ACTION:
____________________________
Clerk/Secretary
Department: City Manager Item No:
Prepared by: Sylvia Solis Daniels, Housing Program Manager Meeting Date: April 26, 2022 Approved by:
Amanda Lee, Assistant City Manager
Patrick Johnson, City Manager Agenda Location: Consent Calendar SUBJECT: ENCAMPMENT RESOLUTION FUNDING GRANT – AWARD OF CONTRACT RECOMMENDATION: Adopt City Council Resolution No. 2022- , Encampment Resolution Funding Grant – award of contract.
CORRELATION TO CITY COUNCIL GOALS: 1) Homelessness and Housing, 2) Public Safety, 3) Fiscal Responsibility, and 4) A Cleaner Vista.
PRIOR ACTION: On March 08, 2022, adopted the following: 1) City Council Resolution No. 2022-35, authorizing the City Manager to sign the Encampment Resolution Grant award from the Business, Consumer Services and Housing Agency’s (BCSH) California Interagency Council on Homelessness (Cal ICH) and related documents, and 2) City Council Resolution No. 2022-36, amending the Operating Budget for Fiscal Years 2021/22 and 2022/23 (Vote: 5-0).
A comprehensive list of prior actions is included as Exhibit 3.
STATEMENT ON THE SUBJECT: On March 8, 2022, the City accepted the Encampment Resolution Funding Program award of $1,828,394, administered by the California Interagency Council on Homelessness (Cal ICH) for a targeted outreach and housing pathway demonstration project for unsheltered residents in Vista.
The project features targeted outreach and housing navigation services for a 24-acre City-owned parcel along Hacienda Drive that runs parallel to Highway 78 along the Buena Vista Creek within the Buena Vista Watershed and surrounding areas. The awarded work plan (included in Exhibit 2) will incorporate housing for 30 to 40 individuals residing in and around the creek bed property. The project will take place over a two-year period, in Fiscal Year (FY) 2022/23 and FY 2023/24. The grant will fund critical services to support the City’s Strategic Plan to Address Homelessness, including the addition of two social workers and a housing navigator focused specifically on the encampment, and a new position within the City’s Housing Division focused on homelessness.
In May 2020, the City released a Request for Proposals to procure the services of a full-time social worker and in August 2020, the City entered into an agreement with Exodus Recovery, Inc (Exodus). As part of the implementation of the Encampment Resolution Program, Exodus will expand its homeless outreach and housing navigation work to specifically target the 24-acre City-owned parcel, as defined in the grant.
Exodus will provide two full-time social workers, one full-time housing navigator, and one full-time AGENDA
REPORT
CITY COUNCIL
COMMUNITY DEVELOPMENT COMMISSION
SUCCESSOR AGENCY
BUENA SANITATION DISTRICT
JOINT POWERS FINANCING AUTHORITY
C14
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Approved above recommendation, adopted City Council Resolution No. 2022-60.
Vote: 5-0
MEETING DATE: April 26, 2022 PAGE 2
SUBJECT: ENCAMPMENT RESOLUTION FUNDING GRANT – AWARD OF CONTRACT community health worker. Additionally, the contract includes the cost for leasing a vehicle and other transportation funds, flex funding for clients, and housing expenses (rent, deposits, credit checks).
The additional scope of services normally would be handled through a contract amendment. However, because this additional scope is separately grant funded, staff recommends approval of a new 12-month agreement with Exodus for $695,824 that will separate the grant-targeted work and grant funding from those of the original contract. Page 35 of Exhibit 2 provides a breakdown of the costs. Implementation of the Encampment Resolution Program will begin upon signing of the contract.
FISCAL IMPACT: Approval of the contract with Exodus is $695,824. Sufficient Funding is available in the Non-Departmental Encampment Resolution Funding Grant Expense Account (No. 0010145.531500.ERF).
EXHIBITS:
1.City Council Resolution No. 2022- , Encampment Resolution Funding Grant – award of contract
2.Exodus Contract
3.Prior City Council Actions
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00106926 2
RESOLUTION NO. 2022-
A RESOLUTION OF THE CITY COUNCIL OF THE CHARTERED CITY OF VISTA, CALIFORNIA, ENCAMPMENT RESOLUTION FUNDING GRANT –
AWARD OF CONTRACT
The City Council of the City of Vista does resolve as follows:
1.Findings. The City Council hereby finds and declares the following:
A. The State of California has established the Encampment Resolution Funding Program (“ERF” or “Program”) pursuant to Chapter 7 (commencing with Section 50250) of Part 1 of Division 31 of the Health and Safety Code. (Amended by Stats. 2021, Ch.111, Sec.13. (AB140) Effective July 19, 2021.)
B.The City of Vista accepted the Encampment Resolution Funding Grant of $1,828,394 from the Business, Consumer Services and Housing Agency’s (BCSH) California Interagency Council on Homelessness (Cal ICH) and amended the operating budget for fiscal years 2021/22 and 2022/23 on March 8, 2022.
C.On August 11, 2020, the City of Vista entered into a contract with Exodus Recovery, Inc. for a full time social worker to address homelessness in Vista.
2.Action.
A.The City Council authorizes the City Manager to execute all documents, applications and agreements, including sub-recipient agreements, needed to implement the Encampment Resolution Fund Grant.
3.Adoption. PASSED AND ADOPTED at a meeting of the City Council of the City of Vista held on April 26, 2022, by the following vote:
AYES:
NOES:
ABSTAIN:
APPROVED AS TO FORM:
DAROLD PIEPER, CITY ATTORNEY
By:
APPROVED
Darold Pieper
20220418072326
JUDY RITTER, MAYOR
ATTEST:
KATHY VALDEZ, CITY CLERK
By:
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EXHIBIT 1
Professional Services (Non-Construction) (No RFP) (NPW) 1 of 9 EXODUS RECOVERY INC. [51959-2] 00106952 2
CONTRACT FOR PROFESSIONAL SERVICES
LICENSED CLINICAL SOCIAL WORKER
THIS “CONTRACT” is entered into by and between the “Parties” as of ___________________ (“Contract Date”).
1.0 THE “PARTIES”
The “City”:
CITY OF VISTA, a chartered municipal
corporation
200 Civic Center Drive
Vista, CA 92084
Working Contact: Sylvia Solis Daniels
Billing Contact: Sylvia Solis Daniels
The “Contractor”
EXODUS RECOVERY INC, a California
corporation
9808 Venice Blvd, ste 700
Culver City CA 90232
Contact: LeeAnn Skorohod
Working Contract: Tamara Stark
2.0 BASIC TERMS
2.1 The “Services” to be performed by Contractor are set forth in Contractor’s proposal or other document attached as Exhibit A.
2.2 The “Required License” for the Services is: Licensed Clinical Social Worker
2.3 Contractor, an entity holding the Required License, desires to enter into this “Contract” with City for the Services.
2.4 The “Project” for which the Services are required is described in Exhibit A.
2.5 The “Contract Ceiling Price” is: $695,824.
2.6 Any references in Exhibit A to “Consultant” shall mean Contractor for the purposes of this Contract.
3.0 CONTRACT TERM
3.1 This Contract shall take effect as of the Contract Date.
3.2 This Contract shall be in effect for 12 calendar months (“Term”) from the Contract Date. The Term may be extended at the City’s option for an additional 12 months, in increments of City’s choice, for a maximum Term of 24 months from the Contract Date.
3.3 City may terminate this Contract upon 30-days’ written notice to Contractor. In such event, or upon request of City, Contractor shall assemble all City documents in the Contractor's possession, put them in order for proper filing and closing, and deliver the documents to City. In the event of termination, Contractor shall be paid for work performed to the termination date. City shall make the final determination as to the portion of tasks completed and the compensation to be paid.
04/26/2022 C14 4 of 48EXHIBIT 2
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4.0 SCOPE
Contractor shall perform all Services including, but not limited to, the furnishing of all tools, equipment, materials, software, and supplies, and for furnishing all transportation, services, including fuel, power and water, essential communications, and the performance of all labor, work, or other operations, as may be required from time to time, in accordance with Exhibit A.
5.0 COMPENSATION
5.1 City shall pay Contractor for the Services to be performed as set forth in Exhibit A.
5.2 An invoice for payment shall be submitted in a form satisfactory to City. At a minimum, the invoice shall include: the purchase order number, the work order number, a description of the work performed, and a total amount.
5.3 Changes in, additions to, or deductions from the Services, including increases or decreases in any item or portion of the Services, shall be set forth in a written change order executed by City and by the Contractor which shall specify:
5.3.1 The changes, additions, and deductions to be made.
5.3.2 The increase or decrease in compensation due the Contractor, if any.
5.3.3 Adjustment in the time of completion, if any.
5.4 Contract Ceiling Price
5.4.1 In no event shall City be liable for paying more than the Contract Ceiling Price for Contractor's services rendered under this contract.
