff or have responsibility for the contract/agreement should your proposal be selected.

Part 3 | Personnel Recruitment and Training Procedures
Describe in detail how new and replacement personnel will be recruited, hired, and trained.

Attach your firms hiring and training procedures and plan that will be required for all employees and the method by which adherence will be ensured ( e.g., interviewing, drug testing, background check and reference checks). The City will retain under its agreement with the successful Contractor the right of approval of all persons performing under the Agreement.

Part 4 | Services Provided
Describe the security services and the components of security service your firm proposes to provide to the City. Include the following:
• Overall security scope of work tasks which detail the use of personnel to diffuse potential volatile situations.
• Schedule hours and days of service delivery and the ability to meet the City’s proposed start date.
• Proposed staffing by site and assignment of work within your firm’s work team. • The use of technology and security equipment.
• Proposed response time for requests for security services. • Proposed performance standards that are being pledged if awarded a contract.

Part 5 | Current and Past Contracts within the City of Vallejo Provide a list of current or past contracts for security services provided within the City of Vallejo within the past three years (public and private entities) . This list shall include th e name, address, email address, and phone number of each of the contracting parties as well

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 12
as a description of services performed, and total contracted compensation.

Part 6 | Current and Past Contracts with Similar Scope
Provide a list of four (4) current or past contracts for municipalities for which your firm has performed, or is performing, work of similar type, scope, and complexity within the past five years. This list must include the name, address, email address, and phone number of the contracting party, as well as a description of the services performed and total contracted compensation. If previous work has not included municipalities, please provide four (4) current or past contracts which include work of similar type, scope, and complexity in the last five years, as well as the name, address, email address, and phone number for references.

Upon further consideration of the proposal, the City may request additional information.

Bidder must provide current phone number(s), physical and mailing addresses, and email address of references. If references cannot be verified, the proposal shall be disqualified.

Part 7 | Statement of Acknowledgement
Include a brief statement acknowledging the consultant’s willingness to accept the attached City of Vallejo standard Consultant and Professional Services A greement (Appendix B) as is, without modifications. If the consultant (firm) is not willing to acknowledge the agreement, please do not submit the RFP for consideration.

The selected consultant (firm) shall demonstrate it can meet the City of Vallejo’s insurance requirements, including errors and omissions coverage. Please refer to the attached City of Vallejo standard Consultant and Professional Services Agreement (Appendix B).

Part 8 | Bid Prices
Bid prices are to be included for the provision of services that are “all inclusive” of all costs.

The City intends to pay Contractor for all services required under the contract, based on a single all-inclusive hourly rate that will encompass all of the Contractor’s labor costs, overhead and profit, including but not limited to; supervision, equipment, overhead, training, and all required insurances as specified in this Request for Proposal.

The City reserves the right to award to another vendor, other than the lowest bidder, at its sole discretion. Bid prices shall be submitted for the following:

Base Services On-Call Services
- Hourly rate per Security Officer
- Hourly rate per Security Supervisor
- Hourly rate per Security Officer
- Hourly rate per Security Supervisor
- Total monthly cost - Total monthly cost
- Overtime hourly rate per Security Officer
- Overtime hourly rate per Security Supervisor
- Overtime hourly rate per Security Officer
- Holiday hourly rate per Security Officer
- Holiday hourly rate per Security Supervisor
- Holiday hourly rate per Security Officer

Provide documentation of the financial capacity to perform and meet the financial obligations associated with the RFP. Documentation can include the following:
• Last two years’ audited financials and current year unaudited financials • Bank line of credit or proof of financial commitment from other sources

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 13
Part 9 | Insurance
A copy of the insurance certificate from the issuing company naming the City of Vallejo, its officers, officials, employees, agents and volunteers as additional insured shall be provided thirty (30) days prior to the start of contract. Insurance requirements are outlined in Appendix B.

VII. PROPOSAL EVALUATION CRITERIA
Proposals will be evaluated on the following criteria:

Experience and Past Performance
Experience and past performance of the firm and its employees, agents, and subcontractors specifically assigned to this project.

Capabilities of Providing Service
Ability to provide electronic daily activity report, incident reports and maintenance reports; ability to provide patrols on bicycles, by foot or by vehicle depending on the requirements of the location to be patrolled.

Personnel Selection and Retention Plan
Adequate staffing levels with appropriate skills and qualifications to provide the proposed services, with a retention plan in place to ensure stability with regard to the contract and guards assigned to each location.

Cost
Hourly rates and overall costs based on proposed coverage.

References
Reference checks for contracts currently held or previously completed.

These criteria have been chosen to provide tools for the selection committee to select the most qualified bidder by assessing the firm overall; the capabilities of providing the best service with the most comprehensive reporting; the specific individuals proposed for this project and the firm’s retention plan to ensure stability in the workforce; the cost to the City; and each firm’s ability to provide physical oversight and responsive backup, if necessary.

Award shall be made to the qualified proposer whose proposal will be the most advantageous to the City with price and other factors considered.

These criteria are fair and reasonable and should not eliminate or benefit any specific bidders.

This is intended to create an even and competitive field.

VIII. PROPOSAL TERMS AND CONDITIONS

Designated Contact
For the purposes of this RFP, the City’s designated contract manager is Jason Ackley, Administrative Analyst II. Any questions concerning the scope of work and the selection process shall be directed to M r. Ackley, at [email protected] . Any and all
questions and responses concerning this RFP will only be accepted in writing, through PlanetBids or via email. All questions must be received by Monday, January 31, 2022 by 4:00PM.

CITY OF VALLEJO | REQUEST FOR PROPOSALS | SECURITY SERVICES PAGE 14
Public Records
This RFP document and all submittals in response thereto are public records. Prospective companies are cautioned not to include any material into the proposal that is strictly proprietary in nature. Marking materials as Confidential is advised when appropriate but doing so does not guarantee the confidentiality of materials submitted if the submittals are subjected to Public Records Act requests.

