Vista City Council
January 23, 2025

ACTION:

____________________________
Clerk/Secretary

Department: City Manager Item No: D1
Prepared by:

Daniel Sturman, Management Analyst
Johannah Knieff, Management Analyst
Jonathan Lung, Homeless Services Program Mgr. Meeting Date: January 23, 2025 Approved by:

Imelda M. Huerta, Assistant City Manager
John Conley, City Manager Agenda Location: Workshop

SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

RECOMMENDATION:

1. Receive an update on the implementation of the Strategic Plan to Address Homelessness.

2. Adopt City Council Resolution No. 2025- , approving a Second Amendment with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista.

CORRELATION TO CITY COUNCIL GOALS: Homelessness & Housing.

PRIOR ACTION: On January 14, 2025, discussed the Standing Committee on Homelessness, and directed staff to provide options for a community centered group to advise on the Strategic Plan to Address Homelessness (Vote 5-0).

On October 22, 2024, adopted City Council Resolution No. 2024-174, approving an agreement with San Diego Rescue Mission, Inc. to provide citywide homeless outreach services (Vote: 4-1, Contreras opposed).

On October 8, 2024, adopted City Council Resolution No. 2024-160, authorizing the City to enter a Purchase Agreement for a parcel of real property located at 727 Ascot Drive (Vote: 3-0; Green and O’Donnell absent).

A comprehensive list of prior actions is included as Exhibit 3.

STATEMENT ON THE SUBJECT: On March 10, 2020, the City Council adopted the Strategic Plan to Address Homelessness (Strategic Plan) to address factors contributing to individuals and families at risk of and experiencing homelessness through programs and practices that have proven successful in other places but are tailored to Vista. The Strategic Plan is a living document that is updated and developed on an ongoing basis depending on City Council direction, funding sources, legislative changes, community need, and program outcomes. The Strategic Plan utilizes a three-pronged approach, blending services, resources, and enforcement to address the following primary goals:

1) Prevent Homelessness;

AGENDA
REPORT

CITY COUNCIL

COMMUNITY DEVELOPMENT COMMISSION

SUCCESSOR AGENCY

BUENA SANITATION DISTRICT

JOINT POWERS FINANCING AUTHORITY
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SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

2) Improve Quality of Life; and
3) Reduce the amount of people experiencing Homelessness.

The Strategic Plan was created through extensive community outreach and input including four community meetings, two business community meetings, four City Council meetings, one public workshop and 14 one-on-one meetings with various homeless service providers and community groups.

Since the adoption of the Strategic Plan and the contracted work, the City's understanding of the needs of the community has evolved. As noted above, the Strategic Plan is a living document with flexibility to best meet community needs. Through the end of October 2024, Strategic Plan funding appropriations have totaled $17,047,462.81 in services and resources to support the three Strategic Plan goals.

Strategic Plan Goal Appropriated Expended
Prevent Homelessness $ 2,463,454.33 $ 1,746,493.70 Improve Quality of Life $ 125,000.00 $ 125,000.00 Reduce Homelessness $ 14,459,008.48 $ 5,467,498.82 Total $ 17,047,462.81 $ 7,338,992.52

Activity Strategic Plan
Goal Service Provider Funding Source Appropriated Expended 727 Ascot Drive Property
Improvements
Reduce
Homelessness
City of Vista
Public Works &
various local
contractors
Year End Fund
Balance (23-24) $ 100,000.00 $ - Bridge Housing &
Quarantined Entry
Reduce
Homelessness
San Diego
Rescue Mission
Community
Development
Block Grant
(CDBG)
$ 50,000.00 $ -
Buena Creek Navigation
Center Operator Services
Reduce
Homelessness Retread State Earmark $ 3,150,540.00 $ 981,675.75 Buena Creek Navigation
Center Site Lease
Reduce
Homelessness Santa Fe House State Earmark $ 1,278,500.00 $ 448,614.13 Emergency Rental
Assistance Program
Prevent
Homelessness TBD Year End Fund
Balance (23-24) $ 200,000.00 $ - Outreach Vehicle Reduce
Homelessness City of Vista Year End Fund
Balance (23-24) $ 50,000.00 $ - Permanent Homeless
Shelter Acquisition
Reduce
Homelessness
City Manager's
Office
Year End Fund
Balance (22-23) $ 4,500,000.00 $ - Safe Parking Reduce
Homelessness
Jewish Family
Service of San
Diego
Cannabis
Revenue $ 1,315,000.00 $ 522,240.46
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SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

Shelter Beds Reduce
Homelessness
Alliance for
Regional
Solutions
Permanent Local
Housing
Allocation
$ 800,000.00 $ 800,000.00
Social Worker - Outreach
and Engagement
Reduce
Homelessness
San Diego
Rescue Mission
Year End Fund
Balance (23-24) $ 500,000.00 $ - Vista Emergency Housing
Assistance Program
Prevent
Homelessness MAAC American
Rescue Plan Act $ 1,400,000.00 $ 1,209,356.50 Vista Housing Innovation
Pilot Program (VHIPP)
Prevent
Homelessness Townspeople RTFH Super
NOFO $ 326,317.13 $ -
*Biological Preserve Area
Outreach and Engagement
Reduce
Homelessness Exodus Recovery
Encampment
Resolution
Funding
$ 1,191,113.71 $ 1,191,113.71
*Biological Preserve Area
Restoration and Mitigation
Improve Quality
of Life
City of Vista
Public Works
Encampment
Resolution
Funding
$ 125,000.00 $ 125,000.00
*Homeless Prevention Pilot
Program
Prevent
Homelessness
North County
Lifeline
CDBG & State
Earmark $ 440,109.35 $ 440,109.35
*Homeshare Prevent
Homelessness
Elderhelp of San
Diego
Successor
Agency $ 97,027.85 $ 97,027.85
*Motel Voucher Program Reduce
Homelessness
Interfaith
Community
Solutions
Community
Development
Block Grant
(CDBG)
$ 50,000.00 $ 50,000.00
*Social Worker - Outreach
and Engagement
Reduce
Homelessness Exodus Recovery
Permanent Local
Housing
Allocation
$ 1,473,854.77 $ 1,473,854.77
*Completed Programs TOTAL $ 17,047,462.81 $ 7,338,992.52

PREVENT HOMELESSNESS

Vista Emergency Housing Assistance Program (VEHAP)

On January 9, 2024, the City Council adopted Resolution No. 2024-8, approving an agreement with MAAC for the administration of the Vista Emergency Housing Assistance Program (VEHAP), which provides financial assistance and housing stability to low-income Vista families and individuals who are at risk of losing their housing. This program includes rental, mortgage, and utility assistance, including arrears; assistance paying delinquent property taxes; and counseling and legal aid to prevent eviction. Applications are accepted on a first- come, first-serve basis, and awards are available for up to $10,000 and six months per household whose income does not exceed 65% of the Area Median Income (AMI).

D
uring the life of the program, between February and December 2024, VEHAP provided assistance to a total of 132 Vista households for a total of $1,195,000 awarded. The average assistance per household was $9,053.

The average household size was 2.76 individuals, and the average household income was $30,433.27, which is below the Extremely Low-Income limit of 30 percent AMI.

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SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

The VEHAP also collected data on other public assistances received by approved applicants, which notes 52 households receiving Medical, 80 households receiving CalFresh, 12 receiving CalWORKs, three receiving WIC, and one receiving Medicare. It should be noted that households may receive more than one of the above benefits. Households receiving VEHAP were also referred to other MAAC programs, including 68 to their Financial Education Network, 132 to their Housing Campaign, and three to their Workforce program.

A total of 232 applications were not eligible for VEHAP. One hundred and fifty-nine applications were from non- Vista residents, 34 applications were incomplete and failed to follow up, 29 individuals were experiencing homelessness, five were not income eligible, one was withdrawn by the applicant, three requested relocation costs, and one failed to demonstrate a need for assistance.

The VEHAP Program Final Report and Dashboard are included as Exhibit 4.

IMPROVE QUALITY OF LIFE

Encampment Cleanup

United States Supreme Court Decision on Grants Pass and City Council Resolution No. 2024-140

On April 23, 2024, the City Council directed the City Attorney to draft an ordinance that prohibited camping within two blocks of a homeless shelter, two blocks of a school, and within 250 yards of a recreation field or play structure provided that a shelter bed was available and offered to a camper experiencing homelessness. The City Council also directed the City Attorney to wait to bring back the ordinance for Council consideration until the United States Supreme Court decided the case of City of Grants Pass, Oregon v. Johnson to ensure any unauthorized camping ordinance considered by the Council would consider all legal requirements.

On August 13, 2024, the City Council discussed the implications of the Grants Pass decision, which was decided on June 28, 2024, and gave cities greater latitude in enforcing local laws regulating camping on public property as they were ruled to not violate the Eighth Amendment of the United Stated Constitution. The Supreme Court did not require cities to undertake any affirmative action (e.g. offer services, shelter, etc.) before enforcing a no camping restriction. This decision has broad implications for homelessness policies as it allows cities to enforce anti-camping laws even when there are no shelter beds available. This is in stark contrast to the earlier Ninth Circuit Court of Appeals decision in Martin v. Boise which prohibited cities from enforcing anti- camping restrictions if there were no available shelter beds.

The discussion on August 13, 2024, led to the adoption of City Council Resolution No. 2024-140, directing the City Manager and City Prosecutor to enforce Vista Municipal Code Section 9.20.020(B) and to continue to offer services and/or shelter when available. Following the adoption of City Council Resolution No. 2024-140, the City’s Public Works Department installed camping prohibition signage (Exhibit 5) at major roadway entrances to Vista, which include:
• 243 Sycamore Ave
• 3252 Business Park Dr.
• 2685 S. Melrose Dr.
• 1315 Sunset Dr.
• 1516 Melrose Way
• 2070 Hacienda Dr.
• 3178 W. Vista Way
• 1455 N. Melrose Dr.
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SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

• 535 W. Bobier Dr.
• 2405 N. Santa Fe Ave.
• 1049 Osborne on E. Vista Way
• 2025 Warmlands Ave.
• 1451 S. Santa Fe Ave.
• 1766 Olive Ave.
• State Route 78 off-ramps
o Emerald Drive
o Melrose Drive
o Vista Village Drive
o Civic Center Drive
o Mar Vista Drive
o Sycamore Avenue
A map with signage locations indicated is included as Exhibit 6.

Since the installation of the camping prohibition signage, the Community Improvement Team has conducted immediate encampment removals on public right of ways, as opposed to the 72-hour Notice of Cleanup provided prior to the adoption of City Council Resolution 2024-140. Since the adoption of the Resolution through October 31, 2024, 61 camps obstructing the public right of way were cleared. Thirty-seven individuals were present during the removal of their encampment and referred for homelessness outreach, and 9 encampments contained personal property of value that were stored for at the Public Works yard for retrieval. A total of twelve citations for illegal camping have been issued in the city of Vista during that time, 10 of which were in or near the Hacienda BPO.

Between April 1 and October 31, 2024, a total of 34 homeless encampments on private property were reported to Code Enforcement and 32 of those encampments were resolved by the property owner. The Community Improvement Team also removed a total of 34 tons of encampment trash and debris from public properties, including right of ways and the Hacienda BPO.

Reports of private property citations and encampment cleanups are included as Exhibits 7 and 8.

H
omeless Court Pop Up

On August 23, 2024, the City of Vista’s Housing and Homeless Services Division reached out to San Diego County’s District Attorney’s (DA) office to check for available dates to host an upcoming Homeless Court Pop- Up event. Homeless Court Pop-Up (HCP) events focus on providing unsheltered individuals with an opportunity to address their legal issues directly with the DA’s office. Utilizing the Homeless Court model, individuals experiencing homelessness can resolve tickets and other pending legal issues that were obtained during their experience of homelessness. By removing these legal barriers from unsheltered individuals, it allows homeless service professionals to more quickly connect individuals with programs and housing, including those provided through the City’s Strategic Plan.

To bolster the efforts of the HCP, City staff have coordinated with other service providers to table the HCP to provide additional resources. Staff have been able to solicit participation from local agencies to provide physical and dental health services, food support, showers, substance use services referrals, and more. The date of this event has been scheduled to be January 24, 2025, at the Vista Village Transit Center from 9:00 a.m. – 2:00 p.m.

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SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

The event flyer is included as Exhibit 9.

REDUCE HOMELESSNESS

Street Outreach

Exodus Recovery Street Outreach and Housing Navigation

The City contracted with Exodus Recovery (Exodus) to provide street outreach and housing navigation services as one of the first two Strategic Plan activities. From October 2020 through September 2024, Exodus addressed homelessness in Vista through targeted outreach, housing navigation, and prevention strategies.

Over the four years, the program served 1,016 unduplicated clients and made over 16,000 direct contacts. Key demographic groups included adults aged 40–59 and families with minor children, reflecting a growing demand for comprehensive support services. Strategic collaborations with law enforcement, community organizations, and shelter providers facilitated 4,205 referrals for critical resources such as shelter, benefits, and mental health services.

The program successfully placed 156 adults and 61 children in permanent or transitional housing, with 51 percent retaining stable housing. Temporary shelter was provided through 1,306 shelter referrals and 1,542 motel stays, offering immediate relief for those awaiting housing solutions. Financial support for deposits, rental assistance, and move-in costs addressed key barriers to housing, while case management services enabled clients to build life skills and maintain stability. Despite the challenges of limited affordable housing and rising living costs, the program’s tailored approach demonstrated measurable success in reducing homelessness and supporting long-term self-sufficiency.

Exodus Recovery’s agreement was extended at the end of the fourth and final contract period for one additional month to facilitate a smooth transition as the City entered a new agreement for outreach services with San Diego Rescue Mission.

Exodus’ Final Four Year Impact Report and October 2024 contract extension accomplishments are included as Exhibit 10.

San Diego Rescue Mission Street Outreach

I
n anticipation of the final contract year with Exodus Recovery for outreach and housing navigation services, a Request for Proposals (RFP) to solicit a new provider for citywide homeless outreach services was published on August 12, 2024, and three proposals were received. Raters of the proposals included City staff and a representative of the Regional Task Force on Homelessness (RTFH). Based on the evaluations of the RFP raters, staff recommended an agreement with San Diego Rescue Mission (SDRM), which was approved by City Council at the October 22, 2024, City Council meeting.

The agreement with SDRM included the development of a By-Name List (BNL) which is a comprehensive list of every Person Experiencing Homelessness (PEH) in Vista. Using information collected during outreach and shared with consent from the PEH, each person on the list will have a file that includes their name, unsheltered history, health, and housing needs. By maintaining a BNL, SDRM will be able to track and report the changing size and needs of PEH in Vista. In coordination with RTFH and the City, the BNL will prioritize PEH according to acuity and chronicity.

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SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

With the BNL and prioritized PEH, SDRM will engage with and provide individual case management to PEH in Vista. SDRM will also lead case conferencing on a regular basis with City staff and all Strategic Plan partners and other homelessness service operators in Vista. Case conferencing will allow all Strategic Plan partners and stakeholders to collaborate and coordinate resources to meet the various needs identified in the BNL. Case conferencing will also foster close working relationships between all partners during daily operations of each partner.

SDRM will also provide housing assessments to all PEH engaged, with PEH entered into the Coordinated Entry System (CES) for potential matches to either Permanent Supportive Housing or Rapid Rehousing. In situations where the client has resources and can move directly into housing, SDRM will facilitate the transition from the street into housing.

The agreement with SDRM is for $500,000 and 12 months, contingent on a four-month review of the contract accomplishments to ensure that contract deliverables are demonstrated to be achievable and at the satisfaction of the City Council. The four-month review is currently scheduled for the March 25, 2025, City Council meeting.

SDRM’s approved agreement is included as Exhibit 11.

Home Share

Housing Innovation Pilot Program

Townspeople, a non-profit organization based in San Diego, began operation of their San Diego Shared Housing Collaborative (SDSHC) program in August 2022, which aims to connect individuals experiencing homelessness with compatible housemates and rental housing. This includes an online platform for housemate matching, which went live in September 2023; landlord engagement to identify and educate potential housing suppliers to support the program; and supportive services for clients which include case management, housing navigation, and housing stability counseling. Flexible funds are also included to accommodate temporary motel stays, facilitate housemate meet-ups, move-in and utility support, and other needs as identified during program administration.

O
n October 31, 2023, the City of Vista applied for a Super Notice of Funding Opportunity (Super NOFO) published by the Regional Taskforce on Homelessness (RTFH) for a shared housing project in support of the Home Share strategy of the Strategic Plan to Address Homelessness, similar in nature to the SDSHC. In January 2024, RTFH proposed a collaboration between Townspeople and the Cities of Vista and La Mesa, who’d each submitted similar proposals, to maximize impact across the region.

On May 7, 2024, The City of Vista received an award letter for $336,809.25 and a subrecipient agreement was executed between the RTFH and the City of Vista (Exhibit 12). On August 27, 2024, the City Council approved an agreement with Townspeople for the Vista Housing Innovation Pilot Program (VHIPP).

The VHIPP utilizes proven strategies, including Housing First principles, shared housing, and master leasing to utilize existing market rate housing to improve affordability for Vista residents experiencing homelessness by matching housemates and coordinating individual leases for each tenant in their own bedroom within a multi- bedroom unit. Outcomes are achieved through effective coordination of outreach, property owner engagement, housing navigation and placement, as well as post-move-in housing stabilization services. The VHIPP serves the larger collaborative project between Townspeople, the City of La Mesa, and the City of Vista.

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SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

Since the inception of the VHIPP, Townspeople has been working to hire staffing specifically for the City of Vista contract. During the hiring process, Townspeople utilized current staff within their agency to support VHIPP implementation. From inception until October 31, 2024, five individuals experiencing homelessness have been housed in the City of Vista. All five of those individuals have received move in assistance funds and housing stabilization services through the VHIPP. Of the five individuals placed, a household of three were housed utilizing master leasing, and the remaining household of two were provided a letter of commitment to assist with qualifying for a unit.

Shelter Beds

Alliance for Regional Solutions:

The City is a member of the Alliance for Regional Solutions (Alliance), which was founded in 2006, through the efforts of local government officials and non-profit leaders to create an emergency shelter network. Beginning in 2020, the City had contracted with the Alliance annually to prioritize up to ten shelter beds per night in the Alliance's existing low-barrier shelters for unsheltered persons in Vista. As its fiscal agent, Interfaith Community Services, Inc. (Interfaith) contracts with the City directly on behalf of the Alliance.

Shelters in the Alliance network include the Interfaith Shelter Network of seasonal rotating shelters around North San Diego County, Haven House in Escondido, Escondido Family Shelter, Operation Hope North County in Vista, and Catholic Charities La Posada de Guadalupe (La Posada) in Carlsbad. Of these shelters, Haven House and La Posada are the only shelters that operate year-round and have low barriers for admittance.

Because of these characteristics, the City of Vista’s Homeless Outreach Teams (Vista HOT) utilize these two shelters in the Alliance network primarily for bed placement of clients they engage with during outreach.

On September 26, 2023, the City Council approved a new contract not to exceed $200,000 for 12 months which reimburses the Alliance for Regional Solutions for actual bed nights utilized by Vista residents at shelters within their network. The agreed upon costs per shelter bed night were calculated based on each shelter’s annual operating costs divided by the total number of shelter beds on site and number of days in a calendar year.

The agreed upon costs per shelter bed night are as follows:
• Operation Hope North County: $66.89
• La Posada de Guadalupe: $84.63
• Haven House: $108.00
• Interfaith Family Shelter: $88.34
• Interfaith Rotational Shelter Network: $72.29

The contract ceiling had been reached during the month of January 2024. Total costs through September 2024, the end of the contract period, were $711,413.45, exceeding the contract ceiling. During that time, 78 Vista residents experiencing homelessness from Vista utilized a total of 7,342 bed nights at Alliance network shelters.

During the contract year, the most common referral agency to the Alliance network shelters for Vista residents experiencing homelessness was Exodus Recovery with 32 clients. A total of 59 Vista clients exited the Alliance network shelter during that period, with 28 Vista clients exiting after staying 120 nights or more. Of the 59 clients that exited the shelter network, 18 moved to permanent housing; 14 to a different program, which includes recuperative care programs, substance abuse programs, other shelters, and transitional housing; 12 returned to a place not meant for human habitation; and 15 to an unknown destination.

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SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

Staff recommend approving a Second Amendment with Interfaith to extend the contract through June 30, 2025, and increase the contract ceiling price by $130,000 for a total contract ceiling price of $330,000.

The 2023-2024 Alliance for Regional Solutions Bridge to Housing report is included as Exhibit 13.

Shelter Ready Software

On August 5
th, 2024, City staff were contacted by the director of the Oceanside Navigation Center. The nature of the contact was to connect City staff with Caravan Studios to discuss a software under development, named Shelter Ready, to help streamline emergency shelter intakes in San Diego County. This software is being funded by the San Diego District Attorney’s office and is intended to be utilized across San Diego County.

Seeing the amount of innovation and cooperation around Homeless Services in North County San Diego, Caravan Studios decided to pilot Shelter Ready in North County. Discussions around utilizing Shelter Ready for the Buena Creek Navigation Center (BCNC) and the Vista Safe Parking Program (SPP) were held, and City staff believe utilizing this software will reduce both City and contracted staff workload while continuing to protect the City’s interest in prioritizing shelter beds to its contracted outreach provider. Initial demonstrations of Shelter Ready were provided to City staff and further discussions are planned with the City’s contracted service providers to see how Shelter Ready will support the City’s Strategic Plan to Address Homelessness.

Vista Safe Parking Program

On January 10, 2023, the City of Vista approved an agreement with Jewish Family Service (JFS) of San Diego to provide consultation services to locate an appropriate location for a Safe Parking Program within the city of Vista and to determine a final program budget. On April 25, 2023, the City of Vista signed its first amendment with the operator, which operationalized the Safe Parking Program at the Eucalyptus parking lot of the Vista Civic Center. On June 25, 2024, the City Council approved a second amendment with JFS to extend program operations for an additional year.

Between April 1, 2024, and October 31, 2024, the Vista Safe Parking Program served a total of 100 individuals within 70 households. Of the 70 households, 24 were experiencing homelessness in Vista, 38 in other parts of North San Diego County, and eight from outside North County. Forty-six households exited during the reporting period, with 24 positive exits, ten negative exits, one household becoming ineligible after enrollment, and 12 households exiting with an unknown destination. The positively exited households did so after an average length of stay in the program of 48 days, with positive exit to permanent housing at 107 days. Nightly occupancy of the program averaged 18 vehicles, or roughly 72 percent of available spaces

To help better utilize the available spaces on each given night, the Safe Parking Program began overenrolling during this reporting period. Since the initiation of the over enrollment of the program, utilization reports have demonstrated an increase in nightly attendance. JFS has noted that with the colder weather arriving, a general decrease in enrollment and attendance was observed as individuals find it difficult to shelter in their cars during the cold and find other accommodations. Of those served during this reporting period, eight individuals were able to increase their income during their time in the program.

During the reporting period, JFS began serving daily meals thanks to the generosity of Dr. Bronner’s Magical Soaps and other private donations. In total, those funds were able to provide 2,565 meals during the reporting period. Utilizing flexible funding included with the operating budget, $2,550 was used to provide gas cards, $2,740 towards household items upon move in, $502 in DMV fees, and $3,267 in vehicle repairs. 01/23/2025
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SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

Buena Creek Navigation Center

On September 26, 2023, the City Council approved two master leases of properties to be used for an interim housing project. On January 9, 2024, the City Council approved an agreement with Retread, Inc. (Retread), to provide operator services for the Buena Creek Navigation Center (BCNC) at the master leased sites for 12 months and on March 4, 2024, the BCNC began accepting individuals into the program. On January 9, 2025, the agreement with Retread was extended to include updated job descriptions with cost-of-living adjustments, and to increase the total contract ceiling by $1,104,495.70 to fund the extension of the agreement through December 31, 2025.

Between April 1, 2024, and October 31, 2024, the BCNC supported 103 unduplicated Vistans experiencing homelessness. Forty-two clients were referred by the City’s contracted provider Exodus Recovery, 30 by People Assisting the Homeless (PATH), 12 by the County Office of Homeless Solutions, and 21 from other local social services agencies. Of the 105 individuals accepted into shelter, 78 individuals came into the BCNC directly from experiencing unsheltered homelessness, nine came from another emergency shelter program, seven were exiting a hotel/motel, four from housing without a lease, four from a substance use treatment center, one from housing with a lease, one from a hospital and one from a skilled nursing facility. Forty-seven of the individuals experiencing unsheltered homelessness further met the definition of chronically homeless with having experienced homelessness for one year or more.

Since inception, Retread has been working to increase services that are available to clients temporarily residing at the BCNC. Through October 31, 2024, 40 individuals have received barber/personal care, 16 individuals engaged with a Homeless Court Advocate, and nine received medical services from Vista Community Clinic. All services were provided on site. BCNC staff have also been working to bring a variety of meetings on site.

During the reporting period, there were 149 instances of individuals engaging with Healthy Habits, Self Reflection, and Boundaries meetings, 40 instances of individuals participating in Faith meetings, 26 instances of individuals attending Anger Management classes, and 21 instances of individuals attending NA/AA meetings.

Of the 100 clients that exited during this reporting period, 35 exited to permanent housing, 12 to temporary housing, and 13 into an institutional situation. Nineteen individuals were exited due to program violations back to unsheltered homelessness, 17 left at their own discretion back to unsheltered homelessness, and four with an unknown exit destination. Clients who exited to permanent housing stayed an average of 64 days at the BCNC. Through the utilization of the CES and the Homeless Management Information System, 19 individuals were matched to Permanent Supporting Housing programs, seven were matched to Rapid Rehousing programs, and one received an Emergency Housing Voucher.