5.4.2 If it becomes foreseeable that Contractor will need to perform services such that the cumulative total of costs to City will exceed the maximum permitted by this Contract, any such cost overrun will be handled pursuant to the change order procedure in Vista Municipal Code Chapter 3.08. City and Contractor recognize that City lacks authority to exceed the cost ceiling without the express authorization of the City Council. If the maximum cost to City for this Contract is exceeded unexpectedly, payment shall be made as mutually agreeable and disputes shall be handled pursuant to this Contract, but work shall cease as soon as is reasonably feasible once the cost ceiling plus allowable change orders, if any, is exceeded.
5.5 Except as provided in Exhibit A, Contractor shall not be reimbursed for any expenses incurred in rendering services under this Contract.
6.0 CONTRACT DOCUMENTS
The Contract comprises the following documents including all additions, deletions, modifications, and appendices and all addenda setting forth any modifications or interpretations of any these documents: Documents required under Exhibits A–E. 04/26/2022 C14 5 of 48
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7.0 TIME FOR COMPLETION AND COMMENCEMENT OF SERVICES
All Services under the Contract must be completed in compliance with the schedule in Exhibit A.
8.0 STANDARD OF PERFORMANCE
8.1 Contractor represents and warrants that it has the training, qualifications, experience, and facilities necessary to properly perform the Services required under this Contract in a thorough, competent, and professional manner. At all times Contractor shall faithfully, competently and to the best of its ability, experience, and talent, perform all services described herein. In meeting its obligations under this Contract, Contractor shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to those required of Contractor under this Contract.
8.2 Contractor shall keep itself informed of and comply with all applicable federal, state, and local laws, statutes, codes, ordinances, regulations, and rules in effect during the Term of this Contract. Contractor shall obtain any and all licenses, permits and authorizations necessary to perform the services set forth in this Contract, including any business licenses required by City. Neither City, nor any elected or appointed boards, officers, officials, employees, or agents of City, shall be liable, at law or in equity, as a result of any failure of Contractor to comply with this Section.
9.0 CONTRACTOR’S STATUS; CONTRACTOR’S EMPLOYEES
9.1 Contractor shall perform the services provided for herein in Contractor's own way as an independent contractor and in pursuit of Contractor's independent calling. Contractor is not to be considered an employee of City, nor shall any employees of Contractor be considered employees of City, for any purpose. Contractor shall be under the direction and control of City staff only as to the results to be accomplished. This Contract is not intended to create the relationship of partnership, joint venture, or association between City and Contractor.
9.2 Contractor represents and warrants that all professional services required under this Contract shall be provided by a person or persons duly licensed by the State of California to provide those types of services.
9.3 Neither Contractor, nor any of Contractor's officers, employees, or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Contractor expressly waives any claim Contractor may have to any such rights.
9.4 Contractor is aware of the requirements of the Immigration Reform and Control Act of 1986 and shall comply with those requirements, including, but not limited to, verifying the eligibility for employment of all of Contractor’s officers, employees, agents, and subcontractors that are included in this Contract.
9.5 The payment made to Contractor pursuant to this Contract shall be the full and complete compensation to which Contractor and Contractor’s officers, employees, agents, and subcontractors are entitled for performance of any work under this contract. Neither Contractor nor Contractor’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. City will not make any federal 04/26/2022 C14 6 of 48
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or state tax withholdings on behalf of Contractor. City shall not be required to pay any workers' compensation insurance on behalf of Contractor.
9.6 Contractor agrees to defend and indemnify City for any obligation, claim, suit, or demand for tax, retirement contribution including any contribution to the Public Employees Retirement System (PERS), social security, salary or wages, overtime payment, or workers' compensation payment which City may be required to make on behalf of Contractor or any employee of Contractor, or any employee of Contractor construed to be an employee of City, for work done under this contract. This is a continuing obligation that survives the termination of this Contract.
10.0 CIVIL RIGHTS
10.1 Contractor 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 hereinafter enacted.
10.2 Contractor shall not knowingly deny an opportunity or benefit, discriminate against or harass, any employee or applicant for employment on account of the person’s race, color, ethnicity, national origin, ancestry, religion, creed, veteran status, physical disability, mental disability, medical condition, marital status, sex, sexual orientation, age, or other status protected from workplace discrimination by state or federal law.
10.3 Contractor shall not knowingly give preferential treatment to any applicant for employment on the basis of race, color, ethnicity, national origin, ancestry, religion, creed, physical disability, mental disability, medical condition, marital status, sex, or sexual orientation.
10.4 This section shall be interpreted in a manner that is consistent with the California and United States Constitutions and applicable state and federal statutes governing workplace discrimination. The terms used in this section shall have the same meaning as defined in state statutes governing the same subject matter.
10.5 Nothing in this section shall be interpreted as prohibiting bona fide occupational qualifications consistent with applicable state and federal law and reasonably necessary to the normal operation of Contractor. Nothing in this section shall be interpreted as prohibiting regulations and policies to prevent nepotism or conflicts of interest.
10.6 Nothing in this Section shall be interpreted as prohibiting action taken to establish or maintain eligibility for any federal program, where ineligibility would result in a loss of federal funds to City.
10.7 To the fullest extent permitted by law and without limitation by the other provisions of this Contract relating to indemnification and insurance, Contractor shall also indemnify, defend, and hold harmless City, and its directors, officers, employees and agents from and against all liability (including without limitation all claims, damages, penalties, fines, and judgments, associated investigation and administrative expenses, and defense costs, including but not limited to reasonable attorneys' fees, court costs, and costs of alternative dispute resolution) resulting from any claim of discrimination or harassment, including but not limited to sexual harassment, arising from the conduct of the Contractor or any of the Contractor’s officers, employees, agents, licensees, or subcontractors. In the event of a discrimination or harassment complaint against any employee, agent, licensee, or 04/26/2022 C14 7 of 48
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subcontractors of Contractor or its subcontractors, Contractor shall take immediate and appropriate action in response to such complaint, including, but not limited to termination or appropriate discipline of any responsible employee, agent, licensee, or subcontractors. The provisions of this Section survive completion of the services or termination of the Contract.
11.0 CONTROL OF SERVICES
Each Party shall appoint a representative who shall have the authority to represent and act for that Party (“Representative”). Any written or verbal directions or requests of City's Representative delivered to the Contractor’s Representative shall have the same force and effect as if delivered to the Contractor. The Contractor's Representative shall have the authority to sign any change order, coordinate the work of all subcontractors and make other decisions pertaining to the Contract.
12.0 ASSIGNMENT AND SUBCONSULTING
12.1 Neither this Contract nor any interest herein may be transferred, assigned, conveyed, hypothecated, or encumbered voluntarily or by operation of law, whether for the benefit of creditors or otherwise, without the prior written approval of the City. Transfers restricted hereunder shall include the transfer to any person or group of persons acting in concert of more than twenty-five (25%) of the present ownership and/or control of Contractor, taking all transfers into account on a cumulative basis. In the event of any such unapproved transfer, including any bankruptcy proceeding, this Contract shall be void. No approved transfer shall release the Contractor or any surety of Contractor of any liability hereunder without the express consent of City.
12.2 Contractor shall be fully responsible to the City for any acts and omissions of Contractor's subcontractor, including persons either directly or indirectly employed by subcontractor, in the event Contractor subcontracts any of the work to be performed under this contract. Contractor's responsibility under this paragraph shall be identical to Contractor's liability for acts and omissions of Contractor and employees of the Contractor. Nothing contained in this Contract shall create any contractual relationship between City and any subcontractor of Contractor, but Contractor shall bind every subcontractor and every subcontractor of a subcontractor by the terms of this contract applicable to Contractor's work, unless such change, omission, or addition is approved in advance in writing by the City Manager or the City Manager’s designee. All subcontractors are subject to the prior written review and approval of the City Manager or the City Manager’s designee.
13.0 LICENSES
If a license of any kind, which term is intended to include evidence of registration, is required of Contractor, its employees, agents, or subcontractors by federal, state, or local law, Contractor warrants that such license has been obtained, is valid and in good standing, and that any required bond has been posted in accordance with all applicable laws and regulations.
14.0 FINANCIAL` RECORDS
14.1 Contractor shall maintain any and all documents, ledgers, books of account, invoices, vouchers, canceled checks, or records demonstrating or relating to Contractor’s performance of services pursuant to this Contract or evidencing or relating to expenditures and disbursements charged to City pursuant to this Contract. Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and detailed so as to permit an accurate evaluation of the services 04/26/2022 C14 8 of 48
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provided by Contractor pursuant to this Contract. Any and all such documents or records shall be maintained for three years from the date of execution of this Contract and to the extent required by laws relating to audits of public agencies and their expenditures. It is expressly understood and agreed that the provisions of this Section will survive termination of this Contract.