Review of Proposals
The City shall review and evaluate all proposals received by the submission deadline.

Proposals will be evaluated for completeness and responsiveness to the RFP in order to determine if the c ontractor possesses the professional qualifications necessary to provide satisfactory performance of services as required by the City. Additionally, the City shall verify the qualifications of all RFP bidders. The City reserves the right to reject any or all proposals submitted at its sole discretion.

Product Ownership
Any documents resulting from the contract will be the property of the City.

Nondiscrimination
The City hereby affirmatively ensures that minority or women business enterprises will be afforded full opportunity to submit proposals in response to this RFP and will not be discriminated against on the basis of race, religion, creed, color, national origin, ancestry, physical handicap, medical condition, marital status, or sex.

Pre-Contractual Expenses
The City shall not be liable for any pre-contractual expenses incurred by the contractor in the preparation of its proposal and prior to the date of an award. Contractor shall not include any such expense as part of its proposal.

Reservation of Rights
The City reserves the right to withdraw this request for proposals, reject or negotiate any and all proposals, and to waive any irregularity. In negotiating a final contract, the City may increase or decrease the Scope of Work, including increasing or decreasing the work for any or all identified tasks within the Scope of Work. The City reserves the right to postpone opening for its own convenience.

The City intends to award this contract to the firm that it believes will provide the best overall security patrol and program services. Per Vallejo Municipal Code section 3.20.085, the City reserves the right to reject the lowest priced offer based on the proposal evaluation criteria listed in Section IV , and to reject any proposal that it views as not being responsive to this request.

Term
The term of the contract will be for three years from the starting date of the initial contract term. The City may cancel the contract or any portion thereof at any time during the term of service and such cancelations shall be effective upon giving thirty (30) days’ written notice to the contractor.

The City in its sole absolute discretion may renew this contract two times, each for a period of one year. This option will be exercised only if the contractor has demonstrated exceptional performance in the provision of services to the City.

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Consultant and Professional Services Agreement (Revised 01.2019) Page 1 of 11 Approved as to form:

By: for
Veronica Nebb, City Attorney

CONSULTANT AND PROFESSIONAL SERVICES AGREEMENT
This Consultant and Professional Services Agreement ("Agreement") is made at Vallejo, California, dated for reference this ___ day of June 2022, by and between the City of Vallejo, a municipal corporation ("City"), and Admiral Security Services, Inc., hereinafter referred to as “Consultant”, who agree as follows:

1. Services. Subject to the terms and conditions set forth in this Agreement, Consultant shall provide the City professional services as specified in Exhibit A, entitled “Scope of Work.”

2. Payment. City shall pay Consultant for services rendered pursuant to this Agreement at the times and in the manner set forth in Exhibit B, entitled “Compensation.” The payments specified in Exhibit B shall be the only payments to be made to Consultant for services rendered pursuant to this Agreement.

3. Facilities and Equipment. Consultant shall, at its sole cost and expense, furnish all facilities and equipment which may be required for furnishing services pursuant to this Agreement.

4. Indemnification. Consultant shall indemnify, hold harmless, and defend City, its officers, officials, directors, employees, agents, volunteers and affiliates and each of them from any and all claims, demands, causes of action, damages, costs, expenses, actual attorney’s fees, consultant’s fees, expert fees, losses or liability, in law or in equity, of every kind and nature whatsoever arising out of or in connection with Consultant’s operations, or any subcontractor’s operations, to be performed under this agreement for Consultant’s or subcontractor’s tort negligence including active or passive, or strict negligence, including but not limited to personal injury including, but not limited to bodily injury, emotional injury, sickness or disease, or death to persons and/or damage to property of anyone, including loss of use thereof, caused or alleged to be caused by any act or omission of Consultant, or any subcontractor, or anyone directly or indirectly employed by any of them or anyone for the full period of time allowed by the law, regardless to any limitation by insurance, with the exception of the sole negligence or willful misconduct of the City.

The provisions of this section shall survive the expiration or termination of this Agreement.

Consultant and Professional Services Agreement (Revised 01.2019) Page 2 of 11

5. Insurance Requirements. Consultant agrees to comply with all of the Insurance Requirements set forth in Exhibit C, entitled “Insurance Requirements for Consultant.” Failure to maintain required insurance at all times shall constitute a default and material breach.

6. Accident Reports. Consultant shall immediately report (as soon as feasible, but not more than 24 hours) to the City Risk Manager any accident or other occurrence causing injury to persons or property during the performance of this Agreement. The report shall be made in writing and shall include, at a minimum: (a) the names, addresses, and telephone numbers of the persons involved, (b) the names, addresses, and telephone numbers of any known witnesses, (c) the date, time, and description of the accident or other occurrence.

7. Conflict of Interest. Consultant warrants and represents that to the best of its knowledge, there exists no actual or potential conflict between Consultant’s family, business, real property or financial interests and the services to be provided under this Agreement. Consultant shall comply with the City of Vallejo Conflict of Interest Code and not enter into any contract or agreement during the performance of this Agreement which will create a conflict of interest with its duties to City under this Agreement. In the event of a change in Consultant’s family, business, real property, or financial interests occurs during the term of this Agreement that creates an actual or potential conflict of interest, then Consultant shall disclose such conflict in writing to City. Every individual who performs services on behalf of Consultant pursuant to this Agreement must file a full Statement of Economic Interests (also known as Form 700) with the City Clerk if the work of the individual involves making a governmental decision whether to issue, deny, suspend, or revoke any permit, license, application, certificate, approval, order, or similar authorization or entitlement; authorizes the City to enter into, modify, or renew a contract; grants City approval of specifications for a contract; adopts or approves for the City any policy, standard or guideline; lobbies on behalf of the City, or performs the same or substantially all the same duties for the City that would otherwise be performed by an individual holding a position specified in the City’s Conflict of Interest Code.