Permanent Interim Housing Facility in Vista

On November 14, 2023, the City Council adopted Resolution No. 2023-202, amending the Fiscal Years (FY) 2022-2023 and FY 2023-2024 budgets which included an allocation of $4.5 million dollars towards a permanent City-owned interim housing facility. City staff were directed to explore different options for a permanent facility and on September 19, 2024, City staff presented different options to the Standing Committee on Homelessness (Standing Committee) to consider. Included with the presentation were considerations on site location, use of undeveloped land or utilizing adaptive reuse for an existing structure, and modular building that could provide durable, affordable, and aesthetically appealing units.

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SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

Following the Standing Committee meeting, staff worked with Lee and Associates Real Estate Brokers to locate available properties for sale. After considering multiple options, staff are recommending the City owned property at 200 Michigan Ave., currently being utilized by Lifeline Community Services, for further consideration.

A rendering of modular units installed at 200 Michigan Ave. is included as Exhibit 14.

HOUSING PROGRAMS

Fair Housing

Fair housing services play a pivotal role in preventing homelessness by advocating for equitable access to housing, offering assistance and resources to individuals at-risk of homelessness, and striving to remove discriminatory obstacles to housing. Moreover, fair housing is instrumental in maintaining housing stability by combatting unjust evictions, empowering tenants with knowledge of their rights, and championing policies that safeguard against housing insecurity. By ensuring that all residents have equal access to safe and affordable housing, fair housing organizations contribute to the stability and well-being of communities.

As an entitlement jurisdiction of Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development (HUD), the City of Vista is mandated to “affirmatively further fair housing.” CSA San Diego County is a 501(c)(3) non-profit organization whose primary mission is the promotion of social justice and public welfare through programs, services, and advocacy against all forms of discrimination, including advocacy for the eradication of housing discrimination to assure equal housing opportunity for all individuals. The City of Vista has selected CSA to provide fair housing and tenant-landlord mitigation services through a CDBG-funded contract for $34,000 in FY 2024-2025. For any Fair Housing concerns, residents are encouraged to contact CSA at 619-444-5700 or [email protected].

Flyers for CSA Fair Housing services in English and Spanish are included as Exhibit 15.

Resident Contacts and Inquiries

Between April and October 2024, City staff recorded 739 interactions: including calls, emails, and in-person visits to the Housing and Homeless Services Division. Of those, 63 were regarding fair housing and tenant/landlord issues for a total of 8.5% of contacts related to Fair Housing concerns. It should be noted that residents may have more than one concern per contact or may be vague during their inquiry to avoid sharing sensitive or vulnerable information. The most highly reported issues were:
• Eviction notices
• Renter’s rights inquiries
• Rent increases
• Mold

Fair Housing Resource Clinics

On June 26, 2024, City staff partnered with St. Francis of Assisi Catholic Church in Vista to provide an informational Fair Housing Resource Clinic to share information with residents. Attendance for this event was not tracked; however, 220 residents were estimated to be in attendance. Of those, 16 individuals returned Housing Survey Forms requesting follow-up for a total of 7.2 percent requesting assistance. The concerns included in the surveys consisted of:
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MEETING DATE: January 23, 2025 PAGE 12

SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

• Repairs
• M old
• Pests
• Request for affordable housing

On August 14, 2024, City staff partnered with CSA to provide an informational Fair Housing Resource Clinic. In attendance were 118 residents, and five Housing Survey Forms were returned requesting follow-up for a total of

4.2 percent requesting assistance. The concerns included in the surveys consisted of:
• Seeking shelter/housing
• Utilities
• Mold
• Request for rental assistance

The Housing Survey Form is included as Exhibit 16.

Significant Cases

Vista Hidden Valley Apartments
- On May 28, 2024, Property Management from Vista Hidden Valley contacted City Staff to inquire about assistance programs in anticipation of an upcoming rent increase. In response, City Staff provided information on various resources, including VEHAP. Throughout June 2024, City staff and council members received multiple complaints from residents alleging potential violations related to the rent increase. In response, residents were provided with information on rental assistance and fair housing resources.

After reviewing the rent rolls and the property’s compliance with the City’s regulatory agreements, the City r
eferred the matter to CSA for further investigation. The review revealed that while the proposed rent increase fell within allowable limits, a prior rent increase had already taken place in 2024. A second increase would violate stricter rules set by the California Tax Credit Allocation Committee (CTCAC). Consequently, property management rescinded the rent increase on July 29, 2024.

Vista Royal Lodge - O n September 5, 2024, City staff received council direction to investigate a reported rent increase at Vista Royal Lodge Mobile Home Park. No resident information was provided for follow-up. Staff have been in communication with park management since the report and is in the process of reviewing and receiving corrections to rent rolls.

Green Oak Ranch RV Park - On October 3, 2024, City staff received requests for assistance from the tenants of the Green Oak Ranch RV Park who had received notices to evict the property before December 1, 2024. Staff provided referrals to available programs and services in an effort to find the tenants adequate accommodation.

To help understand the tenants’ legal rights, the City referred the eviction notices to its fair housing provider, CSA San Diego County. Since the eviction notices were served to the tenants, most tenants have self-resolved and moved to other housing options, while the remaining tenants in the RV park have retained their own personal legal counsel. As this matter remains a landlord-tenant issue between the tenants, Green Oak Ranch, and Green Oak Ranch Ministries, the City of Vista refers all future inquiries to these parties and/or their attorneys.

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MEETING DATE: January 23, 2025 PAGE 13

SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS

Affordable Housing

Affordable housing serves as a crucial safety net that prevents individuals and families from falling into homelessness, helps break the cycle of poverty, and provides them with the foundation they need to thrive.

Affordable housing provides rent stability and ensures households can allocate a reasonable portion of their income towards housing costs, reducing the risk of financial instability that can lead to homelessness. In addition, certain developments offer on-site support services such as counseling, job training, and healthcare, which can help individuals and families address underlying issues and prevent them from slipping into homelessness.

Santa Fe Senior Village

In 2023, the City Council approved $500,000 of local funding for the development of Santa Fe Senior Village at 414 N. Santa Fe Avenue. Construction of Santa Fe Senior Village was completed in October 2024 and provides 54 fully furnished studio and one-bedroom apartment homes for senior residents, ages 62 or better, who are unhoused or at risk of becoming unhoused. Staff completed final inspection of the development on December 12, 2024. Move ins of new tenants continue with all 27 Permanent Supportive Housing units leased up and remaining general affordable units available for new applicants. Key details of this project include:
• Two units reserved for senior veterans experiencing homelessness. • 27 units for tenants exiting homelessness and receiving supportive services to ensure housing stability. o S ervices include case management, mental health care, substance use services, counseling, and advocacy as well as peer support activities and physical health care. • 100% Affordable for income levels 0-40% Area Median Income Future Permanent Supportive Housing at 902 Vista Village Dr. and 211 Palm Dr.

In June 2023, the City Council approved two sites located at 211 Palm Drive and 902 Vista Village Drive to undergo the Surplus Land Act (SLA) Process with the direction to utilize them for affordable housing. Since that time, staff released a Notice of Availability (NOA) to which two proposals from qualified developers were received and Wakeland Housing and Development Corporation (Wakeland) was selected for both sites. Staff submitted forms to the Department of Housing and Community Development (HCD), who have endorsed the process and deemed the SLA process satisfied.

On June 25, 2024, the Community Development Commission (Commission) and City Council approved a Funding Commitment Letter (FCL) and Exclusive Negotiation Agreement (ENA), respectively, with Wakeland to construct a 56-unit Permanent Supportive Housing (PSH) development at 902 Vista Village Drive to serve extremely low- and low-income households experiencing homelessness. Other pertinent terms of the FCL and ENA include a $2 million 3% simple interest Commission loan for 55 years, provided that Wakeland is able to secure additional funding including tax credits, private loans, and County of San Diego contributions; and a ground lease of the parcel with Wakeland for 57 years for $1 annually.

Staff and Wakeland continue to work on developing a Development and Disposition Agreement (DDA) which will outline all terms of the development, which is expected to be complete by June 30, 2025. Staff and Wakeland also expect to return to the City Council before June 30, 2025, for approval of funding commitment for 211 Palm Drive for which a DDA will also be developed.

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MEETING DATE: January 23, 2025 PAGE 14
SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE STRATEGIC PLAN TO ADDRESS

HOMELESSNESS AND APPROVING A SECOND AMENDMENT TO THE AGREEMENT WITH

INTERFAITH COMMUNITY SERVICES FOR SHELTER BEDS
FISCAL IMPACT: Discussion of the Strategic Plan to Address Homelessness and approval of the Second Amendment with Interfaith Community Solutions does not have a direct fiscal impact. Funds for the Second Amendment are available in expense account 0010355.521040.

EXHIBITS:

1. City Council Resolution No. 2025-__, approving a Second Amendment with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista

2. Second Amendment to Contract with Interfaith for shelter beds

3. Prior City Council Actions

4. VEHAP Final Report and Dashboard

5. Camping prohibition sign

6. Camping prohibition sign locations map

7. Private property encampment violations report

8. Public property encampment cleanup report

9. Vista Homeless Court Pop Up flyer

10. Exodus Recovery Final Four Year Impact Report and October 2024 accomplishments

11. SDRM agreement for citywide homelessness outreach

12. Subrecipient agreement between RTFH and City of Vista

13. 2023-2024 Alliance for Regional Solutions Bridge to Housing report

14. Rendering of modular units at 200 Michigan Ave.

15. CSA Fair Housing flyers

16. Housing Survey Form
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0 0029213 7
RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CHARTERED CITY OF

VISTA, CALIFORNIA, APPROVING A SECOND AMENDMENT WITH
INTERFAITH COMMUNITY SERVICES, INC. TO PROVIDE SHELTER BEDS

TO ADDRESS HOMELESSNESS IN VISTA
The City Council of the City of Vista does resolve as follows:

1. Findings. The City Council hereby finds and declares the following:

A. On March 10, 2020, the City Council adopted the Strategic Plan the Address Homelessness (Strategic Plan) that identified strategies that have proven successful elsewhere, but which are tailored for Vista.

B. One of the identified strategies within the Strategic Plan is the provision of shelter beds for single men and women.

C. On September 26, 2023, the City Council approved an agreement for reimbursement of shelter bed nights utilized with Interfaith Community Services within the Alliance for Regional Solutions (Alliance) shelter bed network not-to-exceed $200,000 annually (Agreement).

D. On November 14, 2024, the City Council approved a First Amendment to the Agreement to include additional costs for shelter beds in the Alliance shelter network, including the seasonal rotational shelters and new family shelter in the Alliance shelter network.

E. The City of Vista desires to extend the Agreement through June 30, 2025 and increase the Contract Ceiling Price to $330,000.

2. Action.

A. The Second Amendment to the Agreement with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista is approved and the Mayor is authorized to execute the contract.
[Continued on page 2.]
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EXHIBIT 1
RESOLUTION NO. 2025-

CITY COUNCIL OF THE CHARTERED CITY OF VISTA
PAGE 2
00029213 7EXH1-S~1.DOC

3. Adoption. PASSED AND ADOPTED at a meeting of the City Council of the City of Vista held on January 23, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

APPROVED AS TO FORM:

WALTER CHUNG, CITY ATTORNEY

By:

APPROVED
Walter C. Chung
20250115092648

JOHN B. FRANKLIN, MAYOR

ATTEST:

KATHY VALDEZ, CITY CLERK

By:

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00098064 4

SECOND AMENDMENT TO THE CONTRACT BETWEEN THE CITY OF VISTA AND INTERFAITH COMMUNITY SERVICES, INC.TO PROVIDE SHELTER

BEDS TO ADDRESS HOMELESSNESS IN VISTA
THIS SECOND AMENDMENT (“Second Amendment”) to the Contract between the City of Vista and Interfaith Community Services, Inc., dated September 26, 2023 (“Contract”), is made and entered into as of _______________________ (“Second Amendment Date”), by and between the City of Vista, a chartered municipal corporation (“City”), and Interfaith Community Services, Inc., a California nonprofit corporation (“Contractor”).

Recitals: City and Contractor now desire to enter into a Second Amendment to the Contract by modifying the terms of the Contract.

NOW, THEREFORE, in consideration of these recitals and the mutual covenants contained herein, City and Contractor agree as follows:

1. Section 2.2 of the Contract is amended to expand the scope of services by adding the additional costs described in Exhibit A to this Second Amendment.

2. Section 2.4 of the Contract is amended to increase the Contract Ceiling Price by $130,000. The new Contract Ceiling Price is $330,000.

3. The effective date of this amendment shall be September 27, 2024. All actions taken pursuant to this Contract between September 26, 2024 and the Second Amendment Date are hereby ratified.

4. All other conditions of the Contract not specifically amended or superseded by the terms herein shall continue in full force and effect.

IN WITNESS WHEREOF, the parties have executed and entered into this Second Amendment as of the Second Amendment Date.

CITY OF VISTA, a chartered municipal
corporation
By:

JOHN B. FRANKLIN, MAYOR
ATTEST:

KATHY VALDEZ, CITY CLERK
By:

APPROVED AS TO FORM:

WALTER CHUNG, CITY ATTORNEY
By:

RISK MANAGEMENT REVIEW:

ANALISA HOLBROOK, RISK MANAGER
By:

INTERFAITH COMMUNITY SERVICES
INC., a California nonprofit corporation
By:

NAME/Title
By:

NAME/Title

APPROVED
Walter C. Chung
20250115164920
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EXHIBIT 2
1 Term of Contract:

Agen
cy:

Address
:

Contact
Person:

Phone:

Project Name:

STATEMENT OF WORK
September 27, 2024 – June 30, 2025
Interfaith Community Service, Inc.
550 W.

Washington Avenue, Escondido, CA 92025
MaryLynn McCorkle, Collaboration Manager
(805) 794-9910
Provision of shelter beds in the Alliance for Regional
Solutions Bridge to Housing Shelter Network
PROJEC

T OBJECTIVE
The Br
idge to Housing Shelter Network will provide Vista residents experiencing homelessness with safe haven while simultaneously providing the tools and motivation necessary to move each community member towards self-sufficiency and their maximum level of independent and responsible functioning. Ultimately, the goal is to move clients from homelessness into their own stable, long-term housing.

PERFO

RMANCE MEASURES

1. By end of contract, the Bridge to Housing Network will provide shelter to a minimum of 50 unduplicated Vista community members experiencing homelessness at all network shelters.

2. By end
of contract, 90% of the Vista homeless community members being served will have access to case-managed social services focused on stable, long-term housing.

3. By end
of contract, 30% of the Vista homeless community members referred will be moved to long-term stable housing.

REPOR

TING AND OTHER REQUIREMENTS

1. Submi
t performance reports monthly , by the 15th day of the month following the end of the reporting month until the C ontract Ceiling Price is reached. Performance reports will be submitted on a quarterly basis thereafter. The format of reporting forms will be determined by the City and may be revised from time to time. Reporting metrics to be included with monthly reports shall include, but not be limited to: details of sheltered Vista residents which include shelter name, basic demographics information, dates of entry and exit, exit destination, and other information as requested by the City.

2. Submi
t expenditure reports and reimbursement requests monthly, by the 15th day of the month following the end of the expenditure period. Backup documentation must demonstrate the total number of Vista residents sheltered per shelter facility during the reporting period. 01/23/2025
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2 Monthly invoices must be calculated using the cur rently agreed upon per diem rate of shelter bed nights as prescribed below. All charges pertaining to this contract must be submitted on a single invoice each month.

3. Desi
gnate a single point of contact to communicate updates on shelter status and events that will affect the availability of shelter intake, including but not limited to, shelter capacity and operational impediments.

4. At
tend public and pr ivate meetings, including the Vista service provider working group, Standing Committee on Homelessness, and City Council meetings and other events as requested by the City.

5. Ens
ure program/agency information is included on 211 San Diego.

COS

T OF SERVICES
Pay
ment for services will be paid on a per diem basis based on costs determined by each shelter facility per bed night. Cost per bed night per shelter facility will be paid according to the following:

Oper
ation Hope North County: $78.37 per shelter bed night.

La Posada de Guadalupe: $84.63 per shelter bed night.

Haven House: $108.00 per shelter bed night.

Interfaith Family Shelter: $88.34
Interfaith Shelter Network: $74.54
In
addition to payment for shelter beds per night, a one-time $15,000 administrative charge to provide HMIS licensure and access and salary support for the Alliance for Regional Solutions’ Coordination Manager and indirect costs of Interfaith’s operations staff will be billed with the first month’s invoice for services.
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FIRST AMENDMENT TO THE CONTRACT BETWEEN THE CITY OF VISTA AND INTERFAITH COMMUNITY SERVICES, INC. TO PROVIDE SHELTER

BEDS TO ADDRESS HOMELESSNESS IN VISTA
THIS FIRST AMENDMENT (" First Amendment') to the Contract between the City of Vistaand InterfaithCommunityServices, Inc., datedSeptember26, 2023 ("Contract'), is made and entered into as of WL, (" First Amendment Date"), by and between the City of Vista, a cha #ered municipal corporation ("City"), and Interfaith Community Services, Inc., a California nonprofit corporation (" Contractor").

Recitals: CityandContractornowdesireto enterintoa FirstAmendmentto the Contract by modifying the terms of the Contract.

NOW, THEREFORE, in consideration of these recitals and the mutual covenants contained herein, City and Contractor agree as follows:

1. Section 2.2 of the Contract is amended to expand the scope of services by adding the additional costs described in Exhibit A to this First Amendment.

2. All other conditions of the Contract not specifically amended or superseded by the terms herein shall continue in full force and effect.

IN WITNESS WHEREOF, the parties have executed and entered into this First Amendment as of the First Amendment Date.

CITY OF VISTA, a ch ered municipal
corporate n
By: AW
V
HN B. F KI_ IN, MAYOR
ATTEST:

KATHY VALDEZ, CITY CLERK

APPROVED AS

WALTEF HUNG
By: '
RISK MANAGEMENT REVIEW:

DOLORES GASCON, R MANAGER
BY:

APPROVED
Walter C. Chung
20231025140243
000980644

INTERFAITH COMMUNITY SERVICES
INC., a California nonprofit corporation
By:

NAMEITetle 6 rP A ^ ire r0
By:,
NAME/ Title
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STATEMENT OF WORK
Term of Contract: September 27, 2023 — September 26, 2024 Agency: Interfaith Community Service, Inc.

Address: 550 W. Washinton Avenue, Escondido, CA 92025
Contact Person: MaryLynn McCorkle, Collaboration Manager Phone: ( 805) 794- 9910
Project Name: Provision of shelter beds in the Alliance for Regional Solutions Bridge to Housing Shelter Network

PROJECT OBJECTIVE
The Bridge to Housing Shelter Network will provide Vista residents experiencing homelessness with safe haven while simultaneously providing the tools and motivation necessary to move each community member towards self- sufficiency and their maximum level of independent and responsible functioning. Ultimately, the goal is to move clients from homelessness into their own stable, long- term housing.

PERFORMANCE MEASURES

1. By end of contract, the Bridge to Housing Network will provide shelter to a minimum of 50 unduplicated Vista community members experiencing homelessness at all network shelters.

2. By end of contract, 90% of the Vista homeless community members being served will have access to case -managed social services focused on stable, long- term housing.

3. By end of contract, 30% of the Vista homeless community members referred will be moved to long- term stable housing.

REPORTING AND OTHER REQUIREMENTS

1. Submit performance reports monthly, by the 15th day of the month following the end of the reporting month. The format of reporting forms will be determined by the City and may be revised from time to time. Monthly reports must be submitted regardless of whether any activity took place during the reporting period. Reporting metrics to be included with monthly reports shall include, but not be limited to:
a. Total number and date of referrals received from Vista HOT.

I. Total number of such referrals that resulted in successful placement of a client in a shelter bed.
ii. Total number of such referrals that did not result in a successful placement of a client in a shelter bed and description of why the client could not be placed.
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b. Total number and date of requests for shelter intake of all Vista residents not referred by Vista HOT.
i. Total number of such requests for shelter intake that resulted in successful placement of a Vista resident in a shelter bed.
ii. Total number of such requests for shelter intake that did not result in a successful placement of a Vista resident and description of why the resident could not be placed.
c. Details of sheltered Vista residents which include shelter name, basic demographics information, dates of entry and exit, exit destination, and other information as requested by the City.

2. Submit expenditure reports and reimbursement requests monthly, by the 15th day of the month following the end of the expenditure period. Backup documentation must demonstrate the total number of Vista residents sheltered per shelter facility during the reporting period.

Monthlyinvoicesmustbecalculatedusingthe currentlyagreeduponperdiemrateof shelter bed nights as prescribed below. All charges pertaining to this contract must be submitted on a single invoice each month.

3. Designatea singlepointof contactto communicateshelterbedavailabilityon a dailybasis, which may be a designatedmemberof staff or electronicdocumentaccessibleby the City and its designees.

4. Designate a single point of contactto communicate updateson shelter status and events that will affectthe availabilityof shelterintake, includingbut not limitedto, sheltercapacityand operational impediments.

5. AttendVistaserviceproviderworkinggroupmeetingsandothereventsas requestedbythe City.

6. Ensure program/agency information is included on 211 San Diego.

COST OF SERVICES
Payment for services will be paid on a per diem basis based on costs determined by each shelterfacilityperbednight. Costperbednightpershelterfacilitywill be paidaccordingto the following:

Operation Hope North County: $ 66. 89 per shelter bed night.

La Posada de Guadalupe: $ 84.63 per shelter bed night.

Haven House: $ 108. 00 per shelter bed night.

Interfaith Family Shelter: $ 88. 34 per shelter bed night.

Interfaith Shelter Network ( rotational): $ 72.29 per shelter bed night.

In addition to payment for shelter beds per night, a one-time $15,000 administrative charge to provideHMISlicensureandaccessandsalarysupportfor theAlliancefor RegionalSolutions' Coordination Manager and indirect costs of Interfaith' s operations staff will be billed with the first month' s invoice for services.
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CONTRACT FOR SERVICES
THIS " CONTRACT" is entered into by and between the "Parties" as of n[+ a—[ Ti r» 3
Contract Date").

1. 0 THE " PARTIES"
The " City":

CITY OF VISTA, a chartered municipal
corporation
200 Civic Center Drive
Vista, CA 92084
Working Contact: Jonathan Lung
Billing Contact: Jonathan Lung

2. 0 BASIC TERMS
The " Contractor"

INTERFAITH COMMUNITY SERVICES,
INC., A California nonprofit corporation
550 W Washington Avenue
Escondido, CA 92025
Contact: MaryLynn McCorkle

2. 1 Contractor has submitted to City a Proposal titled, Statement of Work, to perform certain " Services" (" Exhibit A").

2. 2 The " Project" for which the Services are required is described in Exhibit A.

2. 3 Contractor desires to enter into this " Contract" with City for the Services.

2. 4 The " Contract Ceiling Price" is $ 200, 000 per year.

3. 0 CONTRACT TERM
This Contract shall be in effect for 12 calendar months (" Term"). The Term may be extended at the City's option for an additional 12 months, for a maximum Term of 24 months from the Contract Date.

3. 1 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.

4. 0 SCOPE
Contractor shall perform all Services including, labor, materials, software, supplies, reports, and documents for as may be required from time to time, in accordance with Exhibit A. The Services shall be complete, and all work, material and services not expressly called for in the Proposal which may be necessary to carry out the Contract in good faith, shall be performed by the Contractor at no increase in cost to City. In the event of a conflict between the provisions this Contract text and Exhibit A, this Contract text shall control.

City Services ( Non - Construction) ( No RFP) 1 of 9 INTERFATIH COMMUNITY SERVICES, INC. 72787- 1] 00072787 2
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5. 0 COMPENSATION

5. 1 City shall pay Contractor on a per use basis as set forth in Exhibit A for the Services to be performed.

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 the quantity of 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 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 of these documents: Documents required under Exhibits A— E.

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 ASSISTANCE BY CITY
All information, data, records, reports, and maps as are in possession of City and necessary for the carrying out of this work shall be available to Contractor without charge. City shall make City Services ( Non - Construction) ( No RFP) 2 of 9 INTERFATIH COMMUNITY SERVICES, INC. 72787- 1] 00072787 2
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available to Contractor members of its staff for consultation with Contractor in the performance of this Contract. City does not warrant that the information data, records, reports, and maps heretofore or to be provided to Contractor are complete or accurate and Contractor should satisfy itself as to accuracy and completeness. City and Contractor agree that City shall have no liability shouldany information, data, records, reports, and maps be inaccurate, incomplete, or misleading. Unlessprovidedin Exhibit A, nootherassistanceshall be providedby Cityto Contractor.

9. 0 STANDARD OF PERFORMANCE

9. 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.

9. 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 necessaryto performthe servicesset forth in this Contract, includingany businesslicenses 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.

10. 0 CONTRACTOR' S STATUS; CONTRACTOR' S EMPLOYEES

10. 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 employeesof City, for any purpose. Contractorshall be underthe directionand controlof City staff only as to the resultsto be accomplished. ThisContractis not intendedto createthe relationship of partnership, joint venture, or association between City and Contractor.

10. 2 Contractor represents and warrants that all design professional services, if any, shall be provided by a person or persons duly licensed by the State of California to provide the type of services described in Exhibit A.

10. 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. Contractorexpresslywaivesany claim Contractormayhaveto any such rig hts.

10. 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.