14.2 Any and all records or documents required to be maintained pursuant to this Section shall be made available for inspection, audit and copying, at any time during regular business hours, upon request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Contractor's address indicated for receipt of notices in this Contract or the primary location from which services are rendered, whichever is closer.
15.0 OWNERSHIP OF DOCUMENTS
Upon delivery, the work product, including without limitation, all original reports, writings, recordings, drawings, files, and detailed calculations developed under this contract are the property of City. Contractor agrees that all copyrights which arise from creation of the work pursuant to this contract shall be vested in City and waives and relinquishes all claims to copyright or other intellectual property rights in favor of City. City acknowledges that its use of the work product is limited to the purposes contemplated by the scope of Services and that Contractor makes no representation of the suitability of the work product for use in or application to circumstances not contemplated by the scope of Services.
16.0 CONFIDENTIALITY
16.1 Contractor shall treat all information obtained from City in the performance of this Contract as confidential and proprietary to City. Contractor shall treat all records and work product prepared or maintained by Contractor in the performance of this Contract as confidential.
16.2 Contractor agrees that it will not use any information obtained as a consequence of the performance of work for any purpose other than fulfillment of Contractor’s scope of Services. Contractor will not disclose any information prepared for City or obtained from City or obtained as a consequence of the performance of work to any person other than City, or its own employees, agents or subcontractors who have a need for the information for the performance of Services under this Contract unless such disclosure is specifically authorized in writing by City.
16.3 Contractor’s obligations under this paragraph shall survive the termination of this Contract.
17.0 CONFLICT OF INTEREST REQUIREMENT
Contractor agrees that, to the extent applicable, it shall comply with and be bound by all laws and regulations deriving from the relationship of the Contractor to the City, including the Political Reform Act (Government Codes Section 87100 et seq.) Chapters 2.32 or 2.33 of the Vista Municipal Code, the Community Redevelopment Act (Health & Safety Code 33000 et seq.) and all regulations promulgated thereunder (collectively “Conflict Laws”). As a condition precedent to the formation of this Contract, Contractor warrants and covenants that it is adequately informed 04/26/2022 C14 9 of 48
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regarding the obligations and duties imposed by the Conflict Laws and that to the best of Contractor's knowledge and belief, there exists no conflict of interest (under the laws) that would disqualify the Contractor from participation in any decisions arising out of the performance of this Contract. Prior to commencement of any work in the performance of this Contract, Contractor shall comply with any applicable requirements of Chapter 2.32 of the Vista Municipal Code, including any requirement to file a financial disclosure statement with the City Clerk.
Contractor further agrees that no employee, agent, or subcontractor for Contractor shall perform any work for the City pursuant to this Contract which will violate the Conflict Laws.
18.0 PROHIBITION OF FINANCIAL INTEREST BY CITY OFFICIAL Contractor warrants and covenants to City that no City Official has or will have any current or future financial interest in this Contract as of the date approved, nor shall Contractor promise, offer, or enter into any written, oral or implied Contract, to provide any financial interest or remuneration of any kind or manner to any City official with respect to this Contract. For purposes of this Section, the term “City Official” shall mean and include any elected or appointed officer of City, any employee of City, or any spouse or financial dependent of a City official or employee. A violation of this provision shall render this Contract null and void and Contractor shall be subject to restitution of all fees or money paid or earned under this Contract.
19.0 DUTY OF INDEMNIFICATION
19.1 To the fullest extent permitted by law, Contractor shall (1) immediately defend and (2) indemnify City, and its directors, officers, and employees from and against all liabilities regardless of nature or type that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Contractor, or its employees, agents, or subcontractors.
Liabilities subject to the duties to defend and indemnify include, without limitation, all claims, losses, damages, penalties, fines, and judgments; associated investigation and administrative expenses; defense costs, including but not limited to reasonable attorneys’ fees; court costs; and costs of alternative dispute resolution (“Duty of Indemnification”). Contractor’s obligations to both defend and indemnify apply unless it is finally adjudicated that the liability or liabilities, in whole or in part, do not arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Contractor or its employees, agents, or subcontractors. Defense counsel shall be approved by City.
19.2 The review, acceptance or approval of Contractor’s work or work product by any indemnified party shall not affect, relieve, or reduce Contractor’s indemnification or defense obligations. This Section survives completion of the services or the termination of this contract.
The provisions of this Section are not limited by and do not affect the provisions of this contract relating to insurance.
19.3 Contractor’s costs of defense shall not exceed Contractor’s proportionate percentage of fault as adjudicated by a court of law, as required by California Civil Code section 2782.8.
20.0 INSURANCE AND BONDS
Contractor shall comply with the insurance provisions set forth in Exhibit C.
21.0 SERVICE OF NOTICE
21.1 Any notice, which either Party may desire to give to the other Party, must be in writing and may be given by personal delivery to the Party’s Representative or by overnight 04/26/2022 C14 10 of 48
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courier service to the Party’s address set forth in Section 1.0. Notice may also be given by mailing it by registered or certified mail, return receipt requested, to the other Party at the address set forth in Section 1.0. Any notice given by mail will be deemed given 48 hours after such notice is deposited in the United States mail, addressed as provided with postage fully prepaid.
21.2 A Party may change its address by giving notice as provided above, and the changed address shall thereafter be deemed to be the address set forth in Section 1.0.
22.0 SPECIAL PROVISIONS
This Contract is subject to, and Contractor shall comply with, the special provisions referenced in Exhibit E, if any.
23.0 EXHIBITS
All documents referenced as exhibits in this Contract, or referenced in an exhibit to this Contract, are incorporated herein.
24.0 APPLICABLE LAW, VENUE
This Contract shall be construed and enforced under the laws of the State of California. If any action is commenced by any Party to this Contract, such action shall be filed in a court of competent jurisdiction within the County of San Diego, California.
25.0 COUNTERPARTS; ELECTRONIC SIGNATURES; ELECTRONIC DELIVERY This Agreement may be executed in separate counterparts, none of which need contain the signatures of both Parties, and each of which, when so executed, shall be deemed an original and all together shall constitute and be one of the same instrument. The Parties agree that this Agreement, whether executed by electronic signature, digital signature, or constituting a scanned or electronically reproduced copy or image of this Agreement bearing the signatures of the Parties, will be deemed an original and will represent competent evidence of the execution, terms and existence of this Agreement notwithstanding the failure or inability to produce an original executed Agreement or counterpart thereof, and without the requirement that the unavailability of such original executed Agreement or counterpart thereof first be proven.
Further, the exchange of this entire executed Agreement (and/or such exhibit(s) or document(s)) that is in photostatic or portable document format (.pdf) form by electronic mail or by another electronic means shall be considered original(s) and shall constitute effective execution and delivery of the original(s).
26.0 MODIFICATIONS
This Contract contains the entire agreement, between the Parties and supersedes all prior negotiations, discussions, obligations, and rights of the Parties in respect of each other regarding the subject matter of this Contract. There is no other written or oral understanding between the Parties. No modification, amendment or alteration of this Contract shall be valid unless it is in writing and signed by all Parties.
[Continued on page 9.]
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27.0 EXECUTION
IN WITNESS WHEREOF; the Parties hereto have executed this Contract as of the Contract Date.
“City”
CITY OF VISTA, a chartered municipal
corporation
By:
JUDY RITTER, MAYOR
ATTEST:
KATHY VALDEZ, CITY CLERK
By:
APPROVED AS TO FORM:
DAROLD PIEPER, CITY ATTORNEY
By:
RISK MANAGEMENT REVIEW:
DOLORES GASCON, RISK MANAGER
By:
APPROVED
Darold Pieper
20220418113615
“Contractor”
EXODUS RECOVERY INC, a California
corporation
By:
` LEEANN SKOROHOD, COO
By:
Name/Title
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00106952 2 Exhibit A
EXHIBIT A
CONTRACTOR’S PROPOSAL
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EXHIBIT A
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City of Vista
Workplan
1 Part 1: Implementation Unit Structure and Capacity
The City of Vista’s (City) Housing Division (Division), within the City Manager’s Department, will implement the Encampment Resolution Program grant. The Division provides Vista with a variety of housing programs for low-income residents. The Division administers funding to support affordable housing, COVID-19 resources, community services for low-moderate income residents, and services for people experiencing homelessness. The mission of the Division is to provide exceptional services and improve the quality of life for the greater community. Division consists of a Housing Programs Manager, a Housing Staff Assistant, a Senior Office Specialist, and is managed by the Assistant City Manager. The Division’s geographic service area encompasses all of incorporated Vista, which is approximately 19 square miles. The goal of the Division is to support individuals experiencing housing insecurity. The Housing Division is the gateway to the City’s supportive services for vulnerable communities. The expertise and mission of the Division aligns with the workplan and goals of the Encampment Resolution Program. In 2018, the Vista City Council (Council) directed staff to develop a plan to address homelessness in the City. In March 2020, the Council adopted the Strategic Plan to Address Homelessness (Plan), which is designed to address homelessness through programs and practices that have been proven effective and successful in other communities but are tailored to Vista. The Plan blends together services and resources to address three primary goals: Preventing homelessness through rental assistance, utility assistance, transportation assistance, home share coordination services, and case management; improving quality of life through encampment resolution programming; and reducing homelessness by 04/26/2022 C14 17 of 48
City of Vista
Workplan
2 maintaining beds at regional, low-barrier shelters and providing citywide trauma- informed, culturally relevant case management services. The City is partnered with Exodus Recovery (Exodus) to provide comprehensive case management, street outreach and housing navigation services. This work has focused largely on encampments and targeted homeless outreach throughout the City.