8. Independent Contractor. Consultant is an independent contractor.

Neither Consultant nor any of Consultant’s officers, employees, agents, or subcontractors, if any, is an employee of City by virtue of this Agreement or performance of any services pursuant to this Agreement. City shall have the right to control Consultant only insofar as the results of Consultant’s services rendered pursuant to this Agreement; however, City shall not have the right to control the means by which Consultant accomplishes services pursuant to this Agreement.

9. Licences, Permits, Etc. Consultant represents and warrants to City that all consultant services shall be provided by a person or persons duly licensed by the State of California to provide the type of services to be performed under this Agreement and that Consultant has all the permits, qualifications and approvals of Consultant and Professional Services Agreement (Revised 01.2019) Page 3 of 11 whatsoever nature which are legally required for Consultant to practice its profession. Consultant represents and warrants to City that it shall, at its sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals which are legally required for Consultant to practice its profession.

10. Business License. Consultant, and its subcontractors, has obtained or agrees to apply prior to performing any services under this Agreement to City’s Finance Department for a business license, pay the applicable business license tax and maintain said business license during the term of this Agreement. The failure to obtain such license shall be a material breach of this Agreement and grounds for termination by City. No payments shall be made to Consultant until such business license(s) has been obtained.

11. Standard of Performance. Consultant shall provide products and perform all services required pursuant to this Agreement in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised under similar conditions by a member of Consultant’s profession currently practicing in California.

Consultant is responsible for making an independent evaluation and judgment of all conditions affecting performance of the work, including without limitation applicable federal, state, and local laws and regulations, and all other contingencies or considerations.

Consultant’s responsibilities under this section shall not be delegated. Consultant shall be responsible to City for acts, errors, or omissions of Consultant’s subcontractors.

Consultant is responsible for making an independent evaluation and judgment of all conditions affecting performance of the work and shall prepare plans, reports, and/or other work products in such a way that additional costs will not be incurred beyond a project budget approved or amended by the City Manager or his or her designee.

Whenever the scope of work requires or permits review, approval, conditional approval or disapproval by City, it is understood that such review, approval, conditional approval or disapproval is solely for the purposes of administering this Agreement and determining whether the Consultant is entitled to payment for such work, and not be construed as a waiver of any breach or acceptance by the City of any responsibility, professional or otherwise, for the work, and shall not relieve the Consultant of responsibility for complying with the standard of performance or laws, regulations, industry standards, or from liability for damages caused by negligent acts, errors, omissions, noncompliance with industry standards, or the willful misconduct of Consultant.

Consultant and Professional Services Agreement (Revised 01.2019) Page 4 of 11

12. Force Majeure. Neither party shall be considered in default of this Agreement to the extent performances are prevented or delayed by causes or circumstances beyond either party’s reasonable control, such as war, riots, strikes, lockouts, work slowdown or stoppage, acts of God, such as floods or earthquakes, and electrical blackouts or brownouts.

In the event that the Consultant is unable to meet the completion date or schedule of services, Consultant shall immediately inform the City Representative of this in writing. If additional time is required to perform the work, the City Representative may adjust the schedule.

13. Time is of the Essence. Time is of the essence in this Agreement. Any reference to days means calendar days, unless otherwise specifically stated.

14. Personnel. Consultant agrees to assign only competent personnel according to the reasonable and customary standards of training and experience in the relevant field to perform services under this Agreement. Failure to assign such competent personnel shall constitute grounds for termination of this Agreement.

The payment made to Consultant pursuant to this Agreement shall be the full and complete compensation to which Consultant and Consultant’s officers, employees, agents, and subcontractors are entitled for performance of any work under this Agreement. Neither Consultant nor Consultant’s officers or employees are entitled to any salary or wages, or retirement, health, leave or other fringe benefits applicable to employees of the City. The City will not make any federal or state tax withholdings on behalf of Consultant. The City shall not be required to pay any workers' compensation insurance on behalf of Consultant.

Consultant shall pay, when and as due, any and all taxes incurred as a result of Consultant’s compensation hereunder, including estimated taxes, and shall provide City with proof of such payments upon request.

15. Consultant Not Agent. Except as authorized under this Agreement or as City may authorize in a letter of authorization signed by the City Manager or his or her designee, Consultant shall have no authority, express or implied to act on behalf of City in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, under this Agreement, to bind City to any obligation whatsoever.

16. Term. The term of this Agreement shall commence on July 1, 2022 and shall continue in full force and effect until June 30, 2025.

City shall, at its discretion, have the right to extend the term of this Agreement, in intervals of one year, by written notice to Consultant. The total duration of this Agreement, including the exercise of any options under this section, shall not Consultant and Professional Services Agreement (Revised 01.2019) Page 5 of 11 exceed five years.

If the term of this Agreement extends into fiscal years subsequent to that in which it is approved, such continuation of the Agreement is contingent on the appropriation of funds for such purpose by the City Council of the City of Vallejo.

If funds to effect such continued payment are not appropriated, Consultant agrees to terminate any services supplied to City of Vallejo under this Agreement, and relieve City of any further obligation therefore.

17. Termination or Abandonment by City. The City has the right, at any time and in its sole discretion, to immediately terminate or abandon any portion or all of the services to be provided under this Agreement by giving notice to Consultant.

Upon receipt of a notice of termination, Consultant shall perform no further work except as specified in the notice. Before the date of termination, Consultant shall deliver to City all City records and documents, all work product, whether completed or not, as of the date of termination and not otherwise previously delivered.