10. 5 The paymentmadeto Contractorpursuantto this Contractshallbethe 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 City Services ( Non - Construction) ( No RFP) 3 of 9 INTERFATIH COMMUNITY SERVICES, INC. 72787- 1100072787 2
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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 or state tax withholdings on behalf of Contractor. City shall not be required to pay any workers' compensation insurance on behalf of Contractor.

10. 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.

11. 0 CIVIL RIGHTS

11. 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.

11. 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.

11. 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.

11. 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.

11. 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.

11. 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.

11. 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 City Services ( Non - Construction) ( No RFP) 4 of 9 INTERFATIH COMMUNITY SERVICES. INC. 727e7- 1] 000727e7 2
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Contractor' s officers, employees, agents, licensees, or subcontractors. In the event of a discrimination or harassment complaint against any employee, agent, licensee or 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 provisionsof this Sectionsurvivecompletionof the servicesor terminationof the Contract.

12. 0 CONTROL OF SERVICES
Each Party shallappointa representativewho shallhavethe authorityto representand 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 changeorder, coordinatethe work of all subcontractorsand makeotherdecisions pertaining to the Contract.

13. 0 ASSIGNMENT AND SUBCONTRACTING

13. 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 percent ( 25%) of the present ownership and/or control of Contractor, taking all transfersinto accounton a cumulativebasis. In the eventof 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.

13. 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 liabilityfor acts andomissionsof Contractorand employeesof 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.

14. 0 LICENSES
If a licenseof any kind, whichterm is intendedto includeevidenceof registration, is requiredof 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.

15. 0 FINANCIAL RECORDS

15. 1 Contractor shall maintain any and all documents, ledgers, books of account, invoices, vouchers, canceled checks, or records demonstrating or relating to Contractor' s performanceof servicespursuantto this Contractor evidencingor relatingto expendituresand disbursements charged to City pursuant to this Contract. Any and all such documents or records City Services ( Non -Construction) ( No RFP) 5 of 9 INTERFATIH COMMUNITY SERVICES, INC. 72787- 1] 00072787 2
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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 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.

15. 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 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.

16. 0 OWNERSHIP OF DOCUMENTS

16. 1 Upon delivery, the work product, including without limitation, all original reports, writings, recordings, drawings, files, computer code, 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 hereby assigns, 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. If Contractor is providing copyrighted, proprietary materials in the performance of the Services, then the intellectual property provisions of Exhibit B shall prevail over the provisions of this section.

16. 2 Contractor represents that it has secured all necessary licenses, consents or approvals to use the components of any intellectual property, including computer software, used in the rendering of services and the production of the work product produced under this Contract, and that City has full legal title to and the right to reproduce such materials. The Contractor covenants to defend, indemnify and hold City harmless of any loss, claim or liability in any way related to a claim that they are violating or have violated any federal, state or local laws, or any contractual provisions, relating to trade names, licenses, franchises, patents or other means of protecting interests in products or inventions. Contractor shall bear all costs arising from the use of patented, copyrighted, trade secret or trademarked materials, equipment, devices, or processes used on or incorporated in the services and materials produced under this Contract. In case such materials, equipment, devices, or processes are held to constitute an infringement and their use is enjoined, Contractor, at its expense, shall: ( a) secure for City the right to continue using the materials by suspension of any injunction or by procuring a license or licenses for the City; or (b) modify the materials so that they become non -infringing.

17. 0 CONFIDENTIALITY

17. 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.

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17. 2 Contractor agrees that it will not use any information obtained as a consequence of the performanceof workfor any purposeotherthanfulfillmentof Contractor's scopeof 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.

18. 0 CONFLICT OF INTEREST REQUIREMENT
Contractor agrees that, to the extent applicable, it shall comply with and be bound by all laws and regulationsderivingfrom the relationshipof the Contractorto the City, includingthe 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 regardingthe obligationsand duties imposedby the ConflictLawsand that to the bestof Contractor' s knowledge and belief, there exists no conflict of interest ( under the laws) that would disqualifythe Contractorfrom participationin anydecisionsarisingout of the performanceof this Contract. Prior to commencement of any work in the performance of this Contract, Contractorshallcomplywith any applicablerequirementsof Chapter2.32 of the Vista Municipal Code, includingany requirementto file a financialdisclosurestatementwith the CityClerk.

Contractor further agrees that no employee, agent or subcontractor for Contractor shall perform any work for the City pursuantto this Contractwhichwill violatethe ConflictLaws.

19. 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 intoanywritten, oral or impliedContract, to provideany financialinterestor remunerationof any kindor mannerto any Cityofficialwith respectto this Contract. For purposesof this Section, the term "City Official" shallmeanand includeany electedor appointedofficerof City, any employeeof City, or any spouseor financial dependentof a City officialor employee. A violationof this provisionshallrenderthis Contractnull andvoid and Contractor shall be subject to restitution of all fees or money paid or earned under this Contract.

20. 0 INDEMNIFICATION

20. 1 Contractor shall defend, indemnify and hold City and its officers, officials, employees, and volunteers ( collectively, " Indemnitees") harmless against any and all liability, loss, damage, fine, penalty, expense, claim or cost (includingwithout limitationcostsand fees of litigation) of every nature ( collectively, " Liability") arising out of or in connection with this Contractor its performance, includingdefectsin design, except: (1) Liabilitycausedby Indemnitees' sole negligence or willful misconduct; or ( 2) for Liability caused by Indemnitees' active negligence, in which case the indemnity received by Indemnitees shall be reduced by the amount: ( i) that Indemnitees' active negligence contributed to the Liability on a comparative basis; or (ii) such other amount as may be required by law ("Duty of Indemnification").

20. 2 Contractor, on behalf of itself and all parties claiming under or through it, hereby waives all rights of subrogation and contribution against Indemnitees, while acting within the scope of their duties, from all claims, losses and liabilities arising out of or incident to activities or operations performed by or on behalf of the Contractor regardless of any prior, concurrent, or City Services ( Non -Construction) ( No RFP) 7 of 9 INTERFATIH COMMUNITY SERVICES, INC. 727e7- 1] 000727e7 2
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subsequent active or passive negligence by the Indemnitees. In the event there is more than one person or entity named in the Agreement as a Contractor, then all obligations, liabilities, covenants and conditions under this instrument shall be joint and several.

21. 0 INSURANCE AND BONDS
Contractor shall comply with the insurance provisions set forth in Exhibit C.

22. 0 SERVICE OF NOTICE

22. 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 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.

22. 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.

23. 0 LABOR LAW COMPLIANCE
California Labor Code Sections 1860 and 3700 provide that every contractor will be required to secure the payment of compensation to its employees. In accordance with the provisions of California Labor Code Section 1861, Contractor hereby certifies as follows:

I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for worker' s compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract."

24. 0 SURVIVAL OF COVENANTS
Contractor' s obligations under Sections 16, 17 and 20 shall survive the termination of this Contract.

25. 0 SPECIAL PROVISIONS
This Contract is subject to, and Contractor shall comply with, the special provisions referenced in Exhibit E, if any.

26. 0 EXHIBITS
All documents referenced as exhibits in this Contract, or referenced in an exhibit to this Contract, are incorporated herein.

27. 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.

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28. 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 electronicallyreproducedcopy or imageof this Agreement bearingthe signaturesof 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).

29. 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.

30. 0 EXECUTION
IN WITNESS WHEREOF, the Parties hereto have executed this Contract as of the Contract Date.

CITY OF VISTA, a ch ered municipal INTERFAITH COMMUNITY SERVICES, a corporation
r
California nonprofit corporation
By:

JOH ANKL N, AYOR By:

ATTEST:

KATHY VALDEZ, CITY CLERK
By:

APPROVED AS TO FORM:

WALTERCHUNWQ6ATTORNEY
By:

RISK MANAGEMENT REVIEW:

DOLORES GA ` CON, RISK MANAGER
By
City Services ( Non -Construction) ( No RFP)
72787- 1100072787 2
61Pq A,, /Pw 61_ o

NAME/ TITL
M

NAME/ TITLE

APPROVED
Walter C Chung
20230920114155
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EXHIBIT A

CONTRACTOR' S PROPOSAL
000727872 Exhibit A
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STATEMENT OF WORK
Term of Contract: September 27, 2023 — September 26, 2024 Agency: Interfaith Community Service, Inc.

Address: 550 W. Washinton Avenue, Escondido, CA 92025
Contact Person: MaryLynn McCorkle, Collaboration Manager Phone: ( 805) 794- 9910
Project Name: Provision of shelter beds in the Alliance for Regional Solutions Bridge to Housing Shelter Network

PROJECT OBJECTIVE
The Bridge to Housing Shelter Network will provide Vista residents experiencing homelessness with safe haven while simultaneously providing the tools and motivation necessary to move each communitymembertowardsself-sufficiencyandtheir maximumlevel of independentand responsible functioning. Ultimately, the goal is to move clients from homelessness into their own stable, long- term housing.

PERFORMANCE MEASURES

1. By end of contract, the Bridgeto Housing Networkwill provideshelter to a minimumof 50 unduplicated Vista community members experiencing homelessness at all network shelters.

2. By end of contract, 90% of the Vista homeless community members being served will have access to case -managed social services focused on stable, long- term housing.

3. By end of contract, 30% of the Vista homeless community members referred will be moved to long-term stable housing.

REPORTING AND OTHER REQUIREMENTS
Submit performancereportsmonthly, by the 15th day of the monthfollowingthe end of the reporting month. The format of reportingforms will be determinedby the City and may be revised from time to time. Monthly reports must be submitted regardless of whether any activitytook placeduringthe reportingperiod. Reportingmetricsto be includedwith monthly reports shall include, but not be limited to:
a. Total number and date of referrals received from Vista HOT. i. Total number of such referrals that resulted in successful placement of a client in a shelter bed.
ii. Total number of such referrals that did not result in a successful placement of a client in a shelter bed and description of why the client could not be placed.
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b. Total number and date of requests for shelter intake of all Vista residents not referred by Vista HOT.
i. Total number of such requests for shelter intake that resulted in successful placement of a Vista resident in a shelter bed.
ii. Total number of such requests for shelter intake that did not result in a successful placement of a Vista resident and description of why the resident could not be placed.
c. Details of sheltered Vista residents which include shelter name, basic demographics information, dates of entry and exit, exit destination, and other information as requested by the City.

2. Submit expenditure reports and reimbursement requests monthly, by the 15th day of the month following the end of the expenditure period. Backup documentation must demonstrate the total number of Vista residents sheltered per shelter facility during the reporting period.

Monthly invoices must be calculated using the currently agreed upon per diem rate of shelter bed nights as prescribed below. All charges pertaining to this contract must be submitted on a single invoice each month.

3. Designate a single point of contact to communicate shelter bed availability on a daily basis, which may be a designated member of staff or electronic document accessible by the City and its designees.

4. Designate a single point of contact to communicate updates on shelter status and events that will affect the availability of shelter intake, including but not limited to, shelter capacity and operational impediments.

5. Attend Vista service provider working group meetings and other events as requested by the City.

6. Ensure program/ agency information is included on 211 San Diego.

COST OF SERVICES
Payment for services will be paid on a per diem basis based on costs determined by each shelter facility per bed night. Cost per bed night per shelter facility will be paid according to the following:

Operation Hope North County: $ 58. 60 per shelter bed night.

La Posada de Guadalupe: $ 84. 63 per shelter bed night.

Haven House: $ 108. 00 per shelter bed night.

In addition to payment for shelter beds per night, a one- time $ 15, 000 administrative charge to provide HMIS licensure and access and salary support for the Alliance for Regional Solutions' Coordination Manager and indirect costs of Interfaith' s operations staff will be billed with the first month' s invoice for services.
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EXHIBIT B

NOT APPLICABLE TO THIS CONTRACT
000727872 Exhibit B
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EXHIBIT C

INSURANCE REQUIREMENTS
Contractor shall procure and maintain for the duration of the contract 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 Contractors Duty of Indemnification.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:

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 to 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:

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 000727872 Exhibit C, Page 1 of 3
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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 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 000727872 Exhibit C, Page 2 of 3
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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. 000727e72 Exhibit C, Page 3 of 3
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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
000727872 Exhibit D
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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.
000727872 Exhibit E
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STRATEGIC PLAN TO ADDRESS HOMELESSNESS AND HOUSING PROGRAMS Prior City Council Actions
On January 14, 2025, discussed the Standing Committee on Homelessness, and directed staff to provide options for a community centered group to advise on the Strategic Plan to Address Homelessness (Vote: 5-0).

O
n October 22, 2024, adopted City Council Resolution No. 2024-174, approving an agreement with San Diego Rescue Mission, Inc. to provide citywide homeless outreach services (Vote: 4-1, Contreras opposed).

O
n October 8, 2024, adopted City Council Resolution No. 2024-160, authorizing the City to enter a Purchase Agreement for a parcel of real property located at 727 Ascot Drive (Vote: 3-0, Green and O’Donnell absent).

O
n August 27, 2024, adopted City Council Resolution No. 2024-146, approving an agreement with Townspeople for the Vista Housing Innovation Pilot Program (Vote: 5-0).

O
n August 13, 2024, adopted City Council Resolution No. 2024-140, directing the City Manager and City Prosecutor to enforce Vista Municipal Code Section 9.20.020(b) and to continue to offer services and/or shelter when available (Vote: 4-0, Contreras abstained).

O
n June 25, 2024, adopted the following resolutions:
• Community Development Commission Resolution No. 2024-03, approving a funding c
ommitment letter for 902 Vista Village Drive (Vote: 4-0, Green absent). • City Council Resolution No. 2024-124, approving an exclusive negotiation agreement for 902 Vista Village Drive, and requesting the City Attorney’s Office to research the legality of providing housing preference to City of Vista residents, including through unit set asides or a point allocation system (Vote: 4-0, Green absent).

O
n June 20, 2024, the Standing Committee on Homelessness received an update on the implementation of the Strategic Plan to Address Homelessness (No vote).

On M
ay 28, 2024, adopted City Council Resolution No. 2024-76, accepting $336,809.25, awarded by The Regional Task Force on Homelessness for targeted outreach and housing pathway solutions through a Shared Housing project for unsheltered residents in Vista (Vote: 5-0) On February 27, 2024, adopted City Council Resolution No. 2024-21, approving the First Amendment to the agreement with MAAC, obligating all $1.4 million within the first year of the Agreement to comply with the December 31, 2024, obligation deadline (Vote: 5-0).

On J
anuary 9, 2024, adopted the following City Council Resolutions:
• No. 2024-7, approving an agreement with Retread, Inc. to provide Buena Creek Navigation Center Operation Service, with the added condition to prohibit sexually violent offenders (Vote: 5-0).
• No. 2024-8, approving an agreement with MAAC for the administration of the Vista Emergency Housing Assistance Program, with an additional data collection requirement regarding public assistance programs (Vote: 5-0).

On November 14, 2023, adopted the following City Council Resolutions:
• No. 2023-195, approving a First Amendment with Interfaith Community Services, Inc. to 01/23/2025
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EXHIBIT 3
provide shelter beds to address homelessness in Vista (Vote: 5-0). • No. 2023-196, approving a First Amendment with Exodus Recovery, Inc. to provide case management and outreach services to address homelessness in Vista (Vote: 5-0).
• No. 2023-202, amending the Operating Budget for Fiscal Years 2023-24 and 2024-25 and amending the Capital Project Budget for Fiscal Years 2022-2023 and 2023-24 as revised by City Council (Vote: 5-0), which include:
o $4.5M for acquisition of a homeless shelter
o $50,000 for emergency shelter additions
o $1M for continuing Safe Parking
On September 26, 2023, adopted the following City Council Resolutions:
• No. 2023-171, approving an agreement with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista and directed staff to provide monthly reports on funding used and meetings attended (Vote: 5-0). • No. 2023-172, approving a master lease and request for proposals for the Buena Creek Navigation Center subject to property inspection and proof of section one clearance and with the addition of an annual accountability clause, transit passes upon request, pre- entry health screening, lockers for medications, security cameras, and pest management in the RFP (Vote: 5- 0).
• No. 2023-173, amending the Operating Budget for Fiscal years 2023-24 and 2024-25 (Vote: 5-0).

On September 12, 2023, discussed the status of the City’s homeless shelter program, proposed changes to the agreement for shelter beds, and options for expediting the opening of the non- congregate shelter and directed staff to bring necessary items to the City Council at the September 26, 2023 meeting (No Vote).

On August 8, 2023, adopted City Council Resolution No. 2023-146, approving the reallocation of unused American Rescue Plan Act Funds to provide a Rental Assistance Program and directing staff to increase the annual income limit from 60% to 65% area median income (Vote: 5-0).

On June 27, 2023, adopted City Council Resolution No. 2023-113, approving a first amendment to the agreement with Exodus Recovery, Inc. to provide a licensed clinical social worker (Vote: 5- 0).

On June 13, 2023, adopted the following City Council Resolutions:
• No . 2023-97, declaring that real property identified as 902 Vista Village Drive (APN 175- 223-25-00) is surplus land and not necessary for the City’s use and approving certain related actions (Vote: 5-0).
• No. 2023-98, declaring that real property identified as APNs 175-221-28-22 and 175-221- 29-00 is surplus land and not necessary for the City’s use and approving certain related actions (Vote: 5-0).

On April 25, 2023, authorized participation in the Capital Emergency Housing Solutions Grant Program (Vote: 5-0).

On April 25, 2023, approved the First Amendment to the Agreement with Jewish Family Services of San Diego to provide Safe Parking Operator Services (Vote: 5-0).

On February 14, 2023, authorizing the application for the encampment resolution Funding round 2 (ERF- R2) Grant from the Interagency Council on Homelessness (Cal ICH) (Vote: 5-0). 01/23/2025
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On January 10, 2023, approving an agreement with Jewish Family Services of San Diego to provide Safe Parking Operator Services (Vote: 5-0).

On January 10, 2023, approving an affordable housing agreement by and among the Community Development Commission of the City of Vista, The City of Vista and Santa Fe Senior Village, LP, a California Limited Partnership (Vote: 5-0).

On December 13, 2022, authorizing the application and adopting the PHLA Plan for the PLHA Program (Vote: 5-0).

On September 27, 2022, adopted the following City Council Resolutions:
• No. 2022-141, approving an agreement with Exodus Recovery, Inc. to provide case management and outreach services to address homelessness in Vista (Vote: 5-0) • No. 2022-143, approving an agreement with Interfaith Community Services, Inc., to provide shelter beds to address homelessness in Vista (Vote: 5-0).

On September 13, 2022, discussed a permanent supportive housing request for qualifications and, by consensus, directed staff to move forward (No Vote).

On April 26, 2022, Council directed staff to develop an RFP or RFQ for a Permanent Supportive Housing Development and to define a portion of City Funds to assist in this project (Vote 5-0).

On January 25, 2022, Council discussed the following:
• Directed staff to review safe camping and safe parking and bring back recommendations at a future City Council meeting (Vote 4-1, Ritter opposed). • Discussed Year-round Shelter and Operator Request for Proposal. 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 September 28, 2021, received an update on the implementation of the Strategic Plan to Address Homelessness and adopted the following City Council Resolutions:
• N o. 2021- 165, approving the first amendment to the contract with Exodus Recovery, Inc. to provide a full-time social worker and a part-time housing navigator to address homelessness in Vista (Vote 5-0).
• No. 2021- 166, approving an amendment to the agreement with Interfaith Community Services, Inc. to provide shelter beds to address homelessness in Vista (Vote 5-0). • No 2021- 167, approving an amendment to the agreement with North County lifeline for the Homeless Prevention Pilot Program for the Strategic Plan to Address Homelessness Vote 5-0).

Additionally on September 28, 2021, City Council approved staff’s recommendation to include Housing under the Reduce Homelessness Strategy and directed Staff to come back with more information and plans for workshops, community outreach, and funding options for shelters/housing.

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 01/23/2025
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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.

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).

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 J
une 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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F E B R U A R Y 2 0 2 4 - D E C E M B E R 2 0 2 4

V E H A P R E P O R T
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EXHIBIT 4
The Vista Emergency Housing Assistance Program (VEHAP) was created to prevent homelessness, promote self-sufficiency, and ensure housing stability for low-to-moderate-income individuals and families in Vista.

Launched in partnership with the City of Vista in February 2024, VEHAP was originally intended to run for three years. However, due to an overwhelming number of applications and high
demand, the program's funding was depleted within just 11 months, leading to an earlier-than-expected conclusion in December 2024.

Applications were reviewed on a first-come, first-served basis, with financial assistance capped at $10,000 per household or up to six months of rent. Funds were paid directly to landlords, property managers, or mortgage servicers to ensure timely and efficient support.

V I S T A E M E R G E N C Y H O U S I N G

A S S S I T A N C E P R O G R A M ( V E H A P )
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Interest Forms Received: 977
Applications Received: 265
Applications Approved
and Processed: 132
Average Assistance Approved
per household: $9053.00
Total Assistance
Awarded: $1,195,000

V E H A P P R O G R A M D A T A
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V E H A P I M P A C T
"The assistance I received from VEHAP has had a significant positive impact on my life and my family's well-being. It provided the financial relief we needed to catch up on rent and avoid the stress and uncertainty of potential eviction. It allowed us to focus on other important aspects of our lives, such as maintaining stable employment and providing for our family's daily needs. The support gave us peace of mind and stability, which has greatly improved our overall quality of life.” "VEHAP and MAAC were a HUGE help in my time of need. Thank you so much for saving my family."
"VEHAP has helped me to pay off two of my credit cards and got my car repaired.

I also received help with budgeting and planning for future to help make the right decisions to hopefully avoid this situation again. I believe this program with the financial support as a package is beneficial for those who are SINCERELY ready for change."
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“I had lost my job at the time, and it was hard to find a steady job to pay the rent. We were about to get evicted. My heart goes out to MAAC for being there for me and my family. To know that we still have a roof over our heads means a lot. It means everything to me to have somewhere to always go, HOME. If I'm ever in need of help, I know that MAAC is my family and will be there for us.”
“At the time of applying for VEHAP, I had health problems that kept me from working.