Since 1989, Exodus has developed a client focused, recovery-based system of care that encompasses psychiatric health facilities, full-service partnerships, homeless outreach and interim housing, mobile health and crisis response, wellness centers, crisis transition and care coordination, strength-based case management, forensic services, crisis stabilization/urgent care centers, telehealth services, substance use disorder programs, a sobering center, and programs for individuals with intellectual/ developmental disorders. To date, Exodus has planned, implemented, and operationalized programs within five California counties: Los Angeles, San Diego, Fresno, Napa, and Orange Counties, and expanded to over 1,400 employees and 55 programs all focused on reducing utilization of higher levels of care within the health systems, incarceration, reducing homelessness, and creating safe and secure environments where those with complex conditions can receive compassionate and caring specialized services. The organizational capacity of the partnership has led to the efficient and effective implementation of the City of Vista’s Homeless services.
The City has demonstrated experience developing and implementing partnerships and collaborations that deliver essential services to individuals experiencing homelessness in Vista. The City will work in partnership with Exodus, through which it currently provides case management and homeless outreach services. 04/26/2022 C14 18 of 48
City of Vista
Workplan
3 The City partners with the County of San Diego Housing Department for the implementation of affordable housing funding and Emergency Housing Vouchers, and with the Regional Task Force on Homelessness (RTFH), which also serves as the regional Continuum of Care (COC) to coordinate, promote and advocate for innovative solutions to address homelessness. The City’s additional partnerships that work toward encampment resolution also include the Alliance for Regional Solutions (ARS) Shelter Network, Regional Caltrans District 11, and the San Diego County Sheriff’s Department.
Several internal city departments, including Code Enforcement, the City Attorney’s office, Public Works, and the City Manager’s office, collaborate to provide support to people in and resolve encampments. Exodus’s work within and outside Vista demonstrates its ability to deliver services to individuals experiencing homelessness within encampments. These partnerships and their aligned commitment to addressing the needs of unsheltered communities will support the City’s implementation of the Encampment Resolution Program. All partners have dedicated time, staff, and resources to ensure alignment of supportive homeless strategies and meet regularly to coordinate and discuss opportunities for collaboration.
The structure of the City’s Housing Division and its partnerships with Exodus, the County of San Diego, and RTFH will lead the effective implementation of the proposed Encampment Resolution Program by building on years of demonstrated support for individuals experiencing homelessness. The City was ahead of its time in addressing homelessness, identifying it as a top priority as early as 2018, and will expand on existing demonstrated programming to focus intentionally and specifically on the Hacienda Drive encampment area, which boasts a population of approximately 30-40 04/26/2022 C14 19 of 48
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4 individuals who experience chronic homelessness and are more resistant to accept supportive services and housing placements for a variety of reasons. The Housing Division holds regular internal meetings with City stakeholders and service partners to evaluate homelessness programming, problem-solve, and plan. Encampments, and individuals residing in them, are a primary focus during these meetings. The Housing Division also reports regularly to the City Council, providing updates to Strategic Plan activities and inviting community participation and feedback.
Part 2: Prioritized Encampment Site and Population to be Served The City of Vista is in north San Diego County, less than eight miles east of the Pacific Ocean and bordering the cities of Oceanside, San Marcos, and Carlsbad, and unincorporated pockets of San Diego County. Located east of Emerald Drive and west of Melrose Drive in Vista, the 24-acre, City-owned property is intended to be permanent open space wetland habitat. The property’s Assessor’s Parcel Number (APN) is 166- 440-00-00; coordinates of the center of the property are 33.191099, -117.270630. In 1993, the City realigned Hacienda Drive (to the parcel’s south) and the Buena Vista Creek channel (which passes through the property) to develop what is now a large commercial area at 1715-1755 Hacienda Drive. As wetland mitigation for the development of the project, and as required as part of the streambed alteration agreement (SAA), this property was set aside, and some wetland enhancement was performed within the creek channel. This property is referred to colloquially as “the jungle” due to its forested landscape, well-developed tree canopy, and the Buena Vista Creek. The trees provide privacy and shelter, concealing encampments from the nearby roadway. Individuals reside in a variety of structures on the property, ranging from two- 04/26/2022 C14 20 of 48
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5 story dwellings with electricity, to tents made from tarps and rope, to shelters fashioned with palm fronds. Some individuals create shelters in stormwater culverts, which are dangerous to inhabitants in times of inclement weather. Examples of recent encampment dwellings are provided below:
Through regular outreach and monitoring, the City estimates that approximately 30-40 individuals live in or cycle through the targeted encampment area. At times, the population has been greater. Given its proximity to the North County Regional Center— which houses the Superior Court and jail—this property is often the first point for recently homeless individuals in the City. The population of individuals living on this property fluctuates as people move between different, nearby encampments for a variety of reasons that include biweekly outreach conducted by the City’s contracted Social Worker. Individuals in the encampment have multiple co-morbidities and complex biopsychosocial histories. They present with multiple vulnerabilities associated with homelessness, severe mental illnesses (SMI), substance use disorders (SUD), chronic physical health conditions, past trauma, and repeated justice-involvement. Many unsheltered individuals in the encampment are considered chronically homeless and more hesitant to accept resources, shelter, or housing and require a deeper level of 04/26/2022 C14 21 of 48
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6 engagement to build trust and rapport with the City’s Social Worker. The City’s Social Worker tracks the following information about individuals experiencing homelessness within the City: Gender, age, military status, and substance use disorder diagnosis as well as various health related data points.
Recent Client Data
Gender Age Military Status
Substance
Use Disorder
Diagnosis
Fe
m
a
l
e
Ma
l
e
Un
k
n
o
w
n
18 -
2 4
25 -
3 9
40 -
5 9
60 +
No
n
-
Mi
l
i
t
a
r
y
Ve
t
e
r
a
n
Un
k
n
o
w
n
No
Ye
s
Q1 2021 31 68 1 13 37 40 10 77 11 12 - -
Q2 2021 29 67 1 10 35 42 10 49 3 45 - -
Q3 2021 59 102 1 16 39 71 16 52 5 105 129 33
TOTAL 119 237 3 39 111 153 36 178 19 162 129 33
% 33% 66% 1% 12% 33% 45% 10% 50% 5% 45% 80% 20%
This specific encampment is being prioritized for resolution support due to the public health, safety, and environmental risks posed to not only the individuals who live in the encampment, but also the Vista community and the larger watershed region. The encampment is in a biologically sensitive area that includes the Buena Vista Creek and critical stormwater infrastructure. A trail was created through the property for the community’s use and to provide access to the stormwater outfall. The property bears terrain that can be dangerous, especially with the threat of flash flooding during inclement weather. Embankments and waterways are overgrown with invasive plant species, and embankments, specifically, can become dangerously slick when wet. City employees have been injured during inspections of the encampment.
The stormwater outfall is a point where several Vista storm drain systems discharge into the Buena Vista Creek. Historically, persistent flows have been observed 04/26/2022 C14 22 of 48
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7 from storm drains into the creek. These flows push trash and waste into the Carlsbad Watershed, one of the County’s 11 watersheds, and pose physical and health threats to the unsheltered individuals of the encampment. Trash, bacteria, nutrients, and sediment are concerns for the Carlsbad Watershed, and the City is required to perform water quality tests on the water due to the sensitivity of the watershed. The regional water board enforces a state order that prohibits trash from discharging into local water bodies and Vista has received notices of violation related to encampment waste. There is a direct correlation between the encampment on this property and pollution of the Carlsbad Watershed. The City has spent more than $80,000 contracting with companies to clean the property of waste and trash since 2020; the total cost is estimated to be much greater as the City’s Public Works department has dedicated hundreds of hours of staff time to this work. The property is also vulnerable to uncontrolled fires due to overgrowth and the unsafe use of fires for cooking or warmth that are associated with the encampment; the stormwater culvert is the site of frequent cooking fires, which results in frequent smoke check calls. Since January 2021, there have been 30 incidents requiring fire and emergency medical services response; six of these calls were for active fires. From 2020 to 2021, the calls for services at this property increased by more than 100%. There are neighborhoods to the west and south of the property that are at an increased fire risk if there are winds out of the east that accelerate a fire started at the encampment. Unsheltered people who live in the encampment are endangered by the high fire risk, too. The overgrown conditions provide dangerous fuel.