The City shall pay Consultant for services performed in accordance with this Agreement before the date of termination. If this contract provides for payment of a lump sum for all services or by task and termination occurs before completion of the work or any defined task which according to the performance schedule was commenced before the notice of termination, the fee for services performed shall be based on an amount mutually agreed to by City and Consultant for the portion of work completed in conformance with this Agreement before the date of termination. In addition, the City will reimburse Consultant for authorized expenses incurred and not previously reimbursed. The City shall not be liable for any fees or costs associated for the termination or abandonment except for the fees, and reimbursement of authorized expenses, payable pursuant to this section.

18. Products of Consulting Services. The work product, including without limitation, all writings, work sheets, reports, recordings, drawings, files, detailed calculations and other work products, whether complete or incomplete, of Consultant resulting from services rendered pursuant to this Agreement, shall become the property of City. Consultant agrees that all copyrights which arise from creation of the work under this Agreement shall be vested in the City and waives and relinquishes all claims to copyright or other intellectual property rights in favor of the City. City acknowledges that its use of the work product is limited to the purposes contemplated by the scope of work and that the Consultant makes no representation of the suitability of the work product for use in or application to circumstances not contemplated by the scope of work.

Documents submitted to the City in electronic format shall be formatted according to specifications provided by the City, or if not otherwise specified, in Microsoft Word, Excel, PowerPoint or other Microsoft Office Suite (2002) format as appropriate for the particular work product or, if directed by the City Representative in Adobe Acrobat PDF format.

Consultant and Professional Services Agreement (Revised 01.2019) Page 6 of 11

19. Cooperation by City. City shall, to the extent reasonable and practicable, assist and cooperate with Consultant in the performance of Consultant’s services hereunder.

20. Assignment and Subcontracting. Consultant shall not subcontract, assign or transfer voluntarily or involuntarily any of its rights, duties or obligation under this Agreement without the express written consent of the City Manager or his or her designee in each instance. Any attempted or purported assignment of any right, duty or obligation under this Agreement without said consent shall be void and of no effect.

If subcontracting of work is permitted, Consultant shall pay its subcontractor within ten (10) days of receipt of payment by City for work performed by a subcontractor and billed by the Consultant. Use of the term subcontractor in any other provision of this contract shall not be construed to imply authorization for Consultant to use subcontractors for performance of any service under this Agreement.

The City is an intended beneficiary of any work performed by Consultant’s subcontractor for purposes of establishing a duty of care between the subcontractor and City.

Any subcontractor or assignee consented to by City shall be bound by all terms and conditions of this agreement and the same shall be incorporated into and made a part of any assignment or subcontractor agreement.

21. Successors and Assigns. All terms, conditions, and provisions of this Agreement shall apply to and bind the respective heirs, executors, administrators, successors, and assigns of the parties. Nothing in this section is intended to affect the limitation on assignment.

22. Non-Discrimination/Fair Employment Practices.
(a) Consultant shall not, because of race, religious creed, color, sex, national original, ancestry, disability, medical condition, age, marital status or sexual orientation of any person, refuse to hire or employ, or to bar or discharge from employment, or to discriminate in compensation, or in terms, conditions or privileges any person, and every employee will receive equal opportunity for employment and shall be granted equal treatment with respect to compensation, terms, conditions or other privileges of employment, without regard to his race, religious creed, color, sex, national origin, ancestry, or disability, medical condition, age, marital status or sexual orientation.

Consultant warrants and represents it is an equal opportunity employer and agrees it shall not discriminate on the basis of race, religious creed, color, sex, national origin, ancestry, disability, medical condition, age, marital status or sexual Consultant and Professional Services Agreement (Revised 01.2019) Page 7 of 11 orientation in the selection and retention of employees, subcontractors or procurement of materials or equipment.

In all solicitations either by competitive bidding or negotiations made by Consultant for work to be performed under any subcontract, including procurement of materials or equipment, each potential subcontractor or supplier shall be notified by Consultant of Consultant’s obligation under this Agreement relative to nondiscrimination and fair employment practices.

Consultant shall include the above provisions of this section in every subcontract, including procurement of materials or equipment.
(b) Consultant agrees to comply with Title VII of the Civil Rights Act of 1964, as amended, the California Fair Employment Practices Act, the Americans with Disabilities Act of 1990, any other applicable federal and state laws and regulations and City ordinances and regulations hereinafter enacted.

23. Notices. All notices or instruments required to be given or delivered by law or this Agreement shall be in writing and shall be effective upon receipt thereof and shall be by personal service or delivered by depositing the same in any United States Post Office, registered or certified mail, postage prepaid, addressed to:

If to City: Melissa Tigbao
Public Works Director
City of Vallejo
555 Santa Clara Street
Vallejo, CA 94590
If to Consultant: Mohamed S. Ahmed
Chief Executive Officer
Admiral Security Services, Inc.
2151 Salvio St. – Suite 260
Concord, CA 94520
Any party may change its address for receiving notices by giving written notice of such change to the other party in accordance with this section.

Routine administrative communications shall be made pursuant to section 1 of Exhibit A.

24. Integration Clause. This Agreement, including all Exhibits, contains the entire agreement between the parties and supersedes whatever oral or written understanding they may have had prior to the execution of this Agreement. This Agreement shall not be amended or modified except by a written agreement executed by each of the parties hereto.

Consultant and Professional Services Agreement (Revised 01.2019) Page 8 of 11

25. Severability Clause. Should any provision of this Agreement ever be deemed to be legally void or unenforceable, all remaining provisions shall survive and be enforceable.

26. Law Governing. This Agreement shall in all respects be governed by the law of the State of California without regard to its conflicts of law rules. Litigation arising out of or connected with this Agreement shall be instituted and maintained in the courts of Solano County in the State of California or in the United States District Court, Eastern District of California, Sacramento, California, and the parties consent to jurisdiction over their person and over the subject matter of any such litigation in such courts, and consent to service of process issued by such courts.