This program is very important to me - I would have been on the streets, and thanks to VEHAP, I was able to keep my apartment and get a new opportunity. Now, I am expanding a project on waterless landscaping.”
“My partner is retired, and I was unemployed and having a hard time finding work. In addition, our only car broke down, and we got a rent increase. Things seemed hopeless, but MAAC helped us, and now we have hope and a chance to find some stability in our home. VEHAP helped our family keep a roof over our heads and work on the things we needed.”
“I had a fall from a heart attack and fractured my neck; VEHAP helped me not get evicted because I could not work at the time. MAAC was very helpful. I am grateful to God that I found out about this program, and now I plan on working from HOME.” V E H A P I M P A C T C O N T .
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6 - M O N T H S U R V E Y D A T A
Surveys Sent: 52
Responses: 21
18 Maintain housing
due to assistance
from VEHAP
One participant became
homeless after being
unable to keep up with
rent payments despite
receiving assistance
2 Participants moved
out voluntarily due
to finding more
affordable housing
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$104,757.74
$615,140

TOTAL ASSISTANCE
PAID
132
$92,371
$251,997
0 20 40 60 80
MedicalCalFreshCalworksWICMedicare
232
0 50 100 150 200
Not a Vista Resident
Failure to complete applicaon
Experiencing Homeless
Do not meet income eligibility requirements
Applicaon withdrawn per parcipant request
Relocaon Expenses
Failure to Demostrate need for Assistance
t
TOTAL # OF APPROVED

APPLICATIONS

OTHER MAAC PROGRAMS

REFERRED TO

VISTA EMERGENCY HOUSING ASSISTANCE PROGRAM
02/01/2024 - 12/31/2024

OTHER PUBLIC

ASSISTANCE RECEIVED
# OF APPLICATIONS

DECLINED/INTEREST FORMS

APPROVED

APPLICATIONS

SINCE INCEPTION

TOTAL AWARDS SINCE

INCEPTION

REMAINING

FUNDS AVAIALABLE
132 $0$1.195.000,00
0 20 40 60 80 100
Loss of Income
Health/Disability
unexpected Car Repair
Noce to Pay or Quit
Evicon Noce

AVERAGE ASSISTANCE APPROVED PER
HOUSEHOLD $9,053.00
0 20 40 60 80 100 120 140
Financial Educaon
Housing Campaign
Workforce
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EXHIBIT 5
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EXHIBIT 6
Code Enforcement Homeless Cases
Opened between 4/1/2024 and 10/31/2024
(34 Cases)

CASE DATE STATUS LOCATION
CE24-0529 2024-04-02 CLOSED EUCAL YPTUS AVE (UP ON HILL BHD SCHOOL) VACANT LOT CE24-0548 2024-04-02 CLOSED 546 S Santa Fe Ave
CE24-0611 2024-04-11 CLOSED 1625 W VISTA WAY
CE24-0653 2024-04-16 CLOSED 1325 Sycamore Ave (NXT TO VACANT LOT) CE24-0698 2024-04-24 CLOSED 326 MAIN ST BEHIND MIKKO SUSHI IN PATIO CE24-0738 2024-05-01 CLOSED 1599 E Vista Way (BHD/SIDE) BTWN COMPLEX CE24-0746 2024-05-02 CLOSED SYCAMORE & GREEN OAK (2172512400) VACANT LOT CE24-0793 2024-05-11 CLOSED 1558 N Santa Fe Ave
CE24-0854 2024-05-22 OPEN 249 N Emerald Dr
CE24-0866 2024-05-28 CLOSED 1168-1198 E Taylor St
CE24-0913 2024-06-05 CLOSED 1595 E Vista Way
CE24-0921 2024-06-05 CLOSED 175 GRAPEVINE RD
CE24-1052 2024-06-29 CLOSED Emerald and West
CE24-1053 2024-06-30 CLOSED APN 1664117700
CE24-1068 2024-07-02 CLOSED 560 S MELROSE
CE24-1070 2024-07-02 CLOSED 131 Main St
CE24-1082 2024-07-09 CLOSED 224 N EMERALD DR
CE24-1229 2024-07-31 CLOSED 490 S MELROSE DR (CHURCH PROPERTY) CE24-1311 2024-08-08 CLOSED 1938 VIA CENTRE (BHD BUILDING) CE24-1348 2024-08-13 CLOSED 2112 University Dr
CE24-1358 2024-08-19 CLOSED 1151-1199 Sycamore Ave
CE24-1383 2024-08-21 CLOSED 2302 Azure Ln
CE24-1405 2024-08-26 CLOSED 905 S SANTA FE (OLD BANK BLG) CE24-1417 2024-08-26 CLOSED 573 W Vista Way
CE24-1548 2024-09-18 CLOSED 745 W Vista Way
CE24-1565 2024-09-19 CLOSED 1599 E Vista Way
CE24-1632 2024-10-02 CLOSED 1926 Via Centre
CE24-1642 2024-10-04 CLOSED VALE TERRACE DR (1763602800) AC FRM VISTA COMM CLINIC CE24-1699 2024-10-11 OPEN Dogwood - 217250900 - APN
CE24-1700 2024-10-11 CLOSED Bev MO (Behind)
CE24-1706 2024-10-14 CLOSED 200 S Emerald Dr (AC FRM - VACANT LOT) CE24-1716 2024-10-18 CLOSED 1100 E Vista Way Delpy Corners CE24-1728 2024-10-22 CLOSED 1128 Delpy View Pt (AT CNR OF FOOTHILL & E VISTA WAY) CE24-1755 2024-10-29 CLOSED 1565 N SANTA FE AVE
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EXHIBIT 7
Public Property Encampment Cleanups Report
April - October 2024
DATE Tons Cont.
4/1/2024 0.07 CM
4/2/2024 0.15 CM
4/2/2024 0.05 CM
4/4/2024 0.1 CM
4/4/2024 0.1 CM
4/7/2024 0.1 CM
4/9/204 0.3 CM/PW
4/10/2024 0.45 CM
4/11/2024 0.3 CM
4/12/2024 0.3 CM
4/15/2024 0.1 CM
4/16/2024 0.3 CM
4/16/2024 0.1 CM
4/16/2024 0.1 CM
4/16/2024 0.1 CM
4/17/2024 0.2 CM
4/17/2024 0.15 CM
4/18/2024 0.3 CM
4/20/2024 1.5 CM/Volunteers
4/22/2024 0.05 CM
4/24/2024 0.05 CM
4/25/2024 0.02 CM
4/30/2024 0.05 CM
5/1/2024 0.3 CM
5/1/2024 0.05 CM
5/2/2024 0.15 CM
5/2/2024 0.2 CM
5/2/2024 0.2 CM
5/3/2024 0.15 CM
5/3/2024 0.05 CM
5/6/2024 0.1 CM
5/7/2024 0.1 CM
5/8/2024 0.1 CM

LOCATION
Hacienda BPO (Across LA Fitness)
La Mirada Canyon Trail
Hacienda BPO (Between La Tortuga and Breezehill)
Hacienda BPO (Across Food 4 Less)
Hacienda BPO (Close to Melrose Dr)
Hacienda BPO (Close to Costco)
Hacienda BPO (By Providence)
Hacienda BPO (By Providence)
Hacienda BPO (By Providence)
Hacienda BPO (By Providence)
Hacienda BPO (Close to Melrose Dr)
Hacienda BPO (Across Apartments by 78 E)
Brengle Terrace
Sycamore/Shadowridge Tunnel
Breezehill Park
Hacienda BPO (Close to Costco)
Hacienda BPO (Across Apartments by Creek)
La Mirada Canyon Trail
Hacienda BPO (Community clean up)
1234 N Santa Fe (Soroptimist Park)
1738 W Vista Way (Park and Ride)
Hacienda BPO (By Providence)
Sycamore/Shadowridge Tunnel
La Mirada Canyon Trail
Sports Park (By Entrance Gate)
La Mirada Canyon Trail
1906 Via Centre
Vista Village/78 W
La Mirada Canyon Trail
Brengle Terrace (West of Tennis Courts)
1325 Sycamore
Sycamore/Shadowridge Tunnel
Hacienda BPO (S Melrose/Hacienda Tunnel)
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EXHIBIT 8
Public Property Encampment Cleanups Report
April - October 2024
DATE Tons Cont.LOCATION
5/14/2024 0.1 CM
5/14/2024 0.2 CM
5/19/2024 0.15 CM
5/20/2024 0.15 CM
5/21/2024 0.05 CM
5/28/2024 0.1 CM
5/29/2024 0.1 CM
5/30/2024 0.3 CM
6/1/2024 0.05 CM
6/1/2024 0.05 CM
6/4/2024 0.15 CM
6/5/2024 0.1 CM
6/7/2024 0.05 CM
6/11/2024 0.05 CM
6/11/2024 0.05 CM
6/12/2024 0.3 CM
6/12/2024 0.3 CM
6/18/2024 0.05 CM
6/25/2024 0.15 CM
6/25/2024 0.1 CM
6/27/2024 0.3 CM
6/27/2024 0.05 CM
6/27/2024 0.15 CM
6/29/2024 0.3 CM
7/1/2024 0.1 CM
7/2/2024 0.05 CM
7/2/2024 0.1 CM
7/2/2024 0.1 CM
7/9/2024 0.05 CM
7/9/2024 0.1 CM
7/9/2024 0.05 CM
7/11/2024 0.3 CM
7/15/2024 0.05 CM
7/15/2024 0.05 CM
Sycamore/Shadowridge Tunnel
Hacienda BPO (Close to Costco)
950 S Santa Fe
950 S Santa Fe
Sycamore/Shadowridge Tunnel
Sycamore/Shadowridge Tunnel
950 S Santa Fe
Hacienda BPO (Across Apartments by 78 E)
340 Townsite
950 S Santa Fe
Sycamore/Shadowridge Tunnel
777 E Vista Way
Sycamore/Shadowridge Tunnel
Sycamore/Shadowridge Tunnel
Hacienda BPO (Close to Costco)
La Mirada Canyon Trail
1209 Palomar Pl
Sycamore/Shadowridge Tunnel
Sycamore/Shadowridge Tunnel
Hacienda BPO (Across Food 4 Less)
Terrace Dr Alley
1738 W Vista Way (Park and Ride)
1234 N Santa Fe (Soroptimist Park)
Sycamore/Shadowridge Tunnel
777 E Vista Way
1234 N Santa Fe (Soroptimist Park)
950 S Santa Fe
1209 Palomar Pl
777 E Vista Way
1234 N Santa Fe (Soroptimist Park)
Sycamore/Shadowridge Tunnel
Hacienda BPO (Across Apartments by 78 E)
1209 Palomar Pl
1580 E Vista Way
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Public Property Encampment Cleanups Report
April - October 2024
DATE Tons Cont.LOCATION
7/16/2024 0.15 CM
7/17/2024 0.15 CM
7/17/2024 0.05 CM
7/19/2024 0.05 CM
7/20/2024 0.35 CM
7/22/2024 0.05 CM
7/22/2024 0.05 CM
7/23/2024 0.3 CM
7/23/2024 0.05 CM
7/24/2024 0.05 CM
7/31/2024 4 CM/Aztec
8/5/2024 0.15 CM
8/5/2024 0.1 CM
8/6/2024 0.05 CM
8/1/2024 6 CM/ Aztec
8/14/2024 2 CM/ Aztec
8/22/2024 0.2 CM
8/26/2024 0.05 CM
9/3/2024 0.02 CM
9/3/2024 0.05 CM
9/3/2024 0.1 CM
9/4/2024 0.45 CM
9/4/2024 0.15 CM
9/5/2024 0.01 CM
9/5/2024 0.25 CM
9/5/2024 0.1 CM
9/5/2024 0.1 CM
9/6/2024 0.15 CM
9/6/2024 0.05 CM
9/9/2024 0.2 CM
9/10/2024 0.1 CM/Aztec
9/10/2024 0.45 CM/Aztec
9/11/2024 0.15 CM
9/16/2024 0.05 CM
1234 N Santa Fe (Soroptimist Park)
1234 N Santa Fe (Soroptimist Park)
777 E Vista Way
1234 N Santa Fe ( Soroptimist Park)
Hacienda BPO ( Across from Bella Terra Apts)
Behind 734 W Bel Air
1209 Palomar Pl
Hacienda BPO (Across Food 4 Less)
1234 N Santa Fe (Soroptimist Park)
1234 N Santa Fe (Soroptimist Park)
Hacienda BPO (By Dealership)
777 E Vista Way
100 Santa Clara
Brengle Terrace
Hacienda BPO (By Dealership)
Hacienda BPO (By Dealership)
777 E Vista Way
Wildwood Park
2317 Old Foothill
873 Hacienda
Hacienda BPO (Close to Costco)
Hacienda BPO (By Dealership)
Haciena BPO (Across Apartments)
340 Townsite
Hacienda BPO (Breezehill Tunnel)
1310 E Vista Way
777 Townsite/Paseo Buena Vista
1850 Hacienda Dr
427 La Tortuga Dr
Hacienda BPO (Breezehill Tunnel)
32 Vista Village Dr (Ford Underpass)
Hacienda BPO (By Dealership)
950 S Santa Fe
950 S Santa Fe
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Public Property Encampment Cleanups Report
April - October 2024
DATE Tons Cont.LOCATION
9/17/2024 0.05 CM
9/17/2024 0.1 CM
9/17/2024 0.02 CM
9/18/2024 0.2 CM
9/18/2024 0.1 CM
9/19/2024 0.1 CM
9/19/2024 0.1 CM
9/19/2024 0.1 CM
9/20/2024 0.5 CM/Aztec
9/23/2024 0.05 CM
9/23/2024 0.15 CM
9/25/2024 0.05 CM
9/26/2024 0.1 CM
9/26/2024 0.1 CM
9/26/2024 0.05 CM
10/1/2024 0.1 CM
10/1/2024 0.25 CM
10/1/2024 0.1 CM
10/1/2024 0.3 CM
10/2/2024 0.05 CM
10/2/2024 0.15 CM
10/3/2024 0.05 CM
10/3/2024 0.6 CM
10/4/2024 0.4 CM
10/5/2024 0.05 CM
10/8/2024 0.05 CM
10/9/2024 0.1 CM
10/9/2024 0.15 CM
10/15/2024 0.02 CM
10/16/2024 0.9 CM
10/16/2024 0.3 CM
10/16/2024 0.05 CM
10/17/2024 0.3 CM
10/17/2024 0.3 CM
Hacienda BPO (Breezehill Tunnel)
La Mirada Canyon Trail
210 Hacienda
40 Main Street
415 Main St
Sycamore/Shadowridge Tunnel
125 Vista Village
Brengle Terrace
1715 Hacienda (Old BMW Dealership)
Hacienda BPO (Breezehill Tunnel)
Hacienda BPO (La Tortuga Tunnel)
1370 E Vista Way
706 Townsite
409 Main St
Hacienda BPO (By 78 East, Across SDCCU)
950 S Santa Fe
777 E Vista Way
950 S Santa Fe
950 S Santa Fe
210 Hacienda
210 Hacienda
1910 Shadowridge Dr
426 Vista Village
Sycamore/Shadowridge Tunnel
Hacienda BPO (Across Food 4 Less)
Hacienda BPO (Across Food 4 Less)
415 Main St
Hacienda BPO (By Dealership)
1370 E Vista Way
777 E Vista Way
Hacienda BPO (Breezehill Tunnel)
873 Hacienda
Hacienda BPO (By 78 East, Across SDCCU)
950 S Santa Fe
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Public Property Encampment Cleanups Report
April - October 2024
DATE Tons Cont.LOCATION
10/20/2024 0.15 CM
10/21/2024 0.15 CM
10/23/2024 0.3 CM
10/27/2024 0.1 CM
10/28/2024 0.15 CM
10/28/2024 0.15 CM
10/29/2024 0.3 CM
10/30/2024 0.1 CM527 Hacienda
2401 Dogwood
2401 Dogwood
Hacienda BPO (Across LA Fitness)
1370 E Vista Way
Hacienda BPO (S Melrose/Hacienda Tunnel)
Foothill/E Vista Way
527 Hacienda
TOTAL 34.21
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EXHIBIT 9
CITY OF VISTA
HOMELESS SERVICES

PROGRAM
Final Report October 1, 2020 to September 30, 2024
October 2024 Contract Extension reported separately

ABSTRACT
This report reviews program highlights across all four
years of the Exodus Homeless Services Program.

During this period of Ɵme, Exodus iniƟally contracted
with the City of Vista to provide Homeless Outreach.

The contract was expanded due to an increase in
funding to include Housing NavigaƟon. This program
was part of the City of Vista’s Strategic Plan to
Address Homelessness.

Prepared by Elizabeth Galorio, Angela
Martinez, and Tina Snook
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EXHIBIT 10
Exodus Recovery Final Report: Oct. 2020 thru Sept 2024
1 | Page

Table of Contents
Program Overview ........................................................................................................................................ 3 Program Goals and Objectives ...................................................................................................................... 3

1. Reduce Homelessness ........................................................................................................................... 3

2. Homeless Outreach ............................................................................................................................... 3

3. Provide Linkage to Services ................................................................................................................... 4

4. Prevent Homelessness .......................................................................................................................... 4 Accomplishments and Key Achievements .................................................................................................... 4

1. Reduce Homelessness ........................................................................................................................... 4   Outreach .................................................................................................................... ................... 4   Collaborative Efforts ........................................ ............................................................................. 5   Shelter Assistance and Motel Vouchers ........................ ............................................................... 5   Housing Navigation and Placement ............................. ................................................................. 7   Temporary Financial Support .................................. ...................................................................... 9

2. Provide Linkage to Services ................................................................................................................... 9

3. Prevent Homelessness ........................................................................................................................ 10 Trends ......................................................................................................................................................... 10

1.  Increasing Referrals for Older Adults; Largest Demographic R emains Ages 40‐59 ........................ 10

2.  Housing Shortage ........................................... ................................................................................. 10

3.  Increase in Tot al Participants .......................................................................................................... 11

4.  Growth in Families with Minor Children Served .............. ............................................................... 11

5.  The Rising Cost of Living & Housing Barriers ............... ................................................................... 11 Recommendations ...................................................................................................................................... 12

1.  Expand Affordable Housing Options .......................... ..................................................................... 12

2.  Increase Focus on Homeless Prevention ...................... .................................................................. 12

3.  Adaptable Shelter Services ................................. ............................................................................ 12

4.  Tailored Case Management and Housing Navigation ............ ......................................................... 12

5.  Seek Continued Funding and Resources ....................... .................................................................. 12

6.  Strong Community Partnerships .............................. ....................................................................... 12

7.  Housing and Senior Living .................................. ............................................................................. 13

8.  Financial and Employment Assistance for ages 40‐59 ......... ........................................................... 13

9.  Maximize Impact through Consistent Data Metrics ............ ........................................................... 13

10.  Empowerment Approach ...................................... ......................................................................  13 01/23/2025
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Appendix
..................................................................................................................................................... 14 Appendix A. Success story ....................................................................................................................... 14 Appendix B. Operational Definitions ...................................................................................................... 16 Appendix C. 4‐Year Dashboard ............................................................................................................... 19 01/23/2025
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Program Overview
Exodus Recovery, Inc. partnered with the City of Vista to launch the Homeless Outreach Program in October 2020. The iniƟal goals were to provide targeted outreach and support services to individuals experiencing homelessness within the city limits. IniƟally funded through the Permanent Local Housing AllocaƟon (PLHA), and later expanded with the Encampment ResoluƟon Funding (ERF), the program provided unsheltered residents with linkage to crucial resources such as housing, social services, mental health services, and substance use treatment. The City of Vista’s Homeless Outreach Team (HOT), played a pivotal role in assisƟng individuals to regain stability and work toward self‐sufficiency and stable housing. This report highlights the significant milestones made possible by the combined efforts of Exodus HOT, City staff, Sheriff’s department, local organizaƟons, and community partners. We celebrate the path to opportunity it has created for those in need, and the enduring legacy it will leave on the individuals and communiƟes it has served.

Program Goals and ObjecƟves

1. Reduce Homelessness
HOT’s mission to reduce homelessness in Vista was driven by a comprehensive approach that provided immediate, temporary, and long‐term housing pathways. These soluƟons included emergency shelter, transiƟonal housing, and housing navigaƟon services that guided individuals toward sustainable, stable housing. Through proacƟve outreach and intervenƟon efforts, HOT reached and served a significantly larger number of individuals than those recorded in Point‐In‐Time (PIT) counts. This expanded reach highlights HOT’s robust outreach strategy that effecƟvely engaged and supported those in need.

Figure 1: Comparison of HOT Clients to RTFH Point in Time Count

2. Homeless Outreach
The outreach efforts of the HOT focused on building trust and understanding among the homeless populaƟon in Vista. Outreach teams regularly visited areas with high concentraƟons of homeless individuals, such as encampments, parks, and public spaces, to establish rapport, assess needs, and provide direct support. These engagements were criƟcal for collecƟng data on the unique demographics 01/23/2025
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and challenges within Vis
ta’s homeless community, allowing the program to adapt services to meet emerging needs more effecƟvely.

Key AcƟviƟes in Outreach:
 Needs Assessment: By conducƟng regular needs assessments, outreach teams gathered informaƟon regarding housing instability causes within the community. This knowledge enabled the program to implement tailored strategies addressing root causes, resulƟng in more effecƟve service delivery.
 Resource DistribuƟon: Outreach teams distributed essenƟal items such as food, water, hygiene kits, and seasonal clothing. Providing these items helped address immediate needs while fostering trust with individuals who might be resistant to tradiƟonal services.  Service Referrals: Outreach included on‐the‐spot referrals for shelter, medical care, and substance use treatment, helping bridge the gap between individuals experiencing homelessness and local support services.

Note: For more informaƟon regarding demographics for the Vista Homeless populaƟon, please see the 4‐Year Dashboard in Appendices SecƟon, Appendix C.

3. Provide Linkage to Services
HOT connected individuals with essenƟal services by collaboraƟng with local service providers, law enforcement, and social service agencies. This approach addressed the complex needs of Vista's homeless populaƟon, linking them to criƟcal resources such as shelters, social services, access to documents and benefits, and/or services such as mental health and substance use treatment ‐ all necessary to support health, safety and stability. The program also provided financial assistance for vital records (i.e., birth cerƟficates, IDs), applicaƟon fees, deposits, move‐in costs, and rental support.

4. Prevent Homelessness
HOT assisted in prevenƟng homelessness by assessing the needs of individual households on the brink of evicƟon to prevent loss of housing. This included providing linkage to services and resources, offering advocacy to prevent evicƟon, and when appropriate, rental assistance. SupporƟng individuals in maintaining stable housing and avoiding evicƟon reduced the likelihood of future homelessness.

Accomplishments and Key Achievements
Over the years, the Exodus Homeless Outreach Program has reached criƟcal milestones in addressing homelessness and supporƟng Vista’s vulnerable residents.

1. Reduce Homelessness
 Outreach: HOT parƟcipated in regularly scheduled outreach both independently and with community partners. Outreach was conducted throughout the city, including various encampments. Aligned with its goal of reducing homelessness, HOT developed a robust outreach model combined with comprehensive case management to provide holisƟc support to Vista’s homeless populaƟon. By building rapport and engaging clients with compassion, the 01/23/2025
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progra
m established trust, leading to posiƟve housing outcomes. Since its incepƟon, HOT made 16,097 direct contacts, providing essenƟal outreach, assessment, case management, and housing navigaƟon services. Overall, HOT served 1,016 individuals, demonstraƟng its extensive reach and impact.

Figure 2: Number of New Clients and Ongoing Clients for each contract year. New to Exodus are unduplicated across years.

Ongoing clients are unduplicated within each year but may be represented in mulƟple years.  CollaboraƟve Efforts: Strategic partnerships assisted with strengthening service networks and expanding the means by which HOT could support clients. Collateral contacts frequently occurred with local agencies, Sheriff’s Department, healthcare providers, County workers (benefits acquisiƟon), shelter programs, and property managers. This collaboraƟve approach facilitated numerous community‐based referrals, enhancing the program’s reach and impact in reducing homelessness in Vista. Since incepƟon, HOT made 3,957 collateral contacts with community partners on behalf of clients.
 Shelter Assistance and Motel Vouchers: To address immediate needs, HOT offered shelter placements and provided emergency shelter through hotel/motel vouchers during extreme weather and for those awaiƟng housing placements. This provided criƟcal support to individuals facing urgent circumstances. Since its incepƟon, HOT extended 1,306 shelter offers. See table below for list of shelters.
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Figure 3: Total of Shelter Offers across all contract years.

The program
also provided a total of 97 motel stays, totaling 1,542 motel days, supporƟng 64 adults and 23 children across 54 households.

Figure 4: Motel Stays
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 Housing NavigaƟon and Placement: HOT’s housing navigaƟon and placement services achieved strong results, securing transiƟonal and permanent housing for Vista’s homeless populaƟon. Since its incepƟon, HOT conducted 317 VI-SPDAT assessments and provided stable housing for 156 adults and 61 children across 138 households.

Figure 5: Housing Placements
Since incepƟon, there were 23 permanent supporƟve housing vouchers uƟlized to house clients.

Figure 6: Housing Vouchers
1 1
1 1
1 1
1 4
12 BHS-PSH Voucher (Behavioral Health Services…
EHV - Oceanside
HOPWA Voucher (Housing Opportunities for…
LRSP (Local Rent Supplement Program…
Bringing Families Home Voucher
VASH (Verterans Affairs Supportive Housing…
Permanent Supportive Housing - PATH
RRH (Rapid Re-Housing Voucher)
EHV (Emergency Housing Voucher)
Housing Vouchers Utilized Since Inception (n = 23)
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AddiƟonal supporƟve housing resources included:

Figure 7: Other Housing Supports
Of the 156 individuals housed since incepƟon, 51% are known to remain housed to date.

Figure 8: Housing Status
1 3
3 17
14 Rehab/Sober Living
Family Reunification
ILF (Independent Living Facility)
Rental Assistance
Rental By Client
Other Housing Support (n = 38)
79 66
8 2 1
Housing Status at End of Program (n = 156)
Housed (51%)
Unable to Locate (42%)
Not Housed (5%)
Deceased (1%)
Incarcerated (1%)
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 Temporary Financial Support: Moving into housing from literal homelessness requires more finances than a deposit and rent. Significant resources were also allocated to assist with essenƟal housing‐related costs, ensuring individuals had access to the necessary means to secure and maintain housing. This support included assistance for vital records, applicaƟon fees, deposits, move‐in costs, and rental assistance. Encampment ResoluƟon Funding (ERF) assisted with housing‐related expenses, covering services such as temporary motel and hotel stays, deposits, short‐term rental assistance, household setup items, and credit checks. In addiƟon, HOT provided financial educaƟon and assistance with budgeƟng and life skills.

2. Provide Linkage to Services
Success, when working with the unsheltered populaƟon, should not be measured solely by how many people are housed, but by how many barriers have been broken down. To support individuals in overcoming barriers to stability and housing readiness, the program emphasized linkage to essenƟal services as a criƟcal component of its mission. By facilitaƟng access to resources for obtaining vital documents required for renƟng or employment, HOT enabled individuals to meet foundaƟonal prerequisites for successful housing placement. AddiƟonally, HOT made extensive referrals to physical health, mental health, substance use, and other essenƟal services (i.e., financial counseling, employment and educaƟonal support) to reduce barriers to housing stability and support overall well‐being. Since its incepƟon, HOT facilitated over 4,200 referrals to community-based services, with Shelter, Benefits, and Housing NavigaƟon being the most frequently uƟlized.

Figure 9: Referrals Provided
4 4
18 18
19 20
21 28
38 45
70 109
120
122
136
140
209
243
297
562
676
1,306
Veteran or Miltary Related Services
Regional Center
CES
Pet Related Services
Employment Services
Children, Youth, Family
Domestic Violence Services
Safe Parking
Shower/Laundry
Legal Services
Mail Services
Case Management-Specialty Services
Other
Physical Health
Transportation
Rental Assistance
Mental Health Services
Substance Abuse
Personal Identification
Housing Navigation Services
Benefit Assistance
Shelter
Referrals Provided Since Inception (n = 4,205)
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3. Prevent Homelessness
HOT’s early intervenƟons, including rental assistance and uƟlity support, stabilized at‐risk families and reduced dependence on emergency services, prevenƟng homelessness within the City of Vista. HOT advocated for evicƟon prevenƟon, voucher extensions, and tenancy support. With the addiƟon of Encampment ResoluƟon Funding between May, 2022 – April, 2024, a total of 9 adults and 16 minor children across 6 households were financially supported to remain in their own homes. HOT also assisted other at‐risk Vista residents to connect to community resources and implement strategies to maintain current housing without uƟlizing ERF funds. Case management and skill‐building in areas like conflict resoluƟon and money management further strengthened long‐term housing stability for at‐risk Vista residents.

Trends

1. Increasing Referrals for Older Adults; Largest Demographic Remains Ages 40-59: The 60+ age group has seen substanƟal growth in homelessness over Ɵme, underscoring a rising demand for services tailored to older adults facing housing instability. While this trend is significant, the largest age demographic remains those aged 40‐59, who conƟnue to require dedicated resources and support.