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8 The average life expectancy for people experiencing homelessness in the United States is approximately 50 years old, which is more than 20 years less than the life expectancy of housed populations. Based on demographic data available for the first three quarters of 2021, 55% of individuals who have resided in this encampment are above the age of 40 and increasingly vulnerable to the conditions of the encampment and being unsheltered. This property is not safe for habitation. The encampment is a hazard to its vulnerable inhabitants, City employees, and members of the community as demonstrated by environmental, public health, and safety hazards. For these reasons, the City of Vista is focusing proposed encampment resolution activities on this property.
Part 3: Core Services Delivery and Provision of Housing Options Through the enhancement of its contract with the City, Exodus will expand its homeless outreach and housing navigation work in Vista, specifically targeting this encampment. Individuals experiencing homelessness will be assessed by the Social Worker utilizing a Comprehensive Biopsychosocial Assessment (Assessment) that Exodus has designed and implemented with other outreach teams. The Assessment integrates relevant current and historical data pertaining to each participant's demographic characteristics; cultural, linguistic, and other special needs; current or recent crises; current and past mental health symptoms and treatment; risk and safety concerns; homeless history and barriers to housing; legal issues; acute and chronic medical conditions and treatment providers; psychiatric and medical medications; current and past substance use; and past or recent traumas. This information assists with referral and linkage to the most appropriate services and agencies. 04/26/2022 C14 24 of 48
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9 A primary role of the Social Worker (referenced as “Case Manager” in Budget and Personnel documents) is to function as the fixed point of responsibility for coordinating referrals between the participant and external community resources. The Social Worker will ensure that referrals result in a connection and warm hand-off between the participant and the external service provider. Exodus has collaborative community partnerships with interim housing providers in North County; Federally Qualified Health Centers (FQHCs); Residential Treatment Facilities; Independent Living Homes and licensed Board and Care facilities. The high incidence of co-morbid mental and physical health and substance use conditions in the target population requires continuous coordination with preventative services to maintain health and well-being for the participant. To encourage a consumer-oriented delivery system, the Social Worker, with the participant's permission, will assist in the scheduling of medical and benefits appointments and coach the individual to effectively communicate with their health providers and other agency and housing personnel. The Social Worker will link clients to appropriate COVID-19 resources for health and housing purposes.
Exodus has initiated and will continue to develop linkage agreements and Memoranda of Understanding (MOUs) that will serve to strengthen and solidify the relationship between community resources and the Vista Social Worker’s efforts. These partnerships and specific referral procedures will ensure readily available, reliable access and seamless linkage to resources for Vista unhoused participants and aid in the coordination of participant care with housing services, advocacy programs, legal assistance, chemical dependency services, detox services, physical health care, and mental health care. Case management and referrals focused on housing will be a team 04/26/2022 C14 25 of 48
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10 effort addressed by the Exodus Social Worker and Housing Navigator. The Housing Navigator will use a client-centered, Housing First approach that prioritizes housing for people experiencing homelessness. The priority is to end client’s homelessness so individuals can pursue personal goals and improve their quality of life. The Housing Navigator will use the five key principles of Housing First: no requirements for housing readiness, client choice/self-determination, trauma-informed approach, individualized client-centered support plans, as well as promotion of social and community integration.
The client’s Vulnerability Index-Services Prioritization Decision Assessment Tool (VI-SPDAT) will be utilized to match clients to appropriate housing. The Social Worker and Housing Navigator collecting and reporting data to create client profiles, enrolling clients in agency programs, and referring clients to community queue for matching to housing opportunities through the Clarity system. The Housing Navigator connects clients to the local Public Housing Authorities (PHA) to help update existing applications for housing or rental assistance as well as help with initial sign up and/or transfer of application to appropriate PHA. The Housing Navigator will use local resources such as message boards, internet, current housing provider partnerships, 211/CIE to locate vacancies within the client’s scope of need. Exodus is also familiar with housing specialized populations. For instance, The North County LGBTQ Resource Center provides crisis and transitional housing to LGBTQ youth age 14-22 who are homeless and at risk for homelessness, providing a safe place to reside with the goal of reuniting families whenever possible.
The Social Worker will collaborate with the Housing Navigator to assess identified needs, goals, and desires for housing, linkage, and recovery. The assessment 04/26/2022 C14 26 of 48
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11 will identify client's critical and immediate needs pertaining to housing readiness and retention, independent living skills, linkage to primary and specialty care, access to specialty mental health services, and other community resources. The team will assess barriers to housing such as the lack of photo identification or driver’s license, Social Security card, birth certificate, unfavorable rental history and/or credit history, justice involvement, evictions, judgements, or writs of restitution. The Social Worker and Housing Navigator will also assess a client’s risk factors such as areas of negative influence (i.e., illegal drug use and/or purchase) or domestic or intimate partner violence, stalking or sexual assault. They will also take into consideration areas of self- care and advancement, such as access to medical services for physical and mental health, employment, and education. The Housing Navigator will assess client housing needs such as a desire to live in housing, preference for a congregate/non-congregate setting, ability to pay for rent through earned or benefitted income, rental assistance programs, or the eligibility to utilize Housing and Disability Advocacy Program (HDAP) funding. The Social Worker and Housing Navigator will work closely with the client to create a housing stability plan and household budget that includes (but is not limited to) rental payments, utilities, items needed in the household to maintain safe and sanitary conditions, and essential household items. The Housing Navigator will obtain copies of housing applications and W-9s from owner/agents, help clients complete the written or online application, and facilitate the submission of the application. Fees may be paid for by the proposed flexible housing fund, HDAP, or other agencies. The Social Worker will monitor clients’ progress during this process.
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12 The Housing Navigator will work with clients to help facilitate a successful tenant/landlord relationship and the successful participation in rental assistance programs. The Housing Navigator will perform monthly face-to-face home visits/check- ins with newly housed clients to determine housing stability, facilitate requests for repair, track rental payments, ensure clients maintain housekeeping, and identify signs of unsafe or unsanitary conditions that need to be addressed. The Social Worker will be apprised of client’s housing stability with the goal of the client remaining in housing successfully for more than nine months. The Social Worker will assist in the development of a long-term support plan with the Housing Navigator and client to ensure that previously homeless residents maintain housing and continue to progress toward their personalized goals. Exodus staff has developed strong working relationships with local housing authorities across the county such as Oceanside Housing Authority, Carlsbad Housing Authority, Encinitas Housing Authority, San Diego County Housing Authority, and the San Diego Housing Commission. Due to networking and proven program success, Exodus clients have been given priority to use Mainstream Section 8 funding in multiple jurisdictions that is specifically targeted towards the chronically homeless and disabled population we serve. Mainstream funding allows clients to bypass the average eight- to 12-year Section 8 waitlists and gain access to housing funds typically within six months from the date of application.
This allows for clients from this vulnerable population to stabilize more quickly with supportive services such as In-Home Supportive Services (IHSS) from a Housing First approach.
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13 Exodus is familiar with hotel/motel voucher programs including the functions of eligibility and processing vouchers. If a client is assessed to be appropriate for interim shelter and a voucher program is available, the Housing Navigator will assist with linkage. The Social Worker and Housing Navigator will establish and maintain relationships with property owners and operators of transitional and permanent supportive housing. Social Worker and Housing Navigator will work with clients to ensure they know their tenant rights and to help facilitate a successful tenant/landlord relationship as well as successful participation in rental assistance programs. To assist with this process, clients will be referred to Legal Aid Society for tenant rights training and education. Exodus housing navigators and case managers have been able to develop and maintain relationships with various forms of shelter and housing ranging from shelters and motels to independent living and sober livings. Examples include:
Vista Inn, Econo Lodge, Tender Loving Mercy, and One Day at a Time Sober Living.
These relationships have been fostered by staff meeting with shelter/housing providers face to face, explaining the program’s purpose, how we support clients and the provider with negotiations, problems, and violations. Exodus has found that transparency and being responsive to questions and concerns, particularly if there are conflicts, has contributed to providers willingness to accept placements. The Case Worker will leverage these relationships, contribute to their maintenance, and initiate new relationships as needed to identify appropriate shelter/housing and successfully place clients. The proposed Encampment Resolution Program will result in the sustainable restoration of the encampment site to its original state or intended use while prioritizing the health and wellness of people experiencing homelessness by making improvements 04/26/2022 C14 29 of 48
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14 first to the existing tree canopy and reducing growth that increases the risk of fires, restricts or impedes the flow of water, and creates dangerous terrain. Specific activities include fuel reduction work, trash and waste clean ups, and improvements to the existing trail within the property.