27. Waiver. Waiver by either party of any default, breach or condition precedent shall not be construed as a waiver of any other default, breach or condition precedent or any other right hereunder.

28. Ambiguity. The parties acknowledge that this is a negotiated agreement, that they have had the opportunity to have this Agreement reviewed by their respective legal counsel, and that the terms and conditions of this Agreement are not to be construed against any party on the basis of such party's draftsmanship thereof.

29. Gender. All pronouns and any variations thereof shall be deemed to refer to the masculine, feminine, neuter, singular or plural, as the identifications of the person or persons, firm or firms, corporation or corporations may require.

30. Headings. The section headings contained in this Agreement are inserted for convenience only and shall not affect in any way the meaning or interpretation of this Agreement.

31. Compliance with Laws. Consultant will comply with all statutes, regulations and ordinances in the performance of all services under this Agreement.

32. Confidentiality of City Information. During the performance of services under this Agreement, Consultant may gain access to and use City information regarding, but not limited to, procedures, policies, training, operational practices, and other vital information (hereafter collectively referred to as "City Information") which are valuable, special and unique assets of the City. Consultant agrees that it will not use any information obtained as a consequence of the performance of services under this Agreement for any purpose other than fulfillment of Consultant’s scope of work , to protect all City Information and treat it as strictly confidential and proprietary to City, and that it will not at any time, either directly or indirectly, divulge, disclose or communicate in any manner any City Information to any third party, other than its own employees, agents or subcontractors who have Consultant and Professional Services Agreement (Revised 01.2019) Page 9 of 11 a need for the City Information for the performance of services under this Agreement, without the prior written consent of City, or as required by law.

Consultant shall treat all records and work product prepared or maintained by Consultant in the performance of this Agreement as confidential.

A violation by Consultant of this section shall be a material violation of this Agreement and will justify legal and/or equitable relief.

Consultant’s obligations under this section shall survive the completion of services, expiration or termination of this Agreement.

33. News and Information Release. Consultant agrees that it will not issue any news releases in connection with either the award of this Agreement, or any subsequent amendment of or efforts under this Agreement, without first obtaining review and approval of said news releases from City through the City Representative.

34. City Representative. The City Representative specified in Exhibit A, or the representative's designee, shall administer this Agreement for the City.

35. Counterparts. The parties may execute this Agreement in one or more counterparts, each of which shall be deemed an original, but all of which together shall be deemed one and the same instrument.

36. Facsimile Signature; Electronic Signature. This Agreement shall be binding upon the receipt of facsimile signatures or e-mailed by PDF or otherwise.

Any person transmitting his or her signature by facsimile or electronically shall promptly send an original signature to the other party pursuant to the notice provision of this Agreement. The failure to send an original shall not affect the binding nature of this Agreement.

37. Authority. The person signing this Agreement for Consultant hereby represents and warrants that he/she is fully authorized to sign this Agreement on behalf of Consultant.

38. Exhibits. The following exhibits are attached hereto and incorporated herein by reference:

Exhibit A, entitled “Scope of Work,” including any attachments Exhibit B, entitled “Compensation,” including any attachments Exhibit C, entitled “Insurance Requirements,” including attachments [SIGNATURES ON FOLLOWING PAGE]
Consultant and Professional Services Agreement (Revised 01.2019) Page 10 of 11 Consultant and Professional Services Agreement (Revised 01.2019) Page 11 of 11 IN WITNESS WHEREOF, the parties have executed this Agreement on the day and year first shown above.

Admiral Security Services, Inc.

By:

Mohamed Ahmed
Chief Executive Officer
DATE:
(City Seal)

CITY OF VALLEJO,
a municipal corporation
By:

Michael Malone
City Manager
DATE:

ATTEST:

By:

Dawn Abrahamson
City Clerk
APPROVED AS TO FORM:

Veronica Nebb
City Attorney
APPROVED AS TO INSURANCE:

Armond Sarkis
Risk Manager
Consultant and Professional Services Agreement (Revised 01.2019) Page 1 of 1 Exhibit A – Scope of Work

EXHIBIT A

SCOPE OF WORK

1. Representatives. The City Representative for this Agreement is:

Melissa Tigbao
Public Works Director
Public Works
555 Santa Clara Street
Vallejo CA 94590
(707) 648-4433
The Consultant’s Representative for this Agreement is:

Mohamed S. Ahmed
Chief Executive Officer
Admiral Security Services, Inc.
2151 Salvio St. – Suite 260
Concord, CA 94520
All routine administrative communications between the parties will be between the above named representatives and may be by personal delivery, mail, facsimile transmission, or electronic mail as agreed between the Consultant Representative and City’s Representative.

2. Services to be Provided. The services provided shall be as set forth in Attachment 1 of Exhibit A, attached hereto and incorporated herein by this reference.

3. Key Personnel. All of the individuals identified below are necessary for the successful prosecution of the services due to their unique expertise and depth and breadth of experience. There shall be no change in the personnel listed below, without written approval of the City Representative. Consultant recognizes that the composition of this team was instrumental in the City’s decision to award the work to Consultant and that compelling reasons for substituting these individuals must be demonstrated for the City’s consent to be granted. Any substitutes shall be persons of comparable or superior expertise and experience. Failure to comply with the provisions of this section shall constitute a material breach of Consultant’s obligations under this Agreement and shall be grounds for termination.