Figure 10: Age Group DistribuƟon

2. Housing Shortage: A limited availability of affordable housing conƟnues to pose significant challenges, parƟcularly for individuals with poor rental histories or criminal records. This shortage restricts housing opƟons and emphasizes the need for more accessible, affordable housing soluƟons.

3. Increase in Total ParƟcipants: The program observed a steady growth in total parƟcipants, with both new and returning clients seeking assistance. This trend highlights the ongoing demand for conƟnued outreach and support services within the community. 01/23/2025
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4. Growth in Families with Minor Children Served: There has been a notable rise in the number of families with minor children receiving support, poinƟng to a criƟcal need for family‐oriented housing and stability services to meet the unique needs of these households. Primary causes (per client self‐report) of homelessness among this group is insufficient income and evicƟon. Note:
tracking of families began in July, 2022.

5. The Rising Cost of Living & Housing Barriers: The rising cost of living has led to an increase in at‐risk referrals, as more individuals and families struggle to meet basic needs, heightening their risk of homelessness and financial instability. Housing challenges specific to Vista include high living costs, limited affordable housing, and rent rates that far exceed average incomes. The housing and living costs in Vista, California, conƟnue to pose significant challenges due to high expenses that exceed both naƟonal and state averages. The overall cost of living index for Vista is 154.9, which is

54.9% higher than the U.S. average and slightly above California's average of 149.9. Housing is a major contributor to this high cost, with a two‐bedroom apartment in Vista averaging $2,390 per month in 2023—around 67% higher than the naƟonal average and 10% above California's average rent for similar units.

Figure 11: Rental Costs ‐‐ Source: hƩps://www.huduser.gov/portal/datasets/fmr.html#history 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Efficiency
↑ 128% $939 $964 $1,040 $1,212 $1,257 $1,422 $1,404 $1,478 $1,573 $1,714 $2,062 $2,145 1-Bedroom
↑ 126% $1,032 $1,060 $1,153 $1,342 $1,400 $1,590 $1,566 $1,642 $1,739 $1,885 $2,248 $2,328 2-Bedroom
↑ 113% $1,354 $1,390 $1,499 $1,741 $1,816 $2,068 $2,037 $2,124 $2,232 $2,399 $2,833 $2,881 3-Bedroom
↑ 96% $1,969 $2,021 $2,167 $2,507 $2,612 $2,962 $2,894 $2,987 $3,099 $3,279 $3,819 $3,852 4-Bedroom
↑ 96% $2,398 $2,462 $2,329 $3,068 $3,198 $3,632 $3,576 $3,677 $3,795 $3,988 $4,638 $4,690 $-
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
$5,000
Fair Market Rate 92083
Efficiency
↑ 128%
1-Bedroom
↑ 126%
2-Bedroom
↑ 113%
3-Bedroom
↑ 96%
4-Bedroom
↑ 96%
* "Fair market rate" - esƟmated amount a property would rent for on the open market,typically determined by local housing authories.

Above chart reflects rental fair market rate in 92083.

Note: SSI average in CA is $578.62 with a maximum of $943.00 for an individual.

Note: Minimum wage of $16/hour; take home aŌer taxes $1,080/pay check. Equivalent of $2,340/month or $28,080/year. 01/23/2025
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RecommendaƟons

1. Expand Affordable Housing OpƟons
Increasing the supply of affordable housing is essenƟal to addressing homelessness in Vista.

Expanding partnerships with developers and advocaƟng for city and state support will help create more affordable housing units, meeƟng the needs of low‐income residents and those with significant housing barriers.

2. Increase Focus on Homeless PrevenƟon
PrevenƟon must be the cornerstone of future programs, focusing on at‐risk individuals and families to stabilize their housing situaƟon before they face homelessness. Expanding rental assistance and uƟlity support iniƟaƟves is a proven strategy that effecƟvely prevents homelessness. These programs should also offer targeted support and problem‐solving resources. Together, these proacƟve measures can create a more effecƟve, sustainable approach to addressing homelessness.

3. Adaptable Shelter Services
Shelters should adopt a flexible model that can accommodate diverse client needs, including ADA compliance, mental health treatment, and substance use support. Offering these services, along with accommodaƟons for couples and care for household pets, will make shelters more accessible and enable more individuals with complex needs to access and successfully uƟlize shelters while in transiƟon to housing.

4. Tailored Case Management and Housing NavigaƟon
Ongoing support through tailored case management is essenƟal for clients transiƟoning into permanent housing. Focusing on life skills, rental management, and housing stability will help clients maintain housing long‐term, reducing recidivism and fostering self‐sufficiency.

5. Seek ConƟnued Funding and Resources
To meet the growing needs of the homeless populaƟon, it is crucial to secure conƟnued funding to combat the growing need. Maintaining and expanding outreach efforts and case management services will provide the infrastructure needed to more effecƟvely meet demand, support staffing, and enhance service delivery.

6.Strong Community Partnerships
Future efforts should prioriƟze building and sustaining partnerships with healthcare and substance use treatment providers, community organizaƟons, and shelters to enhance access to services and resources. CollaboraƟve efforts will expand support for clients with complex needs by leveraging donaƟons, food pantry access, and community support networks. AddiƟonally, establishing easy data-sharing across all providers involved in a client’s care will improve con nuity of care and coordina on, ensuring a more seamless and effec ve approach to service delivery.

7. Housing and Senior Living
The rising demand for age‐appropriate housing emphasizes the need for dedicated senior living opƟons. CollaboraƟng with senior housing providers and advocaƟng for developments tailored to the needs of older adults will address this criƟcal gap in housing services. 01/23/2025
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8. Financial and Employment Assistance for ages 40-59
For the 40‐59 age group, providing financial resources, employment assistance, and benefits counseling is crucial. This may include skills training to re‐enter the workforce or access available benefits.

9. Maximize Impact through Consistent Data Metrics
Frequent changes to data requests and operaƟonal definiƟons by the City posed data interpretaƟon challenges. When definiƟons change, the new and old data may represent slightly different populaƟons, outcomes, or criteria, leading to potenƟal misunderstandings in interpretaƟon.

Establishing stable, clearly defined metrics and operaƟonal definiƟons at the beginning of the contract —and maintaining these metrics without mid‐year or annual adjustments—can enable accurate program evaluaƟons and maximize impact. Consistent reporƟng standards would provide a reliable understanding of program outcomes, progress, and resource needs. For a list of operaƟonal definiƟons, please see Appendices SecƟon; Appendix B.

10. Empowerment Approach
Building trust through consistent, personalized engagement is crucial for effecƟve outreach resulƟng in reducƟon of homelessness. Focusing on long‐term relaƟonship‐building will empower clients, improve engagement, and promote sustained outcomes over Ɵme. For an overview of how this approach fosters improved client outcomes, please see one client’s success story in Appendices SecƟon; Appendix A.
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Appendix
Appendix A. Success story
Case Study - John’s Journey from Homelessness to Stability Background:

John had been experiencing homelessness for over 30 years, enduring life on the streets with cerebral palsy. This condiƟon posed daily challenges, including limited mobility and restricted access to basic hygiene. In November 2023, a City Council Member encountered John outside a local grocery store and referred him to the Exodus Homeless Outreach Team (HOT), iniƟaƟng his connecƟon to resources that could help him stabilize his life. Shortly aŌer, John took his first step toward change by agreeing to undergo a TB test and enter temporary shelter. Although progress was slow and setbacks were frequent, such as missed appointments and hesitaƟons stemming from deep‐rooted fears, John’s journey was beginning.

Challenges and Barriers:

John’s path to permanent housing was far from straighƞorward. The transiƟon from being unsheltered to stable housing is not as simple as offering a shelter bed. John struggled with the anxiety of parƟng with his few personal belongings, parƟcularly his Swiss army knife, which he carried for protecƟon. Shame over his circumstances occasionally made him reluctant to engage in services, while the inconsistent availability of shelter beds added uncertainty to his journey.

Despite these obstacles, John’s resilience and commitment was evident as the HOT team conƟnued their unrelenƟng advocacy.

Progress and Milestones:

On November 29, 2023, with support from his Exodus Case Manager and Community Health Worker, John made a symbolic stride by accepƟng a shower at Brother Benno’s—the first in over three months. This act, along with receiving new clothes to replace his worn‐out garments, boosted John’s spirits, fostering a renewed sense of self‐worth. He also agreed to complete his TB test, a prerequisite for shelter entry. Although he faced challenges in moving forward, such as missing a shelter opportunity in December, John maintained his determinaƟon to get off the streets with the unwavering support of the HOT team.

Winter and ConƟnued Challenges:

Throughout the winter, John conƟnued to face hardships, including maintaining hygiene and holding on to his Swiss army knife for security. This impacted a potenƟal shelter intake in January. However, by late February 2024, a new shelter opƟon at Buena Creek NavigaƟon Center (BCNC) renewed his opƟmism. John moved to the shelter in early March and gradually adapted to his new environment, even menƟoning that he “felt at home.” Soon aŌer placement, John experienced a health challenge that required hospitalizaƟon. In collaboraƟon with BCNC, the HOT team ensured conƟnuity of care by connecƟng John to Enhanced Care Management (ECM) services to address his complex health issues, supporƟng him during his 01/23/2025
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health setback. This integrated support was instrumental in paving the way for John’s eventual path to permanent housing.

Permanent Housing Placement:

In May 2024, following sustained advocacy efforts from HOT and BCNC, HOT successfully matched John with a permanent housing opportunity. Upon his hospital discharge, HOT finalized his housing arrangements, bringing his three‐decade journey of homelessness closer to an end. By June 2024, John’s case with HOT officially closed due to successful housing placement. His story exemplifies the transformaƟve impact of persistent outreach, integrated care, and a dedicated support network, demonstraƟng that with the right resources, resilience, and compassion, even the most challenging circumstances can be transformed into a pathway toward stability and dignity.
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Appendix B. OperaƟonal DefiniƟons
 Area Median Income (AMI): The midpoint of a specific area’s income distribuƟon and is calculated on an annual basis by the Department of Housing and Urban Developm ent. Using AMI benchmarks for renter eligibility is typically a requirement if your property benefits under the Low‐Income Housing Tax Credits, or LIHTC, program.
 Board and Care: Non–medical faciliƟes that provide room, meals, housekeeping, supervision, storage and distribuƟon of medicaƟon, and personal care assistance with basic acƟviƟes like hygiene, dressing, eaƟng, bathing, and transferring. Similar to assisted living, e xcept most oŌen at a smaller scale. For those who don’t want to be in a large facility and prefer more  of an inƟmate/home like feel. Usually 4‐6 rooms.
 Bridge Housing: A sheltering opportunity when an individual has a scheduled move‐in date or program entrance. Designed to get people sheltered as they wait for the ir upcoming move‐in or placement date.
 By Name List (BNL): A comprehensive list of every person in a community experiencing homelessness, updated in real Ɵme.
 California Interagency Council on Homelessness (Cal ICH): Oversees the implementaƟon of Housing First guidelines and regulaƟons, and idenƟfy resources, benefits , and services to prevent and end homelessness in California.
 Camping: The use of public property for living accommodaƟons purposes such as sleeping acƟviƟes, or preparaƟons to sleep (including the laying down of bedding for the purpose of sleeping), or storing personal belongings (including but not limited to clothing, sle eping bags, bedrolls, blankets, sheets, luggage, backpacks, kitchen utensils, cookware, and similar material) or making any fire or using any tents or other structure for sleeping or carrying on cooking acƟviƟes, or living in a parked vehicle.  Contact: An interacƟon or aƩempt to interact with an individual through  in‐person meeƟngs, phone calls, emails, or text messages. It also includes efforts to locate a client but excludes communicaƟons with collaterals.
 Coordinated  Entry  System  (CES): An evidence‐based strategy that focuses on housing and servi ce coordinaƟon designed to link homeless people to the most approp riate housing soluƟon based on their needs. Coordinated by the RTFH via Clarity.
 Chronically  Homeless: Lives in a place not meant for human habitaƟon, a safe haven,  or in  an emergency shelter, and has been homeless and living as described for at least 12 months or on at least 4 separate occasions in the last 3 years with the combined occasions equal to at least 12 months and each break in homelessness separaƟng the occasions included at  least 7 consecuƟve nights of n ot living as described.
 Clarity: The Homeless Management InformaƟon System (HMIS) used by San Diego County's CoC.  ConƟnuum  of  Care  (CoC): ResponsibiliƟes of a CoC include designaƟng and operaƟng an HM IS, coordinaƟng the implementaƟon of a housing and service system within its geographic area that meets the needs of the individuals and families who experience  homelessness there, and designing and implemenƟng the process associated with applying for CoC Program funds.  Diver
sion: T asks designed to assist persons experiencing and at‐risk of h omelessness before the necessity to access CES and other more intensive resources. Usu ally consists of problem solving, uƟlizing resources available to the individual, including reach ing out to family, support network s, community and others for support.
 Encampment: One or more temporary, makeshiŌ, or hand‐built structures not intended for long‐term conƟnuous  occupancy,  including  tents,  that  are  used  to  shelter one  or  more  persons  or  their belongings and that are not authorized by the property owner. E ncampment includes any camp 01/23/2025
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para
phernalia and personal property associated with or located in or around the structures or tents; or a group of individuals that habitually sleep with or without shelter structures in a public or private space
 Engaged: Individuals that are working towards service goals in your homeless outreach program.  Enrolled: Any individual in your service area that is qualified for your  homeless outreach program.

Should be enrolled in Clarity with whatever informaƟon is available.  Encampment ResoluƟon Funding (ERF):  $750 million compeƟƟve grant program available to assist local  jurisdicƟons  in  ensuring  the  wellness  and  safety  of  people  experiencing  homelessness in encampments by providing services and supports that address the ir immediate physical and mental wellness and result in meaningful paths to safe and stable housing.  (California)  Housing  and  Community  Development  (HCD): Help s t o pr ovide s t able, saf e homes affordable to veterans, seniors, young families, farm workers, t ribes, people with disabiliƟes, and individuals and families experiencing homelessness.
 High Barrier: When programs/shelters have requirements that may affect whether someone will be eligible for the program or not. Sobriety, medicaƟon compliance , mandatory case management are common barriers.
 Homeless Management InformaƟon System (HMIS): A mandatory data management system required by CoCs to be in compliance with Housing and Urban Development  (HUD) funding. HMIS is a local informaƟon technology system used to collect client‐level data and data on the provision of housing and  services  to  individuals  and  families  at  risk  of  and  experiencing  homelessness. Each CoC is responsible  for  selecƟng  an  HMIS  soŌware  soluƟon  that  complies with  HUD's  data  collecƟon, management, and reporƟng standards.
 Homeless/Street  Outreach: Searching for and connecƟng with individuals living in situaƟo ns not intended for human habitaƟon with the intenƟon of geƫng those i ndividuals off the street and into shelter/housing/programs.
 Homeless PrevenƟon: Services provided to keep individuals in their current housing situaƟon. Usually consists of paying for past due rent/mortgage/bills and provide case management to help stabilize and prevent another similar incident from happening.
 (United  States  Department  of)  Housing  and  Urban  Development  (HUD): One of the execuƟve departments of the U.S. federal government. It administers federal housing and urban developmen t laws.
 Low  Barrier:  When  programs/shelters  minimize  the  requirements  for  entrance  into  the program/shelter to be able to accommodate as many people as possible.  People/Person Experiencing Homelessness (PEH): It’s best pracƟces to not call someone "homeless" but to say "they are experiencing homelessness".
 Permanent SupporƟve Housing (PSH): A type of permanent housing that provides long‐term rental subsidies and Intensive Case Man agement Services to individuals  who have experienced chroni c homelessness and have disabiliƟes, chronic medical and/or behavior al health condiƟons. OŌen placed through CES.
 Permanent  Local  Housing  AllocaƟon  Program  (PLHA): Provides funding to local governments in California for housing‐related projects and programs that assis t in addressing the unmet housing needs of their local communiƟes.
 Rapid Re-Housing (RRH): Short to medium term move‐in and rental assistance with case management meant to rapidly move individuals into housing and help keep them there. Completed through CES.  Regional Task Force on Homelessness (RTFH): San Diego and Imperial County's CoC.  Shelter/NavigaƟon Center: A safe and welcoming place where PEH can temporarily reside to be able to work towards housing goals and be removed from the elements. 01/23/2025
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 Supp
orƟve  Services  for  Veteran  Families  (SSVF): A program similar to RRH through the Veterans Affairs. Short‐Medium term rental assistance with case managemen t designed to create housing stability.
 Veterans Affairs SupporƟve Housing (VASH): HUD‐VASH is a collaboraƟve program which pairs HUD’s Housing Choice Voucher (HCV) rental assistance with VA case man agement and supporƟve services for homeless Veterans. These services are designed to help homeless Veterans and their families find and sustain permanent housing and access the health care, mental health treatment, substance use counseling, and other supports necessary to help them in their recovery process and with their ability to maintain housing in the community.
 Vulnerability  Index  –  Service  PrioriƟzaƟon  Decision  Assistance  Tool  (VI-SPDAT): A  s u r v e y administered both to individuals and families to determine risk  and prioriƟzaƟon when providing assistance to homeless and at‐risk individuals through the Coordinated Entry System (CES). 01/23/2025
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Appendix C. 4-Year Dashboard
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c
City of Vista Homeless Services Program
69 344
424
179
18-24 25-39 40-59 60+
Age Range (n = 1,016)
458
554
4 Female Male Unknown
Gender (n = 1,016)
Race (n = 1,016)White
Other
Unknown
Black
American Native
Other Asian or Pacific Islander
Multiple
Japanese
Filipino
Hawaiian Native
Korean
Vietnamese
Samoan
337
567
112
Hispanic or
Latino
Not Hispanic
nor Latino
Unknown
Ethnicity (n = 1,016)Unduplicated Clients
Served
(n = 1,016)
New to Exodus (1,016)
1 7
11 12
40 51
74 Fire Department
CalTrans
Local Business
Housing
Department
Sheriff
Department
Code Enforcement
Exodus Outreach
Referral Sources (n = 1,016)
All 4 Program Years
Oct 2020 thru Sep 2024
Identified
Veterans
31 Race
Number of
clients
White 584
Other 182
Unknown 109
Black 101
American Native 17
Other Asian or Pacific Islander 9
Multiple 5
Japanese 2
Filipino 2
Hawaiian Native 2
Korean 1
Vietnamese 1
Samoan 1
Grand Total 1,016
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Oct '20 thru Sep '21
c
1,306
676 562
297 243 209 140 136 122 120 109 70 45 38 28 21 20 19 18 18 4 4 Referrals Provided (n = 4,205)
c
11 15
98 177
179
536
Unknown
CalTrans ROW
County/NCTD/Other…
Hacienda BPO
COV Property or ROW…
Private Property
Location at Referral (n = 1,016)
c
1 1
3 4
9 22
32 107
181
397
549
Convention Center Shelter
Safe Families
East County Transitional Living
San Diego Rescue Mission
Salvation Army Door of Hope
COVID temporary lodging
Domestic Violence Shelter
Buena Creek Navigation Center…
Operation HOPE
La Posada
Haven House
Shelter Referrals Provided (n = 1,306)
City of Vista Homeless Services Program
All 4 Program Years
Oct 2020 thru Sep 2024

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67 44
34 33
15 12
11 9 6 332211
Other Types of Housing
Rental by client, no ongoing housing subsidy
Staying or living in a family member’s room, apartment, or house Staying or living in a friend’s room, apartment, or house Data not collected
Rental by client, with RRH or equivalent subsidy
Rental by client in a public housing unit
Rental by client, with HCV voucher (tenant or project based) Hospital or other residential non-psychiatric medical facility Rental by client, with other ongoing housing subsidy
Permanent housing (other than RRH) for formerly homeless persons Long-term care facility or nursing home
Psychiatric hospital or other psychiatric facility
Residential project or halfway house with no homeless criteria Safe Haven
Rental by client, with GPD TIP housing subsidy
139,
(14%)
243,
(24%)
634,
(62%)
Last Known Housing Status as of 9/30/2021
(n = 1,016)
Living in temporary accommodations with a maximum defined stay Other types of housing
Living in a place not meant for human habitation
City of Vista Homeless Services Program
All 4 Program Years
Oct 2020 thru Sep 2024
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IntroducƟon
In October 2024, Exodus Recovery’s Homeless Services Program (HOT) extended its outreach services contract at the City of Vista's request to maintain conƟnuity of support unƟl the transiƟon to a new provider, San Diego Rescue Mission (SDRM). This report provides a detailed account of outreach acƟviƟes, client transiƟon, and operaƟonal adjustments implemented during the extension period.

1. Outreach Efforts
 Scheduled and Unscheduled Field Outreach
In October, Exodus HOT conducted a total of 57 outreach engagements. Each outreach log entry reflects specific locaƟons visited, and mulƟple outreach acƟviƟes may have occurred on the same day. The breakdown included:
o Independent Unscheduled Field Outreach: 47
o Scheduled Field Outreach (with CIT, COPPS, County): 10 o New Individuals encountered during Outreach: 10, 3 of which were encountered during outreach with San Diego Rescue Mission
 City Referrals (HOT Email)
Separate from the Field Outreach tracker, HOT received 16 City referrals o Phone Outreach: 15
o In‐Field Outreach: 1
 AddiƟonal ObservaƟons
Exodus HOT received increased requests from COPPS and CIT to conduct welfare checks on specific individuals. The team also observed a rise in independent outreach efforts in response to these requests.

Furthermore, October saw an increase in individuals and families seeking rental assistance. These contacts, oŌen one‐Ɵme encounters, typically did not result in formal enrollment.

2. Program AcƟviƟes
 Client Assessments and Housing Assistance
Exodus HOT conƟnued to provide services to exisƟng fully engaged clients including case management and housing navigaƟon.
o Client Contacts: 236
o Collateral Contacts: 51
 In addiƟon to the aƩached October Dashboard, HOT completed:
o Housing Placement: 4 Adults and 4 Children
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1. Family ReunificaƟon: 1 Adult

2. EHV – Oceanside Housing Dept Voucher: 1 household (including 1 adult & four children)

3. TAY PSH Voucher: 1 Adult

4. PSH Voucher – Kingdom Connect: 1 Adult
o Housing Voucher Matches: 3 vouchers
o BCNC Referrals SubmiƩed: 5
o VI‐SPDAT Assessments Completed: 5

3. TransiƟon AcƟviƟes
 CollaboraƟon with the New Provider
o 10/28/24: Exodus HOT requested that the City facilitate a meeƟng with the new provider to assist with a seemly transiƟon of services. Providers discussed necessary informaƟon to support SDRM with exisƟng clients. Reviewed prioriƟzaƟon related to housing status, specifically clients who have a housing voucher but have not fully completed linkage. Exodus provided addiƟonal background on procedures such as referrals to BCNC.
o 10/30/24: Exodus HOT conducted joint outreach with the new provider, introducing them to the community and facilitaƟng connecƟons with current clients.  Final Data and Tools Shared with San Diego Rescue Mission Exodus HOT and SDRC had roughly one week of overlap in order to transfer detailed informaƟon and ensure a warm handoff.
o Outreach Tracker: Exodus HOT shared the Outreach Tracker developed with the City, in use since September 2023. It logs individual and partner‐conducted outreach, detailing locaƟons, Ɵmes, number of individuals encountered, their status, shelter referrals, reasons for declining services or unsuccessful placements, and transportaƟon needs. This data may aid future outreach planning.
o Buena Creek NavigaƟon Center Referrals Tracker: This tracker documents all BCNC referrals submiƩed to the City, including each client’s placement status. InformaƟon required for official BCNC referrals was provided to the City, with 9 referrals currently pending. o October City Referrals: This list includes each City referral submiƩed to the Exodus VistaHOT email, along with the status and purpose of each referral. Of the 16 referred clients, 9 could not be reached despite mulƟple aƩempts.
o HMIS/ CES DocumentaƟon: In preparaƟon for the program transfer, Exodus HOT disenrolled both successfully served and unengaged clients. Recognizing that some clients may return to 01/23/2025
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seek assistance, either through new referrals or renewed interest in services, HOT added detailed summary notes in HMIS to help SDRM quickly familiarize themselves with these clients' histories.
o Client TransiƟon Spreadsheet: The list of all persons being transferred to SDRM. List of clients included 34 individuals with 25 residing in a place not meant for habitaƟon and 9 in temporary shelter or at risk of homelessness.
 Key informaƟon shared on each client include:

Client Name  Last Date of  Service  Income Type
Nickname  In Clarity  Housing NOTES
Referral Source  MPA  Excluded shelter (by clt or shelter) DOB  VI‐SPDAT Completed  If "at risk," status
Contact Information  Housing Vouc her Type  Level of Case Manageme nt Needed Gender  Other Agency/ partner  Legal or Risk Concerns /Considerations Veteran              Current Location or last known  Ideas for Tr ansfer to Children and/or Partner  If unsheltered, tips how to find  Emerge ncy Contact Preferred Language  Primary / Immediate Needs  Vehicle / Pets Priority or Safety Concerns  Housing Goal  NOTES
Client Status  Housing Goal Status

4. OperaƟonal Adjustments
 Staffing
October operaƟons were managed by a limited team of one director, one case manager, and one housing navigator, all of which supported outreach and case management responsibiliƟes.  Modified Data CollecƟon
Exodus HOT abbreviated its data collecƟon to focus on increased City‐directed outreach. Adjustments included:
o Minimizing the number of data points collected, prioriƟzing essenƟal details. o Only those newly encountered clients who were interested in services were enter into the Exodus Database and All Persons Served List
 Monthly "All Persons Served" List
StarƟng in March 2023, Exodus HOT has provided the City with a monthly update on all persons served, including informaƟon such as:

Referred From  Reasons for Homelessness
Date of Entry  Engagement Status
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Enrollment Type  Funding Source
Location of Initial Contact  Date of Exit
Location Description  Exit Destination
Most Recent Living Situation  Notes All

Conclusion
Exodus HOT’s October extension successfully maintained criƟcal outreach services while transiƟoning clients to a new provider. Through efficient staffing and data management, Exodus HOT was able to meet increased outreach demands and provide quality service to individuals and families in need. Exodus was able to conƟnue providing services through the end of October without increasing the program budget.