Part 4: Coordination of Services and Housing Options
Exodus currently operates the following programs within the City of Vista Crisis Stabilization Unit, Mobile Crisis Response Team, Whole Person Wellness, AB 109 (Justice Involved) Re-entry Enhanced Case management, Telehealth Services, Health Homes – CalAIM (currently contracting with four of the five Health Plans in SDC), START, Project Connect and the City of Vista Homeless Outreach Partnership. Exodus Recovery has contracted with the City of Vista since August 2020 providing a full-time Social Worker to support the city’s Homeless Strategic Plan. The Social Worker collaborates with multiple city departments including City Manager’s Office, Code Enforcement, Planning, Public Works, Recreation, Stormwater, Vista Sheriff’s Department, City Attorney’s Office, and Economic Development to provide outreach and case management services to the homeless population of Vista. The Social Worker responds to requests made by the city departments to engage with individuals on the street, link them to supportive services, and follow through to ensure that a connection was made between the client and referral. Upon initiation of this program, the Social Worker primarily focused on building rapport with the city’s unhoused residents using a trauma-informed and person-centered approach. This stage of building trust has helped clients foster motivation to engage with other providers such as HHSA, primary care clinics, mental health services, and case management programs. Through collaboration 04/26/2022 C14 30 of 48
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15 with the Housing Navigators, the Social Worker has helped ensure that dozens of unhoused clients who had not interacted with social service providers were entered into the Coordinated Entry System for an opportunity to be linked to permanent housing.
This grant will allow Exodus to continue providing a familiar Social Worker to the City of Vista and enhance the ability of this Social Worker to screen, assess and place willing, unhoused individuals in housing with the aid of an experienced Housing Navigator, who has been trained by the Exodus Whole Person Wellness (WPW) program. The Exodus WPW program has the track record to perform this task and has surpassed performance objectives by placing over 50% of this difficult to engage population into housing, decreased the number of Emergency Department visits and hospital days spent in psychiatric inpatient units, and linked clients to primary care providers during its contract with the County of San Diego, Integrative Services.
Exodus CalAIM case management, WPW, Walk-in Mental Health Services, Crisis Stabilization Unit, Mobile Crisis Response Team, are all located in the City of Vista, and will offer support and resources to the Social Worker and Housing Navigator by providing field base emergency response, on-going comprehensive care coordination, mental health services and service navigation for homeless adults who have been identified by local service providers, law enforcement agencies and the City of Vista.
The Social Worker and Housing Navigator hired for this program will work under the auspice of the Exodus WPW homeless outreach program and have the ancillary resources within the organization to support the Encampment Resolution Program.
Staff will primarily conduct outreach when accompanied by other Exodus staff and/or law enforcement, city, and HHSA partners. When staff work in the field, they may 04/26/2022 C14 31 of 48
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16 encounter a variety of crises and threats to their safety. Staying safe in the field is vital to the health and safety of staff and the people they serve. To respond quickly, staff must prepare for a dangerous situation before it occurs. To ensure staff safety, Exodus will provide training in safety practices for outreach and field-based services. Training is designed to provide staff with knowledge to allow them to be safe and effective in their work and may include topics such as situational awareness, parking safety, learning when to request Law Enforcement support, crisis intervention, and how to respond to uncomfortable situations. Exodus will ensure that the Case Worker is experienced and capable of dealing with at-risk individuals who may be experiencing behavioral health or substance related crises and/or exhibiting risk factors for danger to self/others or grave disability. In addition to their own training, the Case Worker will have available the opportunity to train with the Exodus Mobile Crisis Response Team and Crisis Stabilization Unit staff. Documentation includes notes capturing client encounters, interactions/conversations, progress towards goals or milestones, and plans; referrals provided; progress toward goals that is tracked through internal data systems; data collected in Clarity Homeless Management Information System (HMIS); and assessments using the VI-SPDAT instrument.
Exodus will help to identify gaps in homeless services, housing resources and assistance needs. This will be accomplished by staff meeting with the Program Director quarterly to review identified gaps, status updates with challenges and improvements.
This review process will include discussion of any referral sources with whom clients have repeatedly shown difficulty achieving linkage. As gaps are identified, the Exodus team will perform outreach in order to identify solutions which may ensure successful 04/26/2022 C14 32 of 48
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17 and timelier responses to referrals. Letters from Exodus, the County of San Diego, and RTFH are included.
Part 5: Ensuring Dignity, Safety, and Wellness
Exodus proudly hires and employs individuals with lived experience, including Peer Support Specialists (Peers) employed to openly identify and use their lived experience as a part of their work as well as clinicians and case managers with lived experience. Lived experience speaks volumes. Mental illness and substance use do not discriminate, and experiences of historical or current trauma, poverty, poor physical health, and stigma and discrimination can exacerbate everyday struggles. Staff use recovery-oriented language, trauma informed practices, and culturally competent and inclusive approaches. Peers provide living models of resilience and promote hope that recovery is possible and attainable. While maintaining professional boundaries, Peers will have more flexibility to connect and support individuals. Services may include connecting with individuals by relating life experience with personal or familial housing instability and/or behavioral health issues to reduce fear and isolation and offer firsthand hopefulness. Peers provide consumer mentoring, advocacy, and support with case management. They will assist with providing information about resources and supporting individuals working toward safe and stable housing by explaining what to expect from resources/services, possible struggles with transitioning into shelter or housing, and placement retention. Mentoring, advocacy, and follow up services support accessing available resources. Peers reinforce that recovery is possible through modeling, collaboration and fostering empowerment. Peers are often able to approach unsheltered and homeless individuals in a non-threatening and empathic way. They 04/26/2022 C14 33 of 48
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18 provide effective street-based outreach and engagement by building rapport and utilizing the Evidence Based Practices of Assertive Street Outreach and Motivational Interviewing with a Stages of Change approach to establish targeted outreach objectives and the individual’s readiness for change. Used appropriately, this model does not impose specific expectations or participation requirements but helps clients resolve any ambivalence towards accepting support and housing. They will work to cultivate non-judgmental relationships where individuals develop and work toward personal, meaningful goals utilizing their own resilience and real-world experience and strengths. Exodus programs have previously utilized Program Advisory Groups, utilized satisfaction surveys, and reviewed program specific feedback from annual Consumer Perception Surveys processed by the Department of Health Care Services. Feedback will be utilized to improve the implementation and ongoing assessment of the success of this proposed project.
The Encampment Resolution Program will use a client-centered Housing First approach that prioritizes housing for people experiencing homelessness. The goal is to end clients’ homelessness from which they can pursue personal goals and improve their quality of life. Exodus staff uses and will continue to use the five key principles of Housing First: no requirements for housing readiness, client choice/self-determination, trauma-informed approach, individualized client-centered support plans, as well as promotion of social and community integration. The City and Exodus recognize the importance of linking individuals to culturally responsive primary and preventative health care. Initiating regular physical care can minimize the need for emergency and hospital visits and assists individual to become healthy, safe, and thriving. Taking an approach 04/26/2022 C14 34 of 48
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19 to always treat the whole person, Exodus has also worked to develop referral sources that are not compartmentalized according to healthcare specialty and consider the full spectrum of needs. Such resources include faith-based services, programs with cultural, ethnic, gender, and age group specializations, as well as socioeconomic, housing, and benefits supports. Exodus will utilize all current relationships in pursuit of assisting individuals with coordination, taking steps toward safe and stable housing. When current partnerships are not present, Exodus will reach out to develop relationships and collaborate.
The Vista Municipal Code (VMC) prohibits camping in City parks and recreational facilities. Due to concerns from the community at large, the City’s Code Enforcement Department has performed 45 inspections of this property in the last 12 months. There have been eight cases in that same timeframe, with one case ongoing.
Part 6: Personnel
Administrative and programmatic personnel that are integral to providing services under this proposal include: Homelessness Program Manager (1.0 FTE), which is a new, planned position within the City that will manage all homelessness-related programming; Housing Programs Manager (0.2 FTE), who oversees all of housing and homelessness programming and will manage the Homelessness Program Manager position; Assistant City Manager (0.05 FTE), who manages City functions and departments, including Housing; Program Director (0.50 FTE), staffed by Exodus that oversees the Social Workers; Social Workers (2.0 FTE) staffed by Exodus, who have clinical and case management experience working in the behavioral health field providing direct client care and case management experience to individuals 04/26/2022 C14 35 of 48
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20 experiencing homelessness; Housing Navigator (1.0 FTE) who will identify appropriate housing and placement and foster relationships with new housing resources; Community Health Worker (1.0 FTE); Program Assistant (0.50 FTE); and Data Analysis and Reporting (0.20 FTE). Resumes are included.