Key personnel are as follows: // Not Applicable //
Consultant and Professional Services Agreement (Revised 01.2019) Page 1 of 4 Exhibit A – Attachment 1 – Services to be Provided
EXHIBIT A - ATTACHMENT 1

SERVICES TO BE PROVIDED
A.Security Services: Security services will consist of regular patrols of each of the identified Vallejo facilities (Attachment 2) to discourage drug dealing, gang activities, alcohol consumption, gambling, jaywalking, theft and property damage, parking violations and other criminal or nuisance activity.

Loud or disruptive noise that may disturb customers will not be allowed. This includes, but is not limited to, foul language, abusive speech, or disorderly conduct. People engaged in this behavior will be asked to leave. Security officers shall accompany parking patrons to and from their vehicles upon request. Security officers may be asked to accompany City staff, or authorized agents on the City’s behalf, before, during, and after cash deposits are collected at various locations.

Security personnel stationed inside City buildings may be required to interact regularly with members of the public and provide minor customer support functions such as directing persons to locations within the building(s), to commonly used forms, drop-boxes, or to City staff that can assist them further. Internal security personnel may be required to use proper/approved de-escalation tactics to safely keep the peace with members of the public that may be upset, irate, or unruly within City building(s) and escort them from the premises. Interior security personnel may be required to interact with security alarm technology within City buildings (activating/deactivating alarms), and to provide walk-throughs at the start and/or ends of shifts to ensure sites are clear of unauthorized persons.

Security services will be provided for City public meetings, including City Council Meetings. These services will include utilizing technology such as metal detectors (walkthrough/archway and/or handheld), performing personal bag checks of visitors and/or “pat downs” (if appropriate) to ensure the safety of the public, City staff, and City elected officials.

Security officers shall advise the public of the rules and regulations related to their use of the parking lot/area when violations are encountered.

Violations and problems shall be reported to the City of Vallejo Police Department or other City departments as instructed by staff. Security Officers shall represent the City, focusing on good customer service and positive interactions with all persons Security Officers may come into contact with. Ultimately, this contracted service is to provide additional support to stakeholders in these areas given the increased compaction of vehicle and pedestrian traffic. Security Officers should create a sense of Consultant and Professional Services Agreement (Revised 01.2019) Page 2 of 4 Exhibit A – Attachment 1 – Services to be Provided
safety and acceptance through their mannerisms, observant behaviors, and polite and friendly demeanors.

B.Locations: Please see Attachment 2 for maps of areas to be patrolled.

C.Maintenance Issues Reporting: Security officers will report maintenance issues observed, such as inoperative lighting fixtures and parking lot pay stations, broken water lines, and openly hazardous situations to City of Vallejo staff on a daily basis, and/or as needed.

D.Security log: Security officers shall maintain a daily log and prepare incident reports identifying the date, time and specific location of the incident. Contractor shall submit incident reports to the City of Vallejo on a daily basis. Major incidents are to be reported to the City of Vallejo immediately. The observation of any in progress criminal activity is to be reported to the Vallejo Police Department.

Contractor shall also submit activity reports of events that happen during patrol shifts recorded via an electronic reporting system.

Reports shall be submitted (at least quarterly) to City of Vallejo identifying security related trends, plans to address spikes in incidents, and interactions with residents, businesses and visitors.

E.Equipment: Contractor shall provide all necessary equipment required for security staff to do their duties including: uniforms, communication devices (for example: radios, cellular smart phones) at the contractor’s expense.

Furthermore, contractor shall provide and use an electronic reporting system that monitors and confirms the presence and location of security officers, and security officer activity, in real-time. The City shall make available one security booth, located in the Vallejo Station Parking Structure, equipped with live-feed video surveillance monitors of the Parking Structure and other areas, for real-time monitoring by Security Officers as part of this agreement. Contractor will be required to understand and acknowledge, in writing, the City’s Video Surveillance Policy for closed circuit television monitoring and recording of public areas by private security, prior to utilization.

The contractor is expected to provide and/or ensure that the following equipment and uniform requirements are enforced only while personnel are on duty:

1. All personnel assigned to this contract, including supervisors, shall be uniformed and required to wear identification (example: a badge).

Consultant and Professional Services Agreement (Revised 01.2019) Page 3 of 4 Exhibit A – Attachment 1 – Services to be Provided

2. Uniforms shall not appear in color similar to any local law enforcement agencies, including, but not limited to, the Vallejo Police Department and the Solano County Sherriff’s Office, and shall be subject to approval by the City of Vallejo.

3. Security company uniform logos shall clearly identify the company’s name.

4. Security officers are expected to maintain a clean and professional appearance at all times. The contractor is responsible for assuring that the security officers uniforms are clean, presentable, and maintained in a serviceable manner. Uniforms shall not have rips, tears, visible repairs, missing buttons, excessive tightness, or bagginess. Uniforms shall be in accord with the time of season.

5. Communication devices shall be issued to each security officer and supervisor, at the expense of the contractor, and shall not be visible or in the hands of Security Officers unless necessary for work-related duties.

6. All other equipment necessary to successfully execute the contractual duties, at the expense of the contractor.

7. Verifiable time records and GPS tracking must be kept for personnel while on duty. All records must be available for audit purposes at the request of the City, and for three years after the period of the contract.

F.Security officers are not to endanger themselves. They are to primarily observe and report all criminal acts and/or fire and medical emergencies to 911, and all non-criminal or non-emergency incidents to the City by submission of incident reports on a daily basis. If absolutely necessary, and if forced to intervene in a potentially hostile confrontation, guards should use the minimum amount of force necessary to de-escalate a threat or to detain a perpetrator.

G.On-duty security officers shall have 24-hour dispatch and 24-hour on-duty supervision. Supervisors shall submit weekly log reports to the City of the dates and times of random monitoring of personnel. The dates and times indicated in the supervisor’s log will be periodically confirmed by the City’s independent monitoring.

H.Supervisor meetings and shift debriefs shall not be completed in areas observable by patrons in order to minimize the perception of Security Officers not performing their duties.