See AƩached October 2024 Dashboard.

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ccc
c
City of Vista Homeless Services Program
4 24
42 14
18-24 25-39 40-59 60+
Age Range
(n = 84)
37 47
Female Male
Gender
(n = 84)
Race (n = 84)
White
Other
Black
Unknown
American Native
24 53
7 Hispanic or
Latino
Not Hispanic
nor Latino
Unknown
Ethnicity (n = 84)
67 17
Unduplicated Clients
Served
(n = 84)
Ongoing (67) New to Exodus (17)
1 1
1 2
3 4
6 9
15 42
Local Business
211
PATH
Code Enforcement
Family/Friend
Community Improvement…
Exodus Staff
Sheriff Department
Self-referral
Housing Department
Referral Sources (n = 84)
October 2024
Identified
Veterans
4 01/23/2025
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Oct '20 thru Sep '21
c
c
2 6
13 18
45 Unknown
Hacienda BPO
County/NCTD/Other Public
Property
COV Property or ROW not
Hacienda BPO
Private Property
Location at Referral (n = 84)
c
c Average Number of Shelter Referrals Given to Each Client: 0.13 City of Vista Homeless Services Program
October 2024
13 11
4 4 4
3 2
1 1 1 1
0 2
4 6
8 10
12 14
Referrals Provided (n = 45)
1 1
1 2
6 0 1 2 3 4 5 6 7
Haven House
Domestic Violence Shelter
La Posada
Operation HOPE
Buena Creek Navigation Center (BCNC)
Shelter Referrals Provided (n = 11)
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5 4
4 4
2 2
2 1
1 1
1 1
Other Types of Housing
Rental by client, no ongoing housing subsidy
Staying or living in a friend’s room, apartment, or house Data not collected
Rental by client, with HCV voucher (tenant or project based) Rental by client in a public housing unit
Hospital or other residential non-psychiatric medical facility Staying or living in a family member’s room, apartment, or house Long-term care facility or nursing home
Rental by client, with other ongoing housing subsidy
Permanent housing (other than RRH) for formerly homeless persons Psychiatric hospital or other psychiatric facility
Rental by client, with RRH or equivalent subsidy
16,
(19%)
30,
(36%)
38,
(45%)
Last Known Housing Status as of 10/31/2024
(n = 84)
Living in temporary accommodations with a maximum defined stay Other types of housing
Living in a place not meant for human habitation
City of Vista Homeless Services Program
October 2024
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CONTRACT FOR SERVICES
THIS "CONTRACT" isenteredintobyandbetweenthe "Parties" asof 0c_jpk0,v C a Contract Date").

1. 0 THE " PARTIES"
The " City":

CITY OF VISTA, a chartered municipal
corporation
200 Civic Center Drive
Vista, CA 92084
Working Contact: Daniel Sturman
Billing Contact: Daniel Sturman

2. 0 BASIC TERMS
The " Contractor"
San Diego Rescue Mission, INC, a
California nonprofit corporation,
120 Elm St
San Diego, CA 92101
Contact: Paul Armstrong

2. 1 The "Services" to beperformedbyContractoraresetforthinCity's Requestfor Proposals (" Exhibit A").

2. 2 Contractor desires to enter into this "Contract" with City for the Services.

2. 3 The "Project" for which the Servicesare requiredis describedin Exhibit A.

2. 4 Contractorhassubmittedto Citya Proposalto performtheServicesdated August 30, 2024 (" Exhibit B").

2. 5 The "Contract Ceiling Price" is $500, 000 per year.

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"). The Term may beextendedattheCity'soptionforanadditional12months, inincrementsofCity'schoice, fora maximum Term of 36 from the Contract Date.

3. 3 CitymayterminatethisContractupon30-days' writtennoticetoContractor. In suchevent, oruponrequestofCity, ContractorshallassembleallCitydocumentsinthe Contractor's possession, puttheminorderfor properfilingandclosing, anddeliverthe documentstoCity. Intheeventoftermination, Contractorshallbepaidforworkperformedto theterminationdate. Cityshallmakethefinaldeterminationastotheportionoftaskscompleted and the compensation to be paid.

4. 0 SCOPE
ContractorshallperformallServicesincluding, labor, materials, software, supplies, reports, and documentsforas mayberequiredfromtimetotime, inaccordancewithExhibitA. The Servicesshall be complete, and all work, materialand servicesnot expresslycalledfor in the City Services ( Non -Construction) ( RFP) 1 of 10 San Diego Rescue Mission 22422- 61 00022422 8
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EXHIBIT 11
ProposalwhichmaybenecessarytocarryouttheContractingoodfaith, shallbeperformedby theContractoratnoincreaseincosttoCity. Intheeventofaconflictbetweentheprovisionsof Exhibit A and Exhibit B, the provisionsof Exhibit A shallcontrol.

5. 0 COMPENSATION

5. 1 Cityshall pay Contractoron a time and materialrateas set forth in Exhibit B for the Services to be performed.

5. 2 Aninvoiceforpaymentshallbesubmittedinaformsatisfactoryto City. Ata 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 Changesin, additionsto, ordeductionsfromtheServices, includingincreasesor decreasesin the quantityof any itemor portionof the Services, shall be set forth in a written changeorderexecutedby City and bythe Contractorwhich shall specify:

5. 3. 1 The changes, additions, and deductions to be made.

5. 3. 2 TheincreaseordecreaseincompensationduetheContractor, if any.

5. 3. 3 Adjustmentinthe time of completion, if any.

5. 4 Contract Ceiling Price

5. 4. 1 In noeventshallCitybeliableforpayingmorethantheContractCeiling Price for Contractor's services rendered under this Contract.

5. 4. 2 If it becomesforeseeablethatContractorwillneedto performservices suchthat the cumulativetotal of coststo Citywill exceedthe maximum permitted by this Contract, any such cost overrun will be handled pursuantto the changeorderprocedurein Chapter3.08. City and ContractorrecognizethatCitylacksauthoritytoexceedthecostceiling without the express authorization of the City Council. If the maximum cost to CityforthisContractisexceededunexpectedly, paymentshallbe madeas mutuallyagreeableand disputesshall be handledpursuantto this Contract, butwork shallcease as soonas is reasonablyfeasibleonce the cost ceilingplusallowablechangeorders, if any, is exceeded.

5. 5 Exceptasprovidedin ExhibitB, Contractorshallnotbereimbursedforany expenses incurred in rendering services under this Contract.

6. 0 CONTRACT DOCUMENTS
TheContractcomprisesthefollowingdocumentsincludingalladditions, deletions, modifications andappendicesandalladdendasettingforthanymodificationsorinterpretationsofanyof these documents: Documents required under Exhibits A— E.

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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 B.

8. 0 ASSISTANCE BY CITY
All information, data, records, reports, and mapsas are in possessionof Cityand necessaryfor thecarryingoutofthisworkshallbeavailableto Contractorwithoutcharge. Cityshallmake available to Contractor members of its staff for consultation with Contractor in the performance ofthisContract. Citydoesnotwarrantthattheinformationdata, records, reports, andmaps heretoforeorto beprovidedto ContractorarecompleteoraccurateandContractorshould satisfyitselfasto accuracyandcompleteness. CityandContractoragreethatCityshallhaveno liabilityshouldanyinformation, data, records, reports, andmapsbeinaccurate, incomplete, or misleading. Unlessprovidedin ExhibitA, nootherassistanceshallbeprovidedbyCityto Contractor.

9. 0 STANDARD OF PERFORMANCE

9. 1 Contractor represents and warrants that it has the training, qualifications, experience, and facilitiesnecessaryto properlyperformthe Servicesrequiredunderthis Contractin a thorough, competent, and professionalmanner. At all times Contractorshall faithfully, competentlyandto thebestof itsability, experience, andtalent, performallservices describedherein. In meetingits obligationsunderthis Contract, Contractorshallemploy, at a minimum, generallyacceptedstandardsandpracticesutilizedbypersonsengagedin providing services similar to those required of Contractor under this Contract.

9. 2 Contractorshall keepitself informedof and complywith all applicablefederal, state, and local laws, statutes, codes, ordinances, regulations, and rules in effect during the Term of this Contract. Contractorshallobtainany andall licenses, permitsand authorizations necessaryto performtheservicessetforthinthisContract, includinganybusinesslicenses requiredby City. NeitherCity, nor anyelectedor appointedboards, officers, officials, employees, oragentsofCity, shallbeliable, at lawor inequity, asa resultofanyfailureof Contractor to comply with this Section.

10. 0 CONTRACTOR' S STATUS; CONTRACTOR' S EMPLOYEES

10. 1 Contractorshall performthe servicesprovidedfor hereinin Contractor's own way asan independentcontractorandin pursuitof Contractor's independentcalling. Contractoris notto beconsideredanemployeeof City, norshallanyemployeesof Contractorbeconsidered employeesof City, foranypurpose. Contractorshallbeunderthedirectionandcontrolof City staffonlyastotheresultsto beaccomplished. ThisContractis notintendedto createthe relationshipof partnership, joint venture, or associationbetweenCity and Contractor.

10. 2 Contractor represents and warrants that all design professional services, if any, shallbeprovidedbya personor personsdulylicensedbytheStateof Californiato providethe type of services described in Exhibit A.

10. 3 NeitherContractor, nor any of Contractor's officers, employees, or agents, shall obtainanyrightsto retirement, healthcareoranyotherbenefitswhichmayotherwiseaccrueto City Services ( Non -Construction) ( RFP) 3 of 10 San Diego Rescue Mission 22422- 6100022422 8
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City's employees. ContractorexpresslywaivesanyclaimContractormayhaveto anysuch rights.

10. 4 Contractor is aware of the requirements of the Immigration Reform and Control Actof 1986andshallcomplywiththoserequirements, including, butnotlimitedto, verifyingthe eligibility for employment of all of Contractor' s officers, employees, agents, and subcontractors that are included in this Contract.

10. 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 norContractor's officersor employeesareentitledto anysalaryorwages, orretirement, health, leaveorotherfringebenefitsapplicableto employeesoftheCity. Citywillnotmakeanyfederal orstatetaxwithholdingson behalfof Contractor. Cityshallnotberequiredto payanyworkers' compensation insurance on behalf of Contractor.

10. 6 Contractoragreesto defendand indemnifyCityfor anyobligation, claim, suit or demandfor tax, retirementcontributionincludingany contributionto the PublicEmployees RetirementSystem (PERS), socialsecurity, salaryorwages, overtimepayment, orworkers' compensationpaymentwhich City maybe requiredto makeon behalfof Contractoror any employeeof Contractor, or anyemployeeofContractorconstruedto beanemployeeof City, for work done underthis Contract. This is a continuingobligationthat survivesthe terminationof this Contract.

11. 0 CIVIL RIGHTS

11. 1 Contractoragreesto complywith Title VII of the Civil RightsAct 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.

11. 2 Contractorshall not knowinglydeny an opportunityor benefit, discriminate againstorharass, anyemployeeorapplicantforemploymentonaccountoftheperson's race, color, ethnicity, nationalorigin, ancestry, religion, creed, veteranstatus, physicaldisability, mental disability, medical condition, marital status, sex, sexual orientation, age, or other status protectedfromworkplacediscriminationby stateor federallaw.

11. 3 Contractorshallnotknowinglygivepreferentialtreatmentto anyapplicantfor employmentonthe basisof race, color, ethnicity, nationalorigin, ancestry, religion, creed, physical disability, mental disability, medical condition, marital status, sex, or sexual orientation.

11. 4 This section shall be interpreted in a manner that is consistent with the California andUnitedStatesConstitutionsandapplicablestateandfederalstatutesgoverningworkplace discrimination. Thetermsusedinthissectionshallhavethesamemeaningasdefinedinstate statutes governing the same subject matter.

11. 5 Nothinginthissectionshallbeinterpretedasprohibitingbonafideoccupational qualificationsconsistentwith applicablestate and federallawand reasonablynecessaryto the normaloperationof Contractor. Nothinginthissectionshallbeinterpretedasprohibiting regulations and policies to prevent nepotism or conflicts of interest.

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11. 6 NothinginthisSectionshallbeinterpretedas prohibitingactiontakento establish ormaintaineligibilityforanyfederalprogram, whereineligibilitywouldresultina lossoffederal funds to City.

11. 7 To the fullest extent permitted by law and without limitation by the other provisionsof this Contractrelatingto indemnificationand insurance, Contractorshallalso indemnify, defendandholdharmlessCity, anditsdirectors, officers, employeesandagents fromandagainstallliability (includingwithoutlimitationallclaims, damages, penalties, fines, andjudgments, associatedinvestigationand administrativeexpenses, anddefensecosts, includingbutnotlimitedto reasonableattorneys' fees, courtcosts, andcostsof alternative dispute resolution) resultingfrom any claim of discriminationor harassment, includingbut not limitedto sexualharassment, arisingfrom the conductof the Contractoror anyof the Contractor' s officers, employees, agents, licensees, or subcontractors. In the event of a discrimination or harassment complaint against any employee, agent, licensee or 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 appropriatedisciplineof any responsibleemployee, agent, licenseeor subcontractors. The provisionsof this Sectionsurvivecompletionof the servicesor terminationof the Contract.

12. 0 CONTROL OF SERVICES
EachPartyshallappointa representativewhoshallhavetheauthorityto representandactfor that Party (" Representative"). Any writtenor verbaldirectionsor requestsof 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 changeorder, coordinatethe workof all subcontractorsand makeother decisions pertaining to the Contract.

13. 0 ASSIGNMENT AND SUBCONTRACTING

13. 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 percent (25%) of the presentownershipand/or controlof Contractor, taking all transfersintoaccounton a cumulativebasis. Inthe eventof any such unapprovedtransfer, includingany bankruptcyproceeding, this Contractshallbe void. No approved transfer shall release the Contractor or any surety of Contractor of any liability hereunder without the express consent of City.

13. 2 Contractorshall be fully responsibleto the Cityfor any acts andomissionsof Contractor's subcontractor, includingpersonseitherdirectlyor indirectlyemployedby subcontractor, in the event Contractor subcontracts any of the work to be performed under this contract. Contractor's responsibilityunderthis paragraphshall be identicalto Contractor's liabilityfor acts and omissionsof Contractorand employeesof 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 subcontractorof a subcontractorby the terms of this contractapplicableto Contractor's work, unless such change, omission, or addition is approved in advance in writing by the City Manageror the City Manager's designee. All subcontractorsare subjectto the priorwritten review and approval of the City Manager or the City Manager' s designee.

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14. 0 LICENSES
If a license of any kind, which term is intended to include evidence of registration, is required of Contractor, itsemployees, agents, or subcontractorsby federal, state, or locallaw, Contractor warrantsthat such licensehas beenobtained, is validand in good standing, andthat any required bond has been posted in accordance with all applicable laws and regulations.

15. 0 FINANCIAL RECORDS

15. 1 Contractor shall maintain any and all documents, ledgers, books of account, invoices, vouchers, canceledchecks, or recordsdemonstratingor relatingto Contractor's performanceof servicespursuantto this Contractor evidencingor relatingto expendituresand disbursementschargedto City pursuantto this Contract. Any and all suchdocumentsor records shall be maintainedin accordancewith generallyacceptedaccountingprinciplesand shall be sufficiently complete and detailed so as to permit an accurate evaluation of the services providedby Contractorpursuantto this Contract. Any and all suchdocumentsor recordsshall be maintained for three years from the date of execution of this Contract and to the extent requiredbylawsrelatingto auditsof publicagenciesandtheirexpenditures. It isexpressly understood and agreed that the provisions of this Section will survive termination of this Contract.

15. 2 Any and all recordsor documentsrequiredto be maintainedpursuantto this Sectionshallbemadeavailablefor inspection, auditandcopying, atanytimeduringregular business hours, upon request by City or its Representative. Copies of such documents or recordsshall be provideddirectlyto the Cityfor inspection, audit andcopyingwhen it is practical to do so; otherwise, unlessan alternativeis mutuallyagreedupon, suchdocumentsand 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.

16. 0 OWNERSHIP OF DOCUMENTS

16. 1 Upon delivery, the work product, including without limitation, all original reports, writings, recordings, drawings, files, computer code, and detailed calculations developed under this contract, are the property of City. Contractor agrees that all copyrights which arise from creationof the work pursuantto this contractshall bevested in Cityand herebyassigns, waives, andrelinquishesallclaimsto copyrightorotherintellectualpropertyrightsinfavorofCity. City acknowledgesthat its use of the work productis limitedto the purposescontemplatedby the scopeof Servicesandthat Contractormakesno representationof the suitabilityof the work productfor use in or applicationto circumstancesnot contemplatedby the scopeof Services. If Contractoris providingcopyrighted, proprietarymaterialsinthe performanceof the Services, thenthe intellectualpropertyprovisionsof Exhibit B shall prevailoverthe provisionsof this section.

16. 2 Contractorrepresentsthat it hassecuredall necessarylicenses, consents, or approvalsto usethe componentsof any intellectualproperty, includingcomputersoftware, used inthe renderingof servicesand the productionof the work productproducedunderthis Contract, and that City has full legal title to and the right to reproduce such materials. The Contractorcovenantsto defend, indemnifyandholdCityharmlessofanyloss, claimor liability in anyway relatedto a claimthat they are violatingor haveviolatedanyfederal, state or local laws, or any contractualprovisions, relatingto trade names, licenses, franchises, patentsor other means of protecting interests in products or inventions. Contractor shall bear all costs City Services ( Non - Construction) ( RFP) 6 of 10 San Diego Rescue Mission 22422- 6] 00022422 8
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arisingfromtheuseofpatented, copyrighted, tradesecretortrademarkedmaterials, equipment, devices, or processesusedon or incorporatedinthe servicesand materialsproducedunder this Contract. In case such materials, equipment, devices, or processes are held to constitute an infringement and their use is enjoined, Contractor, at its expense, shall: (a) secure for City the rightto continueusingthe materialsby suspensionof any injunctionor by procuringa licenseor licensesfor the City; or (b) modifythe materialsso thatthey becomenon -infringing.

17. 0 CONFIDENTIALITY

17. 1 Contractor shall treat all information obtained from City in the performance of this Contractas confidentialand proprietaryto City. Contractorshall treat all recordsandwork productpreparedormaintainedbyContractorintheperformanceofthisContractas confidential.

17. 2 Contractor agrees that it will not use any information obtained as a consequence oftheperformanceofworkforanypurposeotherthanfulfillmentofContractor's scopeof Services. Contractorwill not discloseany informationpreparedfor City or obtainedfrom Cityor obtainedas a consequenceof the performanceof workto any personotherthan 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.

18. 0 CONFLICT OF INTEREST REQUIREMENT
Contractor agrees that, to the extent applicable, it shall comply with and be bound by all laws andregulationsderivingfromtherelationshipoftheContractortotheCity, includingthePolitical 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 regulationspromulgatedthereunder (collectively "ConflictLaws"). As a condition precedent to the formation of this Contract, Contractor warrants and covenants that it is adequately informed regardingtheobligationsanddutiesimposedbytheConflictLawsandthatto thebestof Contractor' s knowledge and belief, there exists no conflict of interest ( under the laws) that would disqualifytheContractorfromparticipationinanydecisionsarisingoutoftheperformanceof this Contract. Priorto commencementof anywork in the performanceof this Contract, Contractorshallcomplywithanyapplicablerequirementsof Chapter2.32oftheVistaMunicipal Code, includinganyrequirementto filea financialdisclosurestatementwiththeCityClerk.

Contractor further agrees that no employee, agent or subcontractor for Contractor shall perform anyworkfortheCitypursuantto thisContractwhichwillviolatetheConflictLaws.

19. 0 PROHIBITION OF FINANCIAL INTEREST BY CITY OFFICIAL Contractorwarrantsandcovenantsto Citythat no City Officialhas or will haveany currentor future financial interest in this Contract as of the date approved, nor shall Contractor promise, offer, or enter intoanywritten, oral or impliedContract, to provideany financialinterestor remunerationofanykindor mannerto anyCityofficialwithrespectto thisContract. For purposesofthisSection, theterm "CityOfficial" shallmeanandincludeanyelectedor appointedofficerof City, anyemployeeof City, oranyspouseorfinancialdependentof a City officialor employee. A violationof this provisionshall renderthis Contractnulland void and Contractor shall be subject to restitution of all fees or money paid or earned under this Contract.

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20. 0 INDEMNIFICATION

20. 1 Contractorshalldefend, indemnifyand hold City and its officers, officials, employees, and volunteers ( collectively, " Indemnitees") harmless against any and all liability, loss, damage, fine, penalty, expense, claimor cost (includingwithoutlimitationcosts andfees of litigation) of every nature (collectively, "Liability") arising out of or in connection with this Contractor its performance, includingdefectsin design, except: (1) Liability caused by Indemnitees' solenegligenceorwillfulmisconduct; or (2) forLiabilitycausedbyIndemnitees' activenegligence, inwhichcasetheindemnityreceivedbyIndemniteesshallbereducedbythe amount: (i) that Indemnitees' activenegligencecontributedto the Liabilityon a comparative basis; or (ii) such otheramountas maybe requiredby law ("Duty of Indemnification").

20. 2 Contractor, on behalfof itselfandallpartiesclaimingunderorthroughit, hereby waivesall rightsof subrogationand contributionagainstIndemnitees, whileactingwithinthe scopeof their duties, fromall claims, lossesand liabilitiesarisingout of or incidentto activities or operationsperformedby or on behalfof the Contractorregardlessof any prior, concurrent, or subsequent active or passive negligence by the Indemnitees. In the event there is more than one person or entity named in the Agreement as a Contractor, then all obligations, liabilities, covenants, and conditionsunderthis instrumentshall bejoint andseveral.

21. 0 INSURANCE AND BONDS
Contractorshall complywith the insuranceprovisionsset forth in Exhibit C.

22. 0 SERVICE OF NOTICE

22. 1 Any notice, whicheither Partymaydesireto giveto the other Party, mustbe in writingandmaybegivenbypersonaldeliverytotheParry's Representativeor byovernight courierservicetotheParry's addresssetforthinSection1.0. Noticemayalsobegivenby mailingit byregisteredorcertifiedmail, returnreceiptrequested, totheotherPartyatthe addressset forth in Section1.0. Any noticegiven by mailwill be deemedgiven48 hoursafter suchnoticeisdepositedinthe UnitedStatesmail, addressedasprovidedwithpostagefully prepaid.

22. 2 A Partymay changeits addressby givingnoticeas providedabove, andthe changed address shall thereafter be deemed to be the address set forth in Section 1.0.

23. 0 LABOR LAW COMPLIANCE
CaliforniaLabor Code Sections 1860 and3700 providethat everycontractorwill be requiredto secure the payment of compensationto its employees. In accordancewith the provisions of CaliforniaLaborCodeSection1861, Contractorherebycertifiesas follows:

I amawareoftheprovisionsof Section3700oftheLaborCodewhichrequireevery employer to be insured against liability for worker' s compensation or to undertake self- insuranceinaccordancewiththeprovisionsofthatcode, andIwillcomplywithsuch provisions before commencing the performance of the work of this contract."

24. 0 SURVIVAL OF COVENANTS
Contractor' s obligations under Sections 16, 17 and 20 shall survive the termination of this Contract.

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25. 0 SPECIAL PROVISIONS
This Contractis subjectto, and Contractorshallcomplywith, the special provisionsreferenced in Exhibit E, if any.

26. 0 EXHIBITS
All documents referenced as exhibits in this Contract, or referenced in an exhibit to this Contract, are incorporated herein.

27. 0 APPLICABLE LAW, VENUE
This Contract shall be construed and enforced under the laws of the State of California. If any actionis commencedby any Partyto this Contract, such actionshall befiled in a court of competent jurisdiction within the County of San Diego, California.

28. 0 COUNTERPARTS; ELECTRONIC SIGNATURES; ELECTRONIC DELIVERY ThisAgreementmay beexecutedin separatecounterparts, none of which needcontainthe 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 scannedor electronicallyreproducedcopy or imageof this Agreementbearingthe signaturesof 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 unavailabilityof suchoriginalexecutedAgreementor counterpartthereoffirst be proven.

Further, the exchange of this entire executed Agreement ( and/ or such exhibit( s) or document( s)) that is in photostaticor portabledocumentformat (.pdf) form by electronicmailor by another electronic means shall be considered original( s) and shall constitute effective execution and delivery of the original( s).

29. 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 regardingthe subjectmatterof this Contract. Thereis no otherwritten 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 10.]
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30. 0 EXECUTION
IN WITNESS WHEREOF; the Parties hereto have executed this Contract as of the Contract Date.