Part 7: Proposed Budget and Fiscal Planning
The award amount requested was developed based on the estimated number of individuals currently living in the encampment. Exodus utilizes a ratio of 1:20 for Case Management/Social Work support, so two Social Workers (Case Managers) are requested in the budget. Other staffing expenses have been scaled to reflect the percentage of time the positions will spend on this encampment. Housing and transportation funds have been budgeted with the assumption that approximately one- third of individuals in the encampment will accept housing placement. While the budget can be scaled up or down based on the award amount, the program’s effectiveness may be lessened if the City cannot bring on additional case management and housing navigation staffing. Housing and transportation costs can be adjusted, too.
City resources supporting the proposed project include the existing Encampment Clean Up budget, the Housing Division, the existing City Social Worker, and HPP. This grant award will allow Vista to maximize its resources and deliver services efficiently and with broad Council and community support. The grant budget was developed to ensure that at least 50% of awarded funds would be expended by June 30, 2023; the first year includes additional start-up costs.
The complete budget narrative is as follows:
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21 Personnel Budget Narrative
Program Director (0.50 FTE)
Half of the Exodus Program Director's time will be
spent achieving the goals of the proposed
workplan.
Care Managers (2.0 FTE)
Two Case Managers (referred to as Social
Workers in the workplan) are budgeted for this
project. The addition of a second Case Manager
will expand current encampment resolution
activities into this encampment effectively.
Housing Navigator (1.0 FTE)
The Housing Navigator will match clients with
housing and develop relationships with landlords
in the City.
Community Health Worker (1.0 FTE)
The Community Health Worker will support the
Case Managers and the overall well being of
clients in the encampment.
Program Assistant (0.5 FTE)
The Program Assistant will devote half their time
to the encampment resolution program by
supporting the Program Director.
Data Analysis and Reporting (0.2 FTE)
The Data Analysis and Reporting role will spend
20% of its time analyzing outcomes for the
proposed program.
Housing Program Manager (0.2 FTE)
The City's Housing Program Manager will spend
20% of their time overseeing the proposed
program and the proposed Homelessness
Program Manager.
Homelessness Program Manager (1.0 FTE)
The Homelessness Program Manager is a new
position that will be responsible for the whole
program implementation.
Assistant City Manager (0.05 FTE)
The Assistant City Manager will spend 5% of their
time providing oversight and guidance; the
Assistant City Manager maintains relationships
with other agencies.
Subtotal
Benefits Including insurances, workers compensation, etc.
Operations Budget Narrative
Rent 900 sf office space for Exodus @ $1.67 per sf.
Auto Expenses Exodus staff mileage.
Client Transportation
Exodus vehicle lease, 10 regional transportation
monthly passes, and 30 daily bus passes.
Flex Funds
Support for clients to obtain clothes, food,
hygeine supplies, plus monthly costs for storage
units.
Housing Expenses
Monthly housing expenses for clients who accept
placement.
Client Rent
Client Credit Checks
Client One-Time Application Fees
Client One-Time Housing Deposits
Restoration and Fuel Reduction Activities
Activities include improvements to the tree
canopy, fuel reduction (removal of dead or
invasive plants), and restoration of the trail.
Insurance
Legal & Accounting
Office Equipment
Licenses, Permits, and Fees
Equipment Maintenance/Repairs
Supplies
Staff Training
Storage/Shredding
Telecommunications
City of Vista
Proposed Workplan Budget & Narrative
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Monthly Cost Annual Cost Changes from Original Submission Personnel Cost
Program Director (.50 FTE) 3,333$ 40,000$ Adjusted Salaries Care Managers (2 FTEs) 9,967$ 119,600$ Adjusted Salaries Housing Navigators (1 FTE) 5,113$ 61,360$ Adjusted Salaries Community Health Worker (1 FTE) 3,467$ 41,600$ Program Assistant (.50 FTE) 1,733$ 20,800$ Adjusted Salaries Data Analysis and Reporting (.20 FTE) ‐$ ‐$ In Kind Sub‐total 23,613$ 283,360$
Benefits 29% (Includes FICA, FUTA, SUTA, WC, Admin Fee) 6,895$ 82,737$ Adjusted TOTAL PERSONNEL COST 30,508$ 366,097$
Operational Expenses
Rent (900 sq. ft @ $1.67 per square foot) 1,503$ 18,036$ Auto Expenses (staff mileage: 400 miles @ $.56 per mile) 224$ 2,688$ Client Transportation (Vehicle Lease of $850 per month plus $250 per month for vehicle gas plus 20 Compass Cards @ $23/mo plus 2 10‐Packs of Daily Bus Passes @ $45 per month) 1,650$ 19,800$ Increased vehicle lease to
accommodate an SUV/Van and
adjusted gas prices
Flex Funds (Avg of $10 per client per month for clothes, food, hygeine supplies plus $99 per month each for 5 storage units) 895$ 10,740$ Housing Expense (~30% of 40 clients = 12 clients per month @ Avg Rent of $890/mo. plus one‐time Credit Checks @ $35 plus one‐time Application fees @$40 plus one‐time Housing Deposits of $200)10,955$ 131,460$
Insurance (Based on similar sized programs)334$ 4,008$ Legal & Accounting (Based on similar sized programs)245$ 2,940$ Office Equipment (Leased Printer/Fax Machine @ $346/mo.)346$ 4,152$ Licenses, Permits and Fees (Business License of $200 plus HMIS/Clarity Set‐Up Fee of $175 and Monthly Fees of
$25.75/mo.)57$ 684$
Equipment Maintenance/Repairs (Includes Netwatch, Backup, Cloud and Professional Support Services ‐ Based on similar sized programs)2,200$ 26,400$
Office Supplies (Paper, pens, tape, staples, etc.)625$ 7,500$ Staff Training/Seminars (CPR, Handle with Care, Cultural Competency, etc.)50$ 600$
Storage/Shredding @ $150 per month 150$ 1,800$ Telecommunications (4 Cell Phones @ $170 each/month)680$ 8,160$ ‐$
‐$
Operation Expenses Subtotal 19,914$ 238,968$ ADMINISTRATIVE OVERHEAD FEE @15%7,563$ 90,760$ TOTAL OPERATIONAL EXPENSES 57,985$ 695,824$ Encampment Resolution Program
Proposed Budget ‐ Year 1
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Total Cost
Personnel Cost
‐$
‐$
‐$
‐$
‐$
‐$
Sub‐total ‐$
Benefits 29% (Includes Background checks) ‐$
TOTAL PERSONNEL COST ‐$
Operational Expenses
4 Computers @ $3600 each 14,400$
2 Locking File Cabinets @ $250 each 500$
1 Storage Cabinet @ $100 each 100$
4 Desks/Work Stations @ $1,260 each 5,040$
4 Desk Chairs @ $250 each 1,000$
‐$
Operation Expenses Subtotal 21,040$
ADMINISTRATIVE OVERHEAD FEE @15% 3,156$
TOTAL OPERATIONAL EXPENSES 24,196$
Encampment Resolution Program
Proposed Start‐Up Budget 2022
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Monthly Cost Annual Cost Changes from Original Submission Personnel Cost
Program Director (.50 FTE) 3,433$ 41,200$ Adjusted Salaries Care Managers (2 FTEs) 10,266$ 123,188$ Adjusted Salaries Housing Navigators (1 FTE) 5,267$ 63,201$ Adjusted Salaries Community Health Worker (1 FTE) 3,571$ 42,848$ Program Assistant (.50 FTE) 1,607$ 19,282$ Adjusted Salaries Data Analysis and Reporting (.20 FTE) ‐$ ‐$ In Kind Sub‐total 24,143$ 289,718$
Benefits 29% (Includes FICA, FUTA, SUTA, WC, Admin Fee) 7,003$ 84,033$ Adjusted TOTAL PERSONNEL COST 31,146$ 373,751$
Operational Expenses
Rent (900 sq. ft @ $1.67 per square foot plus 3%) 1,548$ 18,577$ Annual 3% Increase Auto Expenses (staff mileage: 400 miles @ $.57 per mile) 228$ 2,736$ Adjusted Mileage Rate (estimate) Client Transportation (Vehicle Lease of $850 per month plus $250 per month for vehicle gas plus 20 Compass Cards @ $23/mo plus 2 10‐Packs of Daily Bus Passes @ $45 per month) 1,650$ 19,800$ Increased vehicle lease to accommodate
an SUV/Van and adjusted gas prices
Flex Funds (Avg of $10 per client per month for clothes, food, hygeine supplies plus $99 per month each for 5 storage units)895$ 10,740$ Housing Expense (~30% of 40 clients = 12 clients per month @ Avg Rent of $890/mo. plus one‐time Credit Checks @ $35 plus one‐time Application fees @$40 plus one‐time Housing Deposits of $200) 10,955$ 131,460$
Insurance (Based on similar sized programs) 334$ 4,008$ Legal & Accounting (Based on similar sized programs) 245$ 2,940$ Office Equipment (Leased Printer/Fax Machine @ $346/mo.) 346$ 4,152$ Licenses, Permits and Fees (Business License of $200 plus HMIS/Clarity Set‐Up Fee of $175 and Monthly Fees of
$25.75/mo.) 57$ 684$
Equipment Maintenance/Repairs (Includes Netwatch, Backup, Cloud and Professional Support Services ‐ Based on similar sized programs) 2,250$ 27,000$ Increased by $50 per month Office Supplies (Paper, pens, tape, staples, etc.) 625$ 7,500$ Staff Training/Seminars (CPR, Handle with Care, Cultural Competency, etc.) 50$ 600$
Storage/Shredding @ $150 per month 150$ 1,800$ Telecommunications (4 Cell Phones @ $170 each/month)680$ 8,160$ ‐$
‐$
Operation Expenses Subtotal 20,013$ 240,157$ ADMINISTRATIVE OVERHEAD FEE @15% 7,674$ 92,086$ TOTAL OPERATIONAL EXPENSES 58,833$ 705,995$ Encampment Resolution Program
Proposed Budget ‐ Year 2
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00106952 2 Exhibit B
EXHIBIT B
NOT APPLICABLE TO THIS CONTRACT
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00106952 2 Exhibit C, Page 1 of 3
EXHIBIT C
INSURANCE REQUIREMENTS
Contractor shall procure and maintain for the duration of the contract, [and for x years thereafter,] insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Contractor, his agents, representatives, employees, or subcontractors. Nothing in these provisions shall limit Contractor’s Duty of Indemnification.
MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:
1. Commercial General Liability (“CGL”): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products, completed operations, property damage, bodily injury, and personal & advertising injury with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this Project/location or the general aggregate limit shall be twice the required occurrence limit.
2. Automobile Liability: Insurance Services Office Form Number CA 0001 covering Code 1 (any auto), with limits no less than $2,000,000 per accident for bodily injury and property damage.
3. Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employers’ Liability insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease.
Contractor shall also provide the additional coverages checked below and at least as broad as:
4. Professional Liability, with limits no less than $1,000,000 per occurrence or claim, and $2,000,000 policy aggregate.
If the Contractor maintains higher limits than the minimums shown above, City requires and shall be entitled to coverage for the higher limits maintained by the Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to City.
Deductibles and Self-Insured Retentions
Any deductibles or self-insured retentions must be declared to and approved by City. At the option of City, either: the Contractor shall cause the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects City, its officers, officials, employees, and volunteers; or the Contractor shall provide a financial guarantee satisfactory to City guaranteeing payment of losses and related investigations, claim administration, and defense expenses.
Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:
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00106952 2 Exhibit C, Page 2 of 3
1. The City, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts, or equipment furnished in connection with such work or operations and automobiles owned, leased, hired, or borrowed by or on behalf of the Contractor. General liability coverage can be provided in the form of an endorsement to the Contractor’s insurance (at least as broad as ISO Form CG 20 10, CG 11 85 or both CG 20 10 and CG 20 37 forms if later revisions used), unless otherwise approved in advance by City.
2. For any claims related to this Project, the Contractor’s insurance coverage shall be primary insurance as respects City, its officers, officials, employees, and volunteers.
Any insurance or self-insurance maintained by City, its officers, officials, employees, and volunteers shall be excess of the Contractor’s insurance and shall not contribute with it.
3. Each insurance policy required by this clause shall provide that coverage shall not be canceled, except with notice to City.
Claims Made Policies
If any coverage required is written on a claims-made coverage form:
1. The retroactive date must be shown, and this date must be before the execution date of the contract or the beginning of contract work.
2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of contract work.
3. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the contract effective, or start of work date, the Contractor must purchase extended reporting period coverage for a minimum of five (5) years after completion of contract work.
4. A copy of the claims reporting requirements must be submitted to City for review.
Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best rating of no less than A: VII, unless otherwise acceptable to City.
Waiver of Subrogation
Contractor hereby agrees to waive rights of subrogation which any insurer of Contractor may acquire from Contractor by virtue of the payment of any loss. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation. The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of City for all work performed by the Contractor, its employees, agents and subcontractors.
Verification of Coverage
Contractor shall furnish City with original certificates and amendatory endorsements, or copies of the applicable insurance language, effecting coverage required by this contract. All certificates and endorsements are to be received and approved by City before work 04/26/2022 C14 43 of 48
00106952 2 Exhibit C, Page 3 of 3
commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor’s obligation to provide them. City reserves the right to require complete, certified copies of all required insurance policies, including endorsements, required by these specifications, at any time.
Subcontractors
Contractor shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Contractor shall ensure that City is an additional insured on insurance required from subcontractors. For CGL coverage, subcontractors shall provide coverage with a format least as broad as CG 20 38 04 13.
Special Risks or Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other circumstances.
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00106952 2 Exhibit D
AGREEMENT TO COMPLY WITH CALIFORNIA LABOR LAW REQUIREMENTS [Labor Code §§ 1720, 1771.1, 1773.8, 1775, 1776, 1777.5, 1813, 1860, 1861, 3700]
NOT APPLICABLE TO THIS CONTRACT
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00106952 2 Exhibit E
EXHIBIT E
SPECIAL PROVISIONS
This Contract is subject to the following provisions, if checked:
1.State of California grant conditions, as attached.
2.Federal grant conditions, as attached.
3.Other conditions, as attached.
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Prior City Council Actions
on January 25, 2022, discussed a year-round shelter and operator request for proposal and directed staff to finalize an RFP to develop and operate a year-round shelter in Vista, based on the City Council input provided (No Vote).
On October 26, 2021, discussed shelters and permanent housing options and directed staff to draft a Request for Proposal for developers to propose a low-barrier shelter and to continue regional collaboration discussions; directed staff to come back with the draft RFP for approval (Vote: 5-0).
On September 28, 2021, Council received an update on the implementation of the Strategic Plan to Address Homelessness, approved staff recommendation to include Housing under the Reduce Homelessness Strategy, and directed staff to return with plans for workshops, community outreach and more information for a shelter and permanent housing discussion (Vote: 5-0).
On April 27, 2021, received an update on the implementation of the Strategic Plan to Address Homelessness and approved staff recommendation to continue programs and activities as outlined in the Strategic Plan to Address Homelessness (No Vote).
On August 11, 2020, adopted the following City Council Resolutions:
•No. 2020-138, approving an agreement with North County Lifeline for the Homeless Prevention Pilot Program for the Strategic Plan to Address Homelessness (Vote:5-0). •No. 2020-140, approving an agreement with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista (Vote:5-0). •No. 2020-141, approving an agreement with Exodus Recovery, Inc. to provide a full-time Social Worker to address homelessness in Vista (Vote:5-0). •No. 2020-142, amending the Operating Budget for Fiscal Years 2019/20 and 2020/21 (Vote:5-0).
On June 23, 2020, adopted City Council Resolution No. 2020-115, authorizing application to the Permanent Housing Local Allocation Program and Administration of Program Activities (Vote: 5- 0).
On March 10, 2020, approved the Strategic Plan to Address Homelessness and directed staff to begin plan implementation (Vote:5-0).
On January 28, 2020, provided direction to staff to include all eight strategies identified in the Strategic Plan to Address Homelessness with recommended adjustments to reporting schedules, funding allocation amounts and provisional delayed implementation for one strategy (No Vote).
On January 14, 2020, adopted City Council Resolution No. 2020-4, accepting an allocation of $250,000 from the California Department of Housing and Community Development for homelessness prevention and intervention services, authorizing the City Manager to execute all documents related to the funding, and amending the Operating Budget for the 2019/20 Fiscal Year (Vote: 5-0).
On November 12, 2019, directed staff to include a full-scope social worker led homeless outreach team, and a plan to “rent” shelter beds in existing shelters, in the Strategic Plan to Address Homelessness (No Vote).
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EXHIBIT 3
On October 22, 2019, discussed quality of life, community outreach and education, and legislative advocacy, and by consensus, directed staff to include encampment clean-up activities, the Historic Downtown Outreach Program, the proposed community outreach and education activities, and efforts to engage federal, state, and local representatives in the Strategic Plan to Address Homelessness (No Vote).
On September 24, 2019, discussed prevention and diversion services, and by consensus, directed staff to proceed with attaining one-time state funding for prevention and diversion services, and to include financial assistance and home share components in the Strategic Plan to Address Homelessness (No Vote).
On June 4, 2019, held a workshop to discuss potential strategies to address homelessness and, by consensus, provided direction to staff (No Vote).
On December 11, 2018, discussed the City Council Goals Action Plan for 2018-2020 (No Vote).
On June 12, 2018, discussed the City Council Goals Action Plan for 2018-2020 (No Vote).
On March 6, 2018, held a workshop and, by consensus, identified top priority goals for Fiscal Years 2018/19 and 2019/20 (No Vote).
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