I. Initial Training: Each security officer must participate in on the job training Consultant and Professional Services Agreement (Revised 01.2019) Page 4 of 4 Exhibit A – Attachment 1 – Services to be Provided
prior to his or her being assigned a work shift at a City of Vallejo property. This training shall consist of initial training on general security procedures at the contractor’s training facility, followed by training at the City of Vallejo’s facilities, concentrating on additional procedures specific to each post.

This training shall be performed by, and under close supervision of, qualified contractor personnel, with the approval of the City of Vallejo. This training shall insure that the Security Officer understands the post orders for each post he/she may be assigned, and shall specifically include, but not be limited to, instruction of the following procedures based on security posts:

1. Structure/location overview, key areas within the structure/location, and surrounding area(s).

2. Patrol procedures.

3. Admittance procedures, including after hours.

4. Keys, equipment and security codes (if applicable).

5. Specific incident and routine reporting.

6. Emergency notification procedures, including after hours.

7. Policy on Police and Fire Department notification.

J. Ongoing Training: The contractor shall provide ongoing training to Security Officers after their initial security post training as necessary to ensure top level service. The contractor shall explain in detail their programs of ongoing training, including new material updates, and any extension courses offered.

K. Staffing restrictions: The City of Vallejo has the right to request removal of a contract employee from the property at any time, with or without reason. The contractor shall immediately comply, and shall not reassign that employee to property under any circumstances. It is understood that the removal from the City’s facility in no way affects the employment status with the contractor.

L. Time for performance: This is a seven day, twenty-four hours per week contract, including holidays. Work shall be performed according to schedule, and shall be subject to change, based on the needs of the City of Vallejo.

Additional security may be required from time to time during special events sponsored by the City of Vallejo.

Consultant and Professional Services Agreement (Revised 01.2019) Page 1 of 3 Exhibit B – Compensation

EXHIBIT B

COMPENSATION

1. Consultant’s Compensation.

A. Services: City agrees to pay Consultant, at the rate(s) specified below, for those services set forth in Exhibit A of this Agreement and for all authorized reimbursable expenses, for a total not to exceed three million seven hundred and fifty thousand dollars ($3,750,000.00).

Consultant shall notify City in writing no later than thirty (30) days prior to the estimated date when Consultant will have billed City the maximum payment amount permitted under this Agreement, and Consultant shall provide City with an estimate of the additional compensation required to complete the project.

B. Additional Services:

1. Additional Services are those services related to the scope of Services of Consultant as set forth in Exhibit A but not anticipated at the time of execution of this Agreement. Additional Services shall be provided only when a Supplemental Agreement authorizing such Additional Services is approved by the City Manager, or his or her designee. City reserves the right to perform any Additional Services with its own staff or to retain other Consultants to perform said Additional Services.

2. Consultant’s compensation for Additional Services shall be based on the total number of hours spent on Additional Services multiplied by the employees' appropriate billable hourly rate as established below. City, at its option, may negotiate a fixed fee for some or all Additional Services as the need arises. Where a fixed fee for Additional Services is established by mutual Agreement between City and Consultant, compensation to Consultant shall not exceed the fixed fee amount.

2. Appropriate Billable Hourly Rates for Services and Additional Services. Consultant’s billable hourly rates shall be:

Consultant and Professional Services Agreement (Revised 01.2019) Page 2 of 3 Exhibit B – Compensation

3. Consultant’s Reimbursable Expenses. Reimbursable Expenses shall be limited to actual reasonable expenditures of Consultant for expenses that are necessary for the proper completion of the Services and shall only be payable if specifically authorized in advance by City.

4. Payments to Consultant.

A. Payments to Consultant shall be made within a reasonable time after receipt of Consultant’s invoice, said payments to be made in proportion to services performed. Consultant may request payment on a monthly basis. Consultant shall be responsible for the cost of supplying all documentation necessary to verify the monthly billings to the satisfaction of City.

B. All invoices submitted by Consultant shall contain the following information:

1. Description of services billed under this invoice

2. Date of Invoice Issuance

3. Sequential Invoice Number

4. City’s Purchase Order Number (if issued)

5. Social Security Number or Taxpayer Identification Number

6. Amount of this Invoice (Itemize all Reimbursable Expenses”)

7. Total Billed to Date
C. Items shall be separated into Services and Reimbursable Expenses.

Billings that do not conform to the format outlined above shall be returned to Consultant for correction. City shall not be responsible for delays in payment to Hourly Rate

STANDARD RATES
Stationary Rate 29.85$
Mobile/Patrol Rate 35.00$

ADDITONAL RATES
Stationary Rate (On-Call)
w/ 24 or more hours advanced notice 29.85$
General Overtime Rate (Not Patrol) 41.19$
General Holiday Rate (Not Patrol) 41.19$
Patrol Overtime Rate 48.30$
Patrol Holiday Rate 48.30$

41.19$ w/o 24 hour advanced notice; First 6 hours billing rate = (minimum billed 6 hour shift)
Item or Service
Consultant and Professional Services Agreement (Revised 01.2019) Page 3 of 3 Exhibit B – Compensation
Consultant resulting from Consultant’s failure to comply with the invoice format described above.

D. Request for payment shall be sent to:

AP Public Works
City of Vallejo – Public Works Department
555 Santa Clara Street
Vallejo CA 94590
Email: [email protected]

5. Accounting Records of Consultant. Consultant shall maintain for three (3) years after completion of all services hereunder, all records under this Agreement, including, but not limited to, records of Consultant’s direct salary costs for all Services and Additional Services performed under this Agreement and records of Consultant’s Reimbursable Expenses, in accordance with generally accepted accounting practices. Consultant shall keep such records available for audit, inspection and copying by representatives of the City’s Finance Department or other government agencies during regular business hours upon twenty four (24) hours’ notice.