City" " Contractor'
CITY O VISTA, a artered municipal SAN DIEGO RESCUE MISSION, INC, a corporaVon ril I C - California nonprofit corporation
By: V" y wv-
JOHN RANKI_ AYOR
ATTEST:

KATHY VALDEZ, CITY CLERK
By:

APPROVED AS T,] FORM:

WALTER CALLING IT TTORNEY
By: w
RISK MANAGEMENT REVIEW:

DOLORES GASCON, RISK MANAGER
RY2-
By:

Name/ Title
By:

Name/ Title

APPROVED
Walter C Chung
20241001151321
City Services ( Non - Construction) ( RFP) 10 of 10 San Diego Rescue Mission 22422- 6] 00022422 8
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30. 0 EXECUTION
IN WITNESS WHEREOF; the Parties hereto have executed this Contract as of the Contract Date.

City"
CITYOFVISTA, agarteredmunicipal
corporation. / . , . I .

JOHN

KATHY VALDEZ, CITY CLERK
By: T /
APPROVED AS O FORM:

WALTER IUNG I TTORNEY
By:

RISK MANAGEMENT REVIEW:

DOLORES GASCON, RISK MANAGER
Contractor'
SAN DIEGO RESCUE MISSION, INC, a
California nonprofit corporation
By:
xL CEO
Name/ Title
0 NamelTitle
City Services ( Non -Construction) ( RFP) 10 of 10
122422-6100022422 8

APPROVED
Walter C. Chung
20241001151321
San Diego Rescue Mission
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EXHIBIT A

REQUEST FOR PROPOSALS
000224228 Exhibit A
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Submittal Date: August 30, 2024

CITY OF VISTA
C A L I F 0 R N I A
City of Vista
Housing & Homeless Services Division
STRATEGIC PLAN TO ADDRESS HOMELESSNESS:

Street Outreach
Request for Proposals

RFP GUIDELINES
Applications Available
Application Due Date
Strategic Plan to Address Homelessness:

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August 30, 2024
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Submittal Date: August 30, 2024
I. INTRODUCTION AND PURPOSE
The City of Vista (" City") is soliciting written proposalsfrom qualified serviceprovidersto provide street outreachand casemanagementserviceswhile utilizingtrauma -informed andperson -centeredapproaches to connect PersonsExperiencingHomelessness (PEH) within the city of Vistawith appropriate resources.

Practices and approaches to street outreach shall be aligned with the Continuum of Care's Communrt Outreach Standards.

City Overview
TheCityof Vistaislocatedsevenmilesinlandfromthe PacificOceanin northernSanDiegoCountyandis approximately 19 square mileswith a population of 99,723 (CA Department of Finance, 2024). The City operates its own Fire Department and contracts with the San Diego Sheriff' s Department for law enforcementservices. TheCityisanentitlementcitythat receivesCommunityDevelopmentBlockGrant CDBG) funds; however, the Citydoesnot receiveotherfederal fundingsourcessuchasHOME, HOPWA, or ESG. The HousingAuthority of San DiegoCounty administersVista's Section8 HousingChoiceVoucher program.

Background
At the 2018- 2020goal setting workshop, the City Councilidentified a needto developa strategic planto address homelessness. On March 10, 2020, the City Council adopted the Strategic Plan to Address Homelessness ( Strategic Plan) which identifies three specific goals: ( 1) preventing homelessness; ( 2) improvingquality of life, and (3) reducinghomelessness.

This Request for Proposals (RFP) solicits the services of an experienced homeless services provider who will performstreetoutreachandcasemanagementat the City's direction, coordinatingwith Citystaffandas necessarywiththe RegionalTaskForceon Homelessness (leadagencyof the CoC), Countyof SanDiego's Health and HumanServicesAgencyrepresentatives, mental health and substanceuse providers, CalAIM providers, Workforce Development, public benefits administrators, and other community - based organizations. The Vista Sheriff' s Department will assistin coordination, support and safety when addressing unsheltered homelessnessas necessaryor requested, in accordancewith the Continuumof Care's Policy Guidelines or Regional Res onse for Addressing Unsheltered Homeless Encampments throughout San Diego County.

II. CITY EXPECTATIONS
TheCityis seekinga serviceproviderwhohasdemonstratedexpertisein workingwith andmeetingthe needsof those mostvulnerablein our community, and who understandsthe unique needsof peoplewho are experiencing homelessness ( PEH). Experienceworking with and navigatingthe regionalprogramsfor PEH, aswell as knowledgeof the localcommunity needs, ability to coordinate with multiple stakeholders, and understandingof the needsof the diversegroupswithin the populationexperiencinghomelessnessare required. The contracted serviceprovider will be required to participate in regular meetings, both public andprivate, at the directionof Citystaff. Thecontractedserviceproviderwill provideat minimum, a bi- annualreportto the CityCouncilthat includesanonymizedclientdata, detailedprogramactivities, and itemizedexpenditures. Additionalreportingmetricssuggestedbythe selectedproviderarealsoencouraged.

This RFPsets forth the requirements of the solicited activities and contains the guidelines by which each proposal must include.

III. FUNDING AND METHOD OF PAYMENT
Servicesprovidedunderthecontractshallnotexceed $500,000annually, withservicesanticipatedto begin Strategic Plan to Address Homelessness:

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on September 25, 2024. Proposals should describe the services the organization is able to commit to within theallocatedbudget. Theselectedserviceproviderwillsubmitinvoicesto the City, whichmustincludea detailedbreakdownof theservices, thetasks, thehours, hourlyrates, andallappropriatebackup.

IV. ELIGIBILITY CRITERIA
Nonprofit organizations, FederallyQualified Health Centers, government agencies, and neighborhood organizationswith experienceworkingwith PEHutilizingatrauma -informedandperson -centeredapproach, are eligible to apply. Proposals should incorporate a combination of program management, street outreach, andpeersupportpersonnel. A LicensedClinicalSocialWorkeronstaffin a managementroleispreferred.

Proposersmust be knowledgeableof housingprograms, includingCountySection8 HousingChoice vouchers and local homeless service programs. Nonprofits must be incorporated as a nonprofit in California by the proposal submittal date.

Respondents to the RFPmust be able to sign the City's standard contract for services (sample included as Exhibit A). As specified in the contract, GeneralLiability Insurance, Automobile Liability Insuranceand Workers Compensation Insurance are required at the time of the execution of the standard contract for services.

V. SCOPE OF SERVICES
The City is seekingto partner with an organizationthat can providefull-time outreach workersto conduct proactivestreet -basedcasemanagementandcoordinatecitywidecaseconferencingutilizinga By -Name - List, workwiththeVistaSheriffsDepartmentattheCity'sdirection, alongwithotheragenciesthat regularly come into contactwith PEH. The role of the serviceproviderwill be to providesupport for PEHwithin the City, connectpeopleto the servicesthey need in order to makemeaningfulstepstowardsexiting homelessness, anddevelopa By -NameListusingdatacollectedexclusivelyfromthe City -fundedprogram.

Thegoalof theseservicesisto createaclearpathwayto permanenthousingandhelpingto ensurelong term housing retention in order to make homelessness a rare, brief, and a onetime experience. Proposals shalldescribehowthey will achievethe following Cityobjectivesandservices.

Providestreet -basedoutreachandcasemanagementservicesindependentlyandin coordinationwith the County's HealthandHumanServicesAgencyrepresentatives, mental healthproviders, VistaCOPPS Unit, and other localserviceprovidersas appropriate. Theseserviceswill be providedin the field ensuring to meet the client where they are needed. These serviceswill be low barrier following a Housing First approach.

Staffapositionto receiveandfollowupwithcallsforself -referralsandcitizenconcernsregardingknown PEH in the area.

CompleteacomprehensiveBiopsychosocialassessmentforeachclientanddevelopadetailedindividual service plan that includesbut is not limited to: identifying barriersto housing, physical, dental, and behavioralhealthneeds, andincomegoals. Theplanshallincludeatimelineandmeasuresfor achieving eachclientgoalandstrategiesto addresscurrentbarriersto housing. Reviewandupdateeachcaseplan to monitor progress towards goals as the clients' needs change. Empower clients to become involved in their own planningand goal setting. The City of Vista will require the serviceprovider to utilize the County -wide CoordinatedEntrySystem (CES), timely and complete entry of client -level data through HMIS (Clarity) accordingto standardguidelinessetforthbyRTFH, aswellasserviceprovider'sadditional client assessment and tracking tools as necessary. All data collected must be shared with designated City staff aside from their entry into Clarity.

Strategic Plan to Address Homelessness:

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Linkclientsto availablehousing, medical, mentalhealth, addictionandrecoveryservices, food, clothing, transportation, employment, SocialSecurityRetirement/SocialSecurityDisability, financial, and other appropriate services based on the client' s individual plan. Assist clients with enrolling in mainstream benefits and obtain identification (e.g. CaliforniaDriver's License, CaliforniaIdentification Cardand/or SocialSecuritycard). Assistingclientswithnoor minimalincometo obtainincomeisapriorityandisa keyfactorinlonger -termhousingstability. Proposershouldincludeflexfundsintheirproposedbudget to assistwith theseservices, includingcostsfor storageof personalproperty and pet care.

Provideongoingcasemanagementrelatedservicesto clients, to include: advocacyandsupportto assist with removingbarriers and achievingstated goals; ongoingassessmentof individual needsincluding housingstability, mentaland physicalhealthneeds, substanceusetreatment, and overallsafety; developmentandreviewoftheirserviceplans, coordinationofserviceplanitems; coordination, referral and connection to other serviceprovidersand community resources; crisisintervention services; and liaisonoradvocacyservicesto helpremovebarriersforclients. Thisincludescommunicationwithother communityserviceproviders, medicalandmentalhealthproviders, treatmentandrecoveryproviders and family members.

Assistclientsto identifyinterimandpermanenthousingoptionsbasedontheir individualizedservice planandcoordinatewithCitystaff, includingtheHousingSpecialist, to identifyavailablehousingoptions that are appropriatefor clients, and work to obtain andmaintain permanenthousingwith the clientfor a periodof upto twelvemonthsafterhousingplacement. Developalong-termsupportplanto ensure residents previously experiencing homelessnessmaintain housing and continue to achieve other personalized goals.

DevelopaBy -NameListof allindividualsengagedwithduringoutreachactivitiesusingdatacollected exclusivelyfromCity -fundedactivities. TheBy -NameLististo beusedasa meansof measuringhow manyindividualsareactivelyexperiencinghomelessness, aswellasthe in- andout -flowof individuals experiencinghomelessness, in Vista. Leadmonthlycaseconferencingwith Citystaffandpartnersto coordinate resources and appropriate response to the various needs of PEHin Vista.

Inadditionto providingahomelessstreetoutreachteam, provideamultidisciplinaryoutreachteamto engagewith PEHingreatestbehavioraland/or physicalhealthneedswhichinclude, butarenotlimited to, severementalillness, debilitating levelof substanceusedisorder, andsevereco-occurringconditions e. g. mentalillnessandsubstanceusedisorder). Thecompositionof the multidisciplinaryteamshould include the combination of a clinical outreach specialist, peer support specialist, housing specialist, mental health clinician, nurse practitioner, medical triage/care professional, and/or substanceuse disorder counselor. The multidisciplinaryteam should betailored to meet the significantneedsof PEH engagedwiththegoalof resolvingthe uniqueissuesthat createa strugglefor the PEHto engagewith system resources and are in need intensive continuity of care.

Maintain regular communication, both written and verbal, with the Vista COPPSunit and Housing & Homeless Services division staff. Attend regular public and private meetings, including the monthly StandingCommitteeMeetingon Homelessnessand CityCouncilMeetings, to reviewand discuss caseload and overall progress.

Strategic Plan to Address Homelessness:

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Workwith the VistaCOPPSunit andHousing & Homeless Services division staff to maximize partnerships with other local service providers, community organizations and individuals to cultivate resources and stayconnectedto the changingneedsof the community.

AttendregularHomelessOutreacheventscoordinatedbythe Cityandotherpartnersto helpconnect PEHto necessary services.

Proposerunderstandsthat theServicesentailrepeatedinteractionswith at -riskpopulationsthat may be experiencing mental health disorders or substance abuse issues. The successfulProposer is responsiblefor ensuringthesafetyoftheirpersonnelwhileperformingtheServicesandforcoordinating with the Vista Sheriff's Department for law enforcement intervention, as -needed. The successful Proposer shall inform City staff of any threats and/ or acts of violence that occurs between their personnel and PEHduring the performance of the Services.

Completeaccurateandthorough documentationin atimely manner. Maintain documentationof client meetingsand interactions, includingconversationsandprogresstowards goals. Maintain dataon each programparticipantandprogrammilestones, andprovidereportsandmonthlyinvoicesasrequiredby the City. Proposermustalsocomplywith RTFHguidelineswhen enteringdata into HMIS.

IdentifygapsinhomelessservicesandassistanceneedsinVista. Inaddition, developawrittenreportof recommendations for community and program improvements in support of the Strategic Plan. The report is due to City at the end of each contract term.

Furnishand cover all costsfor general office supplies, printing, and postageassociatedwith normal office and service operations related to case management duties.

Participate in community meetings related to the Strategic Planto Address Homelessnessor case management duties.

Proposermustidentifya primarypointof contactresponsiblefor communicationswith andreporting to the City and its designees.

VI. PROPOSAL SUBMISSION
ToreceiveaddendaandsubmitaProposal, ProposermustregisterafreeaccountwiththeCity'sElectronic Bidding System, OpenGov Procurement, at https:// secure.p—r—ocurenow. com/ portalZcitvofvista. No hard copy proposalswill be accepted. Onceregistered, Proposermust downloadthe RFPwhile loggedin undertheir own nameand identification numberto appearonthe ElectronicProspectiveBiddersListasa "Prospective Bidder." Proposers that fail to download the RFPwill not appear on the Electronic Prospective Bidders List and their Proposalwill be considerednon -responsive. If a Proposeris unableto register or downloadthe RFPfrom OpenGov Procurement, a Proposer representative may contact OpenGov Procurement to troubleshoot the problem.

All ProposaldocumentsmustbeuploadedusingOpenGovProcurementpriorto the ProposalSubmission Date as instructed in this solicitation. Once file(s) have been uploaded and the Submission Status shows as Submitted" the submissioniscomplete. At that point the Proposerwill receiveanemailconfirmation from OpenGov Procurement.

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TheCityreservesthe rightto extendthedatebywhichproposalsaredueviaaddendum. Tobeconsidered, Proposals shall be submitted through OpenGov Procurement no later than the Proposal Submission Date.

OpenGovProcurementwill determine the official time for the advertised ProposalDue Date and such determination will be final. Any Proposalsnot receivedin a timely manneron the ProposalDue Date, as described above, will not be considered.

Proposers understand that an award for this RFPis contingent upon the award of ERF3to the City, and the Cityreservesthe right to cancelthis RFPat anytime.

Questions on this RFP
Allprojectrelatedquestionsandrequestsfor clarifications, changes, exceptions, anddeviationstotheterms and conditions set forth in this RFPshall be submitted via " Q&A" through the City's Electronic Bidding System, OpenGovProcurement. Phone call questions will not be accepted. Answersto all submitted questionswill beprovidedinanaddendumthroughOpenGovProcurement. Questionsmustbesubmitted prior to the deadline specified in the RFPSchedule, above.

VII. PROPOSAL INSTRUCTIONS
Proposals should include at a minimum the following elements:

1. Cover letter. A cover letter shall summarizekeyelements and guarantee that key personnelwill be committedto performtherequiredtasksthroughoutthedurationofthecontract. Thecoverlettershall belimitedto two (2) pagesandshallincludeacontactname, email, phonenumberandfulladdressfor the proposer. Thecoverlettermustprovidea briefoverviewof the proposer'squalifications, list key personnelandareasof responsibility, demonstratethatthepersonnelhavetheknowledgeandskillsto providestreetbasedcasemanagement, andhousingstabilizationservicesasdescribedinthisRFP, and emphasizesimilarcontractsor projectsthat requiredthe performanceof similartasks. Thecoverletter shallincludea statementthat the proposercanmeetthe City's insurancerequirementsandis prepared to executethe City's standardcontract for servicesaswritten, and will not makeany changesto the projectterm withoutauthorizationof the City. In cases, wherea teammembervoluntarilyleavesan agency, the proposershall provide the City a proposalfor a substitute team member subjectto the approval of the City.

2. Approach. Providea detaileddescriptionof the approachto the project, includingsuggestedactivities and methodologiesto be usedwhen providingthe Servicesfor PEHin the Cityof Vista. Suchactivities mayinclude: strategiesto engagewith individualswho are unshelteredwith considerationsto the uniqueneedsof the diversegroupswithinthe unshelteredcommunity; plansfor coordinatingwith shelterand housingproviders, treatment providers, employmentand educationalprograms, legal services, andothergovernmententities; useof proposedflexfunds; approachesto localcoordination with communityserviceproviders; plansfor trackingdemographic, quantitativeandqualitativedata; use of any evidenced based practices; evaluation criteria and any other elements the organization may propose. Proposals should cite previous experience with such work and take into consideration the objectives identified in the Scope of Services.

3. Staffing. Identifyanddescribeprogramstaff, qualificationsandprofessionalexperience, alongwith proposed weekly time commitment towards this project.

4. Budget. Pleaseprovide a simple 12-month project budget describing staff rates and labor hour estimates. Identifystaffbenefitsandadministrationcosts, if applicable. Budgetmayincludeflexfunds for client needs such as transportation, new identification cards, etc. The City will review budget Strategic Plan to Address Homelessness:

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proposalsto determine maximumvalue, effectiveness, approach, and performanceof work within a reasonablebudget. Proposalsmust identify potential milestonesthat will trigger paymentsdue. Note in -kindsupportsif applicable, or if leveragingotherexistingresourcesisplanned.

Schedule. Includea proposedannualproject schedule, includingkeyproject tasks, deliverables, specific timelines and sequence.

VIII. Review of Proposals
Proposalswill be reviewedfor completenessand accordingto the City's evaluation criteria. Incomplete and/orlateproposalsmaybedisqualified. TheCitywillreviewandevaluateallproposalsfor responsiveness to this RFPto determinewhether the respondentpossessesthe professionalqualificationsnecessaryforthe satisfactory performance of the services required. The City will also investigate qualifications of all respondentsto whomthe awardisconsidered, and mayrequestclarificationof proposalsdirectlyfrom one or more proposers. In reviewingthe proposals, the Citywill considerthe following evaluationcriteria (100 points total):
a
Qualityof the approach, clarity, rationaleandfeasibility (25 points) Organization'sexperiencewith projectsof similartype (20points) Project staff experience and expertise ( 15 points)
Proposedproject scheduleandoutcomes (20 points)
Budgetandvalueof proposedwork anddeliverablesfor dollarsinvested (20 points) The Citymayconduct interviewsasa part of the evaluationprocess.

IX. AWARD OF AGREEMENT
Uponcompletion of the reviewperiod, the Citywill notify the proposerwhoseproposalwill be considered for further evaluationand negotiation. Anydelaycausedby proposer'sfailure to respondto direction from the Citymayleadto a rejectionof the proposal.
a. If the City determines, after further evaluation and negotiation, to award the agreement, a contract for servicesagreementwill be sent to the successfulproposerfor the proposer's signature. No proposal shallbe bindinguponthe Cityuntil after the agreementissignedby dulyauthorized representativesof both the serviceproviderandthe City.
b. TheCityreservestherightto rejectanyorallproposals, andto waiveanyirregularityina proposal. The awardof theagreementwill bebaseduponatotal reviewandanalysisof eachproposalandprojected costs.

Timeline for Submission and Award:

Activity Date
Public Notice announcing RFP August 12, 2024
Final Date for Submissions of Questions August 21, 2024 Proposal Submission Deadline August 30, 2024, 5:00 p.m.

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Submittal Date: August 30, 2024
Interviews ( if needed) September 3- 6, 2024*
Selection and Funding Award September 9, 2024*
Dates are subject to change
The Cityreservesthe right to extendthe date bywhich proposalsare dueviaaddenda.

X. RIGHTTO REJECTPROPOSALS
TheCityreservesthe rightto requestadditionalinformationfrom proposers. Bythe act of submittinga proposal, proposersacknowledgeandagreeto thetermsandconditionsofthisRFPandtotheaccuracyof the information they submit in response. The Cityreservesthe right to reject anyandall submittals, waive any irregularitiesin the submittal requirements, or cancelthis RFPat anytime.

XI. DISCLOSURE
AllProposalsbecomethe propertyof the Cityunlessa returnisspecificallyrequestedasspecifiedin the followingsection. TheCityisa publicagencysubjectto the disclosurerequirementsof the PublicRecords Act, CaliforniaGovernmentCodeSection6250andfollowing. Theserequirementsincludean exemptionfor trade secrets". If anyproprietaryinformationiscontainedinor attachedto the written proposal, it must beclearlyidentified. In orderto protecttradesecretsfrom disclosure, pursuantto a publicRecordsActs request, you mustagreein writing to defendandindemnifythe Cityof Vistaif litigation results.

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EXHIBIT A
City of Vista Standard Contract for Services
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CONTRACT FOR SERVICES
THIS "CONTRACT" is entered into by and betweenthe "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: workingname Billing
Contact: billingname

2. 0 BASIC TERMS
The " Contractor"
NAMEX, statusx
Address Address
Contact: name

2. 1 The "Services" to beperformedbyContractoraresetforthin City's Requestfor Proposals (" Exhibit A").

2. 2 Contractor desires to enter into this " Contract" with City for the Services.

2. 3 The " Project' for which the Services are required is described in Exhibit A.

2. 4 Contractorhas submittedto Citya Proposalto performthe Servicesdated proposaldate (" Exhibit B").

2. 5 The " Contract Ceiling Price" is $xx,xxx per year.

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 xx calendar months ("Term"). The Term may beextendedattheCity's optionforanadditionalxx months, in incrementsof City's choice, for a maximum Term of xx from the Contract Date.

3. 3 CitymayterminatethisContractupon30-days' writtennoticeto Contractor. In such event, or upon requestof City, Contractorshall assembleall Citydocumentsin the Contractor's possession, put them in order for properfiling and closing, and deliverthe documentsto City. Intheeventoftermination, Contractorshallbepaidforworkperformedto theterminationdate. Cityshallmakethefinaldeterminationastotheportionoftasks completed and the compensation to be paid.

4. 0 SCOPE
Contractor shall perform all Services including, labor, materials, software, supplies, reports, anddocumentsforasmayberequiredfromtimeto time, inaccordancewithExhibitA. The Servicesshall be complete, and all work, materialand servicesnotexpressly called for in the City Services ( Non -Construction) ( RFP) 1 of 10 NAMEX 22422- 6] 00022422 8
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ProposalwhichmaybenecessarytocarryouttheContractingoodfaith, shallbeperformedby theContractorat noincreaseincostto City. Intheeventofa conflictbetweentheprovisionsof Exhibit A and Exhibit B, the provisionsof Exhibit A shallcontrol.

5. 0 COMPENSATION

5. 1 City shallpay Contractoron a time and materialrateas setforth in Exhibit B for the Services to be performed.

5. 2 An invoiceforpaymentshallbesubmittedina formsatisfactoryto City. Ata 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 Changesin, additionsto, ordeductionsfromtheServices, includingincreasesor decreasesin the quantityof any itemor portionof the Services, shall be setforth ina written changeorder executedby Cityand by the Contractorwhich shallspecify:

5. 3. 1 The changes, additions, and deductions to be made.

5. 3. 2 TheincreaseordecreaseincompensationduetheContractor, if any.

5. 3. 3 Adjustmentin the time of completion, if any.

5. 4 Contract Ceiling Price

5. 4. 1 InnoeventshallCitybeliableforpayingmorethantheContractCeiling Price for Contractor' s services rendered under this Contract.

5. 4. 2 If it becomesforeseeablethat Contractorwill needto performservices suchthat the cumulativetotal of coststo Citywill exceedthe maximum permitted by this Contract, any such cost overrun will be handled pursuantto the changeorderprocedurein Chapter3.08. Cityand ContractorrecognizethatCitylacksauthorityto exceedthecostceiling without the express authorization of the City Council. If the maximum cost to Cityfor this Contractis exceededunexpectedly, paymentshall be made as mutually agreeable and disputes shall be handled pursuant to thisContract, butworkshallceaseas soonas is reasonablyfeasibleonce the cost ceilingplusallowablechangeorders, if any, is exceeded.

5. 5 ExceptasprovidedinExhibit B, Contractorshallnotbereimbursedforany expenses incurred in rendering services under this Contract.

6. 0 CONTRACT DOCUMENTS
TheContractcomprisesthefollowingdocumentsincludingalladditions, deletions, modifications andappendicesandalladdendasettingforthanymodificationsorinterpretationsof anyof these documents: Documents required under Exhibits A— E.

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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 B.

8. 0 ASSISTANCE BY CITY
All information, data, records, reports, and maps as are in possession of City and necessary for thecarryingoutofthisworkshallbeavailableto Contractorwithoutcharge. Cityshallmake available to Contractor members of its staff for consultation with Contractor in the performance of this Contract. Citydoes notwarrantthat the informationdata, records, reports, and maps heretoforeor to be providedto Contractorare completeor accurateand Contractorshould satisfyitselfasto accuracyandcompleteness. CityandContractoragreethatCityshallhaveno liabilityshouldany information, data, records, reports, and mapsbe inaccurate, incomplete, or misleading. Unlessprovidedin Exhibit A, no other assistanceshall be providedby Cityto Contractor.

9. 0 STANDARD OF PERFORMANCE

9. 1 Contractor represents and warrants that it has the training, qualifications, experience, and facilitiesnecessaryto properlyperformthe Servicesrequiredunderthis Contractin a thorough, competent, and professionalmanner. At all times Contractorshall faithfully, competentlyandtothebestof itsability, experience, andtalent, performallservices describedherein. In meetingits obligationsunderthis Contract, Contractorshall employ, at a minimum, generallyacceptedstandardsandpracticesutilizedbypersonsengagedinproviding services similar to those required of Contractor under this Contract.