The obligations of Consultant under this section shall survive this Agreement.

6. Taxes. Consultant shall pay, when and as due, any and all taxes incurred as a result of Consultant’s compensation hereunder, including estimated taxes, and shall provide City with proof of such payments upon request.

7. Taxpayer Identification Number. Consultant shall provide City with Consultant’s complete Request for Taxpayer Identification Number and Certification, Form W-9, as issued by the Internal Revenue Service, and any other State or local tax identification number requested by City.

Consultant and Professional Services Agreement (Revised 01.2019) Page 1 of 3 Exhibit C – Insurance Requirements

EXHIBIT C

INSURANCE REQUIREMENTS
Consultant shall procure and maintain for the duration of this Agreement, including any extensions thereto, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of services hereunder by the Consultant, their agents, representatives, or employees or subcontractors.

1. Minimum Scope of Insurance. Coverage shall be at least as broad as:

A. Insurance Services Office form number GL 0002 covering Comprehensive General Liability and Insurance Services Office form number GL 0404 covering Broad Form Comprehensive General Liability; or Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001).

B. Insurance Services Office form number CA 0001 covering Automobile Liability, code 1 any auto and endorsement CA 0025.

C. Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance.

D. Professional Liability insurance appropriate to the Consultant’s profession (Errors and Omission).

2. Minimum Limits of Insurance. Consultant shall maintain limits no less than:

A. General Liability: $2,000,000 per occurrence for bodily injury, personal injury, and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.

B. Automobile Liability: $1,000,000 per accident for bodily injury and property damage.

C. Workers’ Compensation and Employer's Liability: $1,000,000 per accident for bodily injury or disease. If Consultant is not subject to California Workers’ Compensation requirements, Consultant shall file a completed certificate of exemption form which may be obtained from the City prior to commencing any activity authorized hereunder.

Consultant and Professional Services Agreement (Revised 01.2019) Page 2 of 3 Exhibit C – Insurance Requirements
D. Professional Liability (Errors and Omission): $1,000,000 combined single limit per occurrence, and annual aggregate.

3. Deductible and Self-Insured Retention. Any deductibles or self-insured retention must be declared to and approved by the City. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self-insured retention as respects the City of Vallejo, its officers, officials, employees and volunteers; or the Consultant shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses.

4. Other Insurance Provisions. The general liability and automobile liability policies, as can be provided, are to contain, or be endorsed to contain, the following provisions:

A. The City of Vallejo, its officers, officials, employees, agents and volunteers are to be covered as additional insureds as respects; liability, including defense costs, arising out of activities performed by or on behalf of the Consultant; products and completed operations of the Consultant; premises owned, occupied or used by the Consultant; or automobiles owned, leased hired or borrowed by the Consultant. The coverage shall contain no special limitations on the scope of protection afforded to the City of Vallejo, its officers, officials, employees, agents or volunteers. The insurance is to be issued by companies licensed to do business in the State of California.

B. For any claims related to this project, the Consultant's insurance coverage shall be primary insurance as respects the City of Vallejo, its officers, officials, employees, agents, and volunteers. Any insurance or self-insurance maintained by the City of Vallejo, its officers, officials, employees, agents, or volunteers shall be excess of the Consultant's insurance and shall not contribute with it.

C. Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the City, its officers, officials, employees, agents, or volunteers.

D. The Consultant's insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.

E. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty (30) days' prior written notice by certified mail, return receipt requested, has been given to the City.

F. The workers’ compensation and employer’s liability policy required hereunder shall be endorsed to state that the workers' compensation carrier Consultant and Professional Services Agreement (Revised 01.2019) Page 3 of 3 Exhibit C – Insurance Requirements
waives its right of subrogation against City, its officers, officials, employees, agents and volunteers, which might arise by reason of payment under such policy in connection with Consultant’s performance under this Agreement.

5. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best's rating of no less than A:VII.

6. Verification of Coverage. Consultant shall furnish the City with certificates of insurance and original endorsements effecting general and automobile liability insurance coverage required by this clause. The certificates and endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. All endorsements are to be received and approved by the City before work commences.

7. Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.

8. Payment Withhold. City will withhold payments to Consultant if the certificates of insurance and endorsements required in Paragraph F, above, are canceled or Consultant otherwise ceases to be insured as required herein.

RESOLUTION NO. 22-______ N.C.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VALLEJO APPROVING A

CONSULTANT AND PROFESSIONAL SERVICES AGREEMENT WITH ADMIRAL SECURITY SERVICES, INC. TO PROVIDE CITYWIDE UNARMED SECURITY

GUARD SERVICES
WHEREAS, the City’s current Consultant and Professional Services Agreement for providing unarmed security services is set to expire June 30, 2022; and WHEREAS, in January/February of 2022, the City published a Request for Proposals inviting firms to submit packages offering to provide such services to the City; and WHEREAS, City staff received a total of sixteen (16) proposals from various firms, reviewed and scored those proposals; and
WHEREAS, on May 23, 2022, the City hosted interviews with the four (4) semi-finalist firms, scored and ranked those interviews and presentations; and WHEREAS, the City’s selection committee has selected the firm, Admiral Security Services, Inc., the highest scoring firm, as the finalist.

NOW, THEREFORE BE IT RESOLVED that the Vallejo City Council hereby authorizes the City Manager or his designee to execute a Consultant and Professional Services Agreement with Admiral Security Services, Inc. for a term of three (3) years with two one-year options to extend for a total not to exceed amount of $3,750,000.

Adopted by the City Council of the City of Vallejo at a regular meeting held on June 14, 2022 with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________________

ROBERT MCCONNELL, MAYOR

________________________________
DAWN G. ABRAHAMSON, CITY CLERK