9. 2 Contractorshall keepitself informedof and complywith all applicablefederal, 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 necessaryto performthe servicessetforth in this Contract, includingany businesslicenses requiredby City. NeitherCity, nor anyelectedor appointedboards, officers, officials, employees, or agentsof City, shall be liable, at law or in equity, as a resultof any failureof Contractor to comply with this Section.

10. 0 CONTRACTOR' S STATUS; CONTRACTOR' S EMPLOYEES

10. 1 Contractorshallperformthe servicesprovidedfor herein in Contractor's ownway as an independentcontractorand in pursuit of Contractor's independentcalling. Contractoris notto be consideredan employeeof City, nor shallany employeesof Contractorbe considered employeesof City, foranypurpose. Contractorshallbeunderthedirectionandcontrolof City staff only as to the resultsto be accomplished. This Contractis not intendedto createthe relationshipof partnership, joint venture, or associationbetweenCity and Contractor.

10. 2 Contractor represents and warrants that all design professional services, if any, shallbe providedby a personor personsduly licensedbythe Stateof Californiato providethe type of services described in Exhibit A.

10. 3 NeitherContractor, nor any of Contractor's officers, employees, or agents, shall obtainany rightsto retirement, healthcare or any other benefitswhich may otherwiseaccrueto City Services ( Non -Construction) ( RFP) 3 of 10 NAMEX 22422- 6] 00022422 8
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City's employees. Contractorexpresslywaivesany claimContractormay haveto any such rights.

10. 4 Contractor is aware of the requirements of the Immigration Reform and Control Actof 1986andshallcomplywiththoserequirements, including, butnotlimitedto, verifyingthe eligibility for employment of all of Contractor' s officers, employees, agents, and subcontractors that are included in this Contract.

10. 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 Contractorsofficersor employeesare entitledto any salaryor wages, or retirement, health, leaveor otherfringe benefitsapplicableto employeesof the City. Citywill not makeanyfederal or statetax withholdingson behalfof Contractor. Cityshall not be requiredto pay anyworkers' compensation insurance on behalf of Contractor.

10. 6 Contractoragreesto defendand indemnifyCityfor any obligation, claim, suit or demandfor tax, retirementcontributionincludingany contributionto the PublicEmployees RetirementSystem (PERS), socialsecurity, salaryor wages, overtimepayment, or workers' compensationpaymentwhichCity may be requiredto makeon behalfof Contractoror any employeeof Contractor, or anyemployeeof Contractorconstruedto be an employeeof City, for work done underthis Contract. This is a continuingobligationthat survivesthe terminationof this Contract.

11. 0 CIVIL RIGHTS

11. 1 Contractor agrees to comply with Title VI 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.

11. 2 Contractorshallnot knowinglydenyan opportunityor benefit, discriminate againstor harass, any employeeor applicantfor employmenton accountof the person's race, color, ethnicity, nationalorigin, ancestry, religion, creed, veteranstatus, physicaldisability, mental disability, medical condition, marital status, sex, sexual orientation, age, or other status protected from workplace discrimination by state or federal law.

11. 3 Contractorshall not knowinglygive preferentialtreatmentto any applicantfor employmenton the basisof race, color, ethnicity, nationalorigin, ancestry, religion, creed, physical disability, mental disability, medical condition, marital status, sex, or sexual orientation.

11. 4 This section shall be interpreted in a manner that is consistent with the California and UnitedStatesConstitutionsand applicablestateand federalstatutesgoverningworkplace discrimination. Theterms usedinthis sectionshallhavethe samemeaningas definedin state statutes governing the same subject matter.

11. 5 Nothing in this section shall be interpreted as prohibiting bona fide occupational qualificationsconsistentwith applicablestateandfederal lawand reasonablynecessaryto the normaloperationof Contractor. Nothinginthissectionshallbeinterpretedasprohibiting regulations and policies to prevent nepotism or conflicts of interest.

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11. 6 NothinginthisSectionshallbeinterpretedasprohibitingactiontakentoestablish or maintaineligibilityforanyfederalprogram, whereineligibilitywouldresultina lossoffederal funds to City.

11. 7 To the fullest extent permitted by law and without limitation by the other provisionsofthisContractrelatingto indemnificationandinsurance, Contractorshallalso indemnify, defendandholdharmlessCity, anditsdirectors, officers, employeesandagents fromandagainstall liability (includingwithoutlimitationallclaims, damages, penalties, fines, andjudgments, associatedinvestigationandadministrativeexpenses, anddefensecosts, includingbutnotlimitedto reasonableattomeys' fees, courtcosts, andcostsofalternative disputeresolution) resultingfrom any claimof discriminationor harassment, includingbutnot limitedto sexualharassment, arisingfromthe conductof the Contractoror 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 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 appropriatedisciplineof any responsibleemployee, agent, licenseeor subcontractors. The provisionsofthisSectionsurvivecompletionoftheservicesorterminationof theContract.

12. 0 CONTROL OF SERVICES
EachPartyshallappointa representativewhoshallhavetheauthorityto representandactfor that Party (" Representative"). Any writtenor verbaldirectionsor requestsof 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 signanychangeorder, coordinatetheworkof allsubcontractorsandmakeotherdecisions pertaining to the Contract.

13. 0 ASSIGNMENT AND SUBCONTRACTING

13. 1 Neitherthis Contractnorany interesthereinmaybe transferred, assigned, conveyed, hypothecated, or encumberedvoluntarilyor by operationof law, whetherfor the benefit of creditors or otherwise, without the prior written approval of the City. Transfers restrictedhereundershall includethe transferto any personor groupof personsactingin concert of more than twenty-five percent (25%) of the presentownershipand/or controlof Contractor, takingalltransfersintoaccounton a cumulativebasis. Intheeventof anysuch unapprovedtransfer, includingany bankruptcyproceeding, this Contractshall be void. No approvedtransfershall releasethe Contractoror any suretyof Contractorof any liability hereunder without the express consent of City.

13. 2 Contractorshallbefully responsibleto the Cityfor any acts and omissionsof Contractor's subcontractor, includingpersonseither directlyor indirectlyemployedby subcontractor, in the event Contractor subcontracts any of the work to be performed under this contract. Contractor's responsibilityunderthis paragraphshall be identicalto Contractor's liabilityforactsandomissionsof ContractorandemployeesoftheContractor. Nothing containedinthis Contractshall createany contractualrelationshipbetweenCity and any subcontractor of Contractor, but Contractor shall bind every subcontractor and every subcontractorof a subcontractorby the terms of this contractapplicableto Contractor's work, unless such change, omission, or addition is approved in advance in writing by the City Manageror the City Manager's designee. All subcontractorsare subjectto the priorwritten reviewand approvalof the City Manageror the City Manager's designee.

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14. 0 LICENSES
If a license of any kind, which term is intended to include evidence of registration, is required of Contractor, itsemployees, agents, orsubcontractorsbyfederal, state, or locallaw, Contractor warrantsthatsuchlicensehasbeenobtained, isvalidandingoodstanding, andthatany required bond has been posted in accordance with all applicable laws and regulations.

15. 0 FINANCIAL RECORDS

15. 1 Contractor shall maintain any and all documents, ledgers, books of account, invoices, vouchers, canceledchecks, orrecordsdemonstratingor relatingto Contractor's performanceof servicespursuantto this Contractor evidencingor relatingto expendituresand disbursementschargedto City pursuantto this Contract. Any and all suchdocumentsor records shallbemaintainedinaccordancewithgenerallyacceptedaccountingprinciplesandshallbe sufficiently complete and detailed so as to permit an accurate evaluation of the services providedby Contractorpursuantto this Contract. Anyandall suchdocumentsor recordsshall be maintained for three years from the date of execution of this Contract and to the extent requiredbylawsrelatingto auditsof publicagenciesandtheirexpenditures. It isexpressly understood and agreed that the provisions of this Section will survive termination of this Contract.

15. 2 Any andall recordsor documentsrequiredto be maintainedpursuantto this Sectionshallbemadeavailableforinspection, auditandcopying, at anytimeduringregular business hours, upon request by City or its Representative. Copies of such documents or recordsshall be provideddirectlyto the Cityfor inspection, auditand copyingwhen it is practical to do so; otherwise, unlessan alternativeis mutuallyagreedupon, suchdocumentsand 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.

16. 0 OWNERSHIP OF DOCUMENTS

16. 1 Upondelivery, the work product, includingwithoutlimitation, all originalreports, writings, recordings, drawings, files, computer code, and detailed calculations developed under this contract, are the property of City. Contractor agrees,that all copyrights which arise from creationoftheworkpursuanttothiscontractshallbevestedinCityandherebyassigns, waives, andrelinquishesallclaimsto copyrightorotherintellectualpropertyrightsinfavorof City. City acknowledgesthatitsuseoftheworkproductis limitedtothepurposescontemplatedbythe scopeofServicesandthatContractormakesnorepresentationofthesuitabilityofthework productfor use in or applicationto circumstancesnot contemplatedby the scopeof Services. If Contractoris providingcopyrighted, proprietarymaterialsin the performanceof the Services, then the intellectualpropertyprovisionsof Exhibit B shallprevailoverthe provisionsof this section.

16. 2 Contractorrepresentsthat it hassecuredall necessarylicenses, consents, or approvalsto usethe componentsof any intellectualproperty, includingcomputersoftware, used inthe renderingof servicesandthe productionof the work productproducedunderthis Contract, and that City has full legal title to and the right to reproduce such materials. The Contractorcovenantstodefend, indemnifyandholdCityharmlessof anyloss, claimor liability inanywayrelatedto a claimthattheyareviolatingor haveviolatedanyfederal, stateor local laws, oranycontractualprovisions, relatingtotradenames, licenses, franchises, patentsor City Services ( Non - Construction) ( RFP) 6 of 10 NAMEX 22422- 6] 00022422 8
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other meansof protectinginterestsin productsor inventions. Contractorshall bearall costs arisingfromtheuseofpatented, copyrighted, tradesecretortrademarkedmaterials, equipment, devices, orprocessesusedonor incorporatedintheservicesandmaterialsproducedunder this Contract. In case such materials, equipment, devices, or processes are held to constitute an infringement and their use is enjoined, Contractor, at its expense, shall: (a) secure for City the rightto continueusingthematerialsbysuspensionofanyinjunctionorbyprocuringa licenseor licensesfortheCity; or (b) modifythematerialssothattheybecomenon -infringing.

17. 0 CONFIDENTIALITY

17. 1 Contractorshalltreat all informationobtainedfrom City in the performanceof this Contractasconfidentialandproprietaryto City. Contractorshalltreatall recordsandwork productpreparedormaintainedbyContractorintheperformanceofthisContractas confidential.

17. 2 Contractor agrees that it will not use any information obtained as a consequence oftheperformanceofworkforanypurposeotherthanfulfillmentofContractor's scopeof Services. Contractorwill notdiscloseany informationpreparedfor Cityor obtainedfrom City or obtainedas a consequenceof the performanceof work to any personother 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.

18. 0 CONFLICT OF INTEREST REQUIREMENT
Contractoragreesthat, to the extentapplicable, it shall complywith and be bound by all laws andregulationsderivingfromtherelationshipof theContractortotheCity, includingthePolitical ReformAct (GovernmentCodesSection87100et seq.) Chapters2.32 or 2.33 of the Vista Municipal Code, the Community Redevelopment Act ( Health & SafetyCode 33000et seq.) and all regulationspromulgatedthereunder (collectively "ConflictLaws"). As a condition precedent to the formationof this Contract, Contractorwarrantsand covenantsthat it is adequatelyinformed regardingtheobligationsanddutiesimposedbytheConflictLawsandthatto thebestof Contractor's knowledgeand belief, thereexists noconflictof interest (underthe laws) that would disqualifytheContractorfromparticipationinanydecisionsarisingoutoftheperformanceof this Contract. Priorto commencementof anywork in the performanceof this Contract, Contractorshallcomplywithanyapplicablerequirementsof Chapter2.32oftheVistaMunicipal Code, includinganyrequirementtofilea financialdisclosurestatementwiththeCityClerk.

Contractor further agrees that no employee, agent or subcontractor for Contractor shall perform anyworkfortheCitypursuanttothisContractwhichwillviolatetheConflictLaws.

19. 0 PROHIBITION OF FINANCIAL INTEREST BY CITY OFFICIAL Contractorwarrantsand covenantsto Citythat no City Officialhas or will haveany currentor future financial interest in this Contract as of the date approved, nor shall Contractor promise, offer, orenterintoanywritten, oralorimpliedContract, to provideanyfinancialinterestor remunerationof anykindormannerto anyCityofficialwithrespecttothisContract. For purposesofthisSection, theterm "CityOfficial" shallmeanandincludeanyelectedor appointedofficerofCity, anyemployeeof City, oranyspouseorfinancialdependentof a City officialor employee. A violationof this provisionshall renderthis Contractnulland void and Contractor shall be subject to restitution of all fees or money paid or earned under this Contract.

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20. 0 INDEMNIFICATION

20. 1 Contractorshalldefend, indemnifyand hold Cityand its officers, officials, employees, and volunteers ( collectively, " Indemnitees") harmless against any and all liability, loss, damage, fine, penalty, expense, claimor cost (includingwithoutlimitationcostsandfeesof litigation) of every nature (collectively, "Liability") arising out of or in connection with this Contractoritsperformance, includingdefectsindesign, except: (1) Liabilitycausedby Indemnitees' solenegligenceorwillfulmisconduct; or (2) forLiabilitycausedbyIndemnitees' activenegligence, inwhichcasetheindemnityreceivedbyIndemniteesshallbereducedbythe amount: (i) thatIndemnitees' activenegligencecontributedto theLiabilityona comparative basis; or (ii) suchotheramountasmayberequiredbylaw ("Duty of Indemnification").

20. 2 Contractor, onbehalfof itselfandall partiesclaimingunderorthroughit, hereby waivesallrightsof subrogationandcontributionagainstIndemnitees, whileactingwithinthe scopeof their duties, fromall claims, lossesand liabilitiesarisingout of or incidentto activities or operationsperformedby or on behalfof the Contractorregardlessof any prior, concurrent, or subsequent active or passive negligence by the Indemnitees. In the event there is more than one person or entity named in the Agreement as a Contractor, then all obligations, liabilities, covenants, and conditionsunderthis instrumentshall bejoint and several.

21. 0 INSURANCE AND BONDS
Contractorshall complywiththe insuranceprovisionssetforth in Exhibit C.

22. 0 SERVICE OF NOTICE

22. 1 Anynotice, whicheitherPartymaydesiretogiveto theotherParty, mustbein writingandmaybegivenbypersonaldeliverytotheParty's Representativeor byovernight courierserviceto theParry's addresssetforthinSection1.0. Noticemayalsobegivenby mailingit byregisteredorcertifiedmail, returnreceiptrequested, totheotherPartyatthe addresssetforthinSection1.0. Anynoticegivenbymailwillbedeemedgiven48 hoursafter suchnoticeisdepositedintheUnitedStatesmail, addressedasprovidedwithpostagefully prepaid.

22. 2 A Partymaychangeits addressby givingnoticeas providedabove, andthe changed address shall thereafter be deemed to be the address set forth in Section 1.0.

23. 0 LABOR LAW COMPLIANCE
CaliforniaLaborCodeSections1860and3700providethateverycontractorwillberequiredto securethe paymentof compensationto its employees. In accordancewith the provisionsof, CaliforniaLaborCodeSection1861, Contractorherebycertifiesas follows:

I amawareoftheprovisionsofSection3700oftheLaborCodewhichrequireevery employer to be insured against liability for worker' s compensation or to undertake self- insuranceinaccordancewiththeprovisionsofthatcode, andI willcomplywithsuch provisions before commencing the performance of the work of this contract."

24. 0 SURVIVAL OF COVENANTS
Contractor's obligationsunderSections16, 17 and 20 shallsurvivetheterminationof this Contract.

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25. 0 SPECIAL PROVISIONS
This Contractis subjectto, and Contractorshall complywith, the specialprovisionsreferenced in Exhibit E, if any.

26. 0 EXHIBITS
All documents referenced as exhibits in this Contract, or referenced in an exhibit to this Contract, are incorporated herein.

27. 0 APPLICABLE LAW, VENUE
This Contract shall be construed and enforced under the laws of the State of California. If any actionis commencedbyanyPartytothisContract, suchactionshallbefiledina courtof competentjurisdictionwithin the Countyof San Diego, California.

28. 0 COUNTERPARTS; ELECTRONIC SIGNATURES; ELECTRONIC DELIVERY ThisAgreementmaybeexecutedinseparatecounterparts, noneofwhichneedcontainthe 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 scannedorelectronicallyreproducedcopyor imageofthisAgreementbearingthesignaturesof 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 unavailabilityof suchoriginalexecutedAgreementor counterpartthereoffirst be proven.

Further, the exchange of this entire executed Agreement ( and/or such exhibit(s) or document( s)) thatis inphotostaticor portabledocumentformat (.pdf) formbyelectronicmailor byanother electronic means shall be considered original( s) and shall constitute effective execution and delivery of the original(s).

29. 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 regardingthesubjectmatterofthisContract. Thereisnootherwrittenororalunderstanding betweenthe Parties. No modification, amendment, or alterationof this Contractshall bevalid unless it is in writing and signed by all Parties.

Continued on page 10.]
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30. 0 EXECUTION
IN WITNESS WHEREOF; the Parties hereto have executed this Contract as of the Contract Date.

City" Contractor"
CITY OF VISTA, a chartered NAMEX, statusx
municipal corporation
go

JOHN CONLEY, CITY MANAGER
JOHN B. FRANKLIN, MAYOR
By
Name/ Title
ATTEST:

KATHY VALDEZ, CITY CLERK
B
By:
y:

APPROVED AS TO FORM: Name/ Title

WALTER CHUNG, CITY ATTORNEY
By:

RISK MANAGEMENT REVIEW:

DOLORES GASCON, RISK MANAGER
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EXHIBIT A

REQUEST FOR PROPOSALS
000224228 Exhibit A
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EXHIBIT B

CONTRACTOR' S PROPOSAL
000224228 Exhibit B
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EXHIBIT C

INSURANCE REQUIREMENTS
Contractorshallprocureandmaintainforthedurationofthecontractinsuranceagainstclaims forinjuriestopersonsordamagestopropertywhichmayarisefromorinconnectionwiththe performanceof theworkhereunderbytheContractor, hisagents, representatives, employees, orsubcontractors. NothingintheseprovisionsshalllimitContractor's Dutyof Indemnification.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:

Commercial General Liability (" CGL"): Insurance Services Office Form CG 00 01 coveringCGLonan "occurrence" basis, includingproducts, completedoperations, propertydamage, bodilyinjury, and personal & advertising injury with limits no less than 2,000,000peroccurrence. Ifageneralaggregatelimitapplies, eitherthegeneral aggregatelimitshallapplyseparatelytothisProject/locationorthegeneralaggregate limit shall be twice the required occurrence limit.

2. AutomobileLiability: InsuranceServicesOfficeFormNumberCA0001coveringCode 1 (anyauto), withlimitsnolessthan $2,000,000peraccidentforbodilyinjuryand property damage.

3. Workers' Compensation insuranceas requiredby the Stateof California, with Statutory Limits, and Employers' Liabilityinsurancewith a limit of no lessthan $1,000,000 per accident for bodily injury or disease.

Contractorshallalsoprovidetheadditionalcoveragescheckedbelowandat leastas broadas:

4. ® Professional Liability, with limitsno lessthan $1,000, 000peroccurrenceor claim, and $ 2, 000, 000 policy aggregate.

5. ® Sexual Abuse and Molestation Coverage with a limit of no less than $ 1,000, 000 per occurrence.

IftheContractormaintainshigherlimitsthantheminimumsshownabove, Cityrequiresand shallbe entitledto coveragefor the higherlimitsmaintainedby the Contractor. Any available insuranceproceedsinexcessofthespecifiedminimumlimitsofinsuranceandcoverageshall be available to City.

Deductibles and Self - Insured Retentions
Anydeductiblesorself -insuredretentionsmustbedeclaredtoandapprovedbyCity. Atthe optionofCity, either: theContractorshallcausetheinsurertoreduceoreliminatesuch deductiblesor self -insuredretentionsas respectsCity, its officers, officials, employees, and volunteers; ortheContractorshallprovideafinancialguaranteesatisfactoryto City guaranteeingpaymentoflossesandrelatedinvestigations, claimadministration, anddefense expenses.

Other Insurance Provisions
Theinsurancepoliciesareto contain, or beendorsedto contain, thefollowingprovisions:
00022422 8 Exhibit C, Page 1 of 3
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The City, its officers, officials, employees, and volunteers are to be covered as additionalinsuredsontheCGLpolicywithrespectto liabilityarisingoutofwithrespect to liabilityarisingoutofworkoroperationsperformedbyoronbehalfoftheContractor includingmaterials, parts, or equipmentfurnishedin connectionwith suchworkor operationsandautomobilesowned, leased, hired, or borrowedbyoronbehalfofthe Contractor. Generalliabilitycoveragecanbeprovidedintheformofanendorsementto the Contractor's insurance (at leastas broadas ISO FormCG20 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. ForanyclaimsrelatedtothisProject, theContractor's insurancecoverageshall be primary insuranceas respectsCity, itsofficers, officials, employees, and volunteers.

Anyinsuranceorself-insurancemaintainedbyCity, itsofficers, officials, employees, and volunteersshallbeexcessof the Contractor's insuranceand shall not contributewith it.

3. Eachinsurancepolicyrequiredbythisclauseshallprovidethatcoverageshallnotbe canceled, exceptwith noticeto City.

Claims Made Policies
If any coverage required is written on a claims -made coverage form:

1. Theretroactivedatemustbeshown, andthisdatemustbebeforetheexecutiondateof the contract or the beginning of contract work.

2. Insurancemustbemaintainedandevidenceof insurancemustbeprovidedforat least five ( 5) years after completion of contract work.

3. If coverageis canceledor non -renewed, and not replacedwith anotherclaims -made policyformwith a retroactivedate priorto the contracteffective, or startof workdate, the Contractormustpurchaseextendedreportingperiodcoveragefor a minimumof five (5) years after completion of contract work.

4. AcopyoftheclaimsreportingrequirementsmustbesubmittedtoCityforreview.

Acceptability of Insurers
Insuranceisto beplacedwithinsurerswitha currentA.M. Bestratingof nolessthanA: VII, unless otherwise acceptable to City.

Waiver of Subrogation
Contractorherebyagreesto waiverightsofsubrogationwhichanyinsurerof Contractor mayacquirefromContractorbyvirtueofthepaymentofanyloss. Contractoragreestoobtain any endorsement that may be necessary to affect this waiver of subrogation. The Workers' CompensationpolicyshallbeendorsedwithawaiverofsubrogationinfavorofCityforall work performedbythe Contractor, its employees, agentsand subcontractors.

Verification of Coverage
ContractorshallfurnishCitywithoriginalcertificatesandamendatoryendorsements, orcopies oftheapplicableinsurancelanguage, effectingcoveragerequiredbythiscontract. All certificatesandendorsementsaretobe receivedandapprovedbyCitybeforework 000224228 Exhibit C, Page 2 of 3
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commences. However, failureto obtainthe requireddocumentspriorto the work beginningshall not waive the Contractor' s obligation to provide them. City reserves the right to require complete, certifiedcopiesof all requiredinsurancepolicies, includingendorsements, requiredby these specifications, at any time.

Subcontractors
Contractorshall requireand verifythat all subcontractorsmaintaininsurancemeetingall 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
Cityreservestherightto modifytheserequirements, includinglimits, basedonthenatureof the risk, prior experience, insurer, coverage, or other circumstances. 000224228 Exhibit C, Page 3 of 3
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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
000224228 Exhibit D
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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.
000224228 Exhibit E
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EXHIBIT B

CONTRACTOR' S PROPOSAL
000224228 Exhibit B
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sag Z) Geyo"

RESCUEL MISSION
August 30, 2024
City of Vista
Department of Homeless Services
200 Civic Center Dr
Vista, CA 92084
To the City of Vista
The San Diego Rescue Mission ( SDRM) is submitting a proposal for Street Outreach services. The services provided will be based on the strategic outreach model SDRM developed and in keeping with the statement of work outlined in the request for proposal.

Having operated homeless service facilities since 1955, the Rescue Mission brings a wealth of knowledge, experience, and compassion to all that we do. The goal is to make a tangible impact in the communities SDRM serves by reducing the number of people experiencing homelessness.

SDRM' s strategic outreach model is a part of an overall SDRM approach operating across San Diego County. This approach begins with strategic outreach leveraging a relational model exemplifying the San Diego Continuum of Care ( CoC) Street Outreach Standards published by the Regional Task Force on Homelessness ( RTFH). SDRM also operates shower trailers in partnership with volunteers through a model known as Hub Spots. Hub Spots enable the broader community an opportunity to tangibly serve people experiencing homelessness ( PEH) with a bridge into the system of care to help PEH find resources and ultimately end their homelessness.

The next step in the approach is to provide access to low barrier shelter. SDRM operates two low barrier shelters known as Lighthouses in Oceanside and National City.

SDRM prides itself on the ability to collaborate with a wide range of partners at the Lighthouses. The goal is to help people identify their next step forward.

For some, SDRM' s faith -based year -long program, Mission Academy, is the right next step. This holistic program model leverages an academic model with strong therapeutic support. Students are celebrated at one of two graduation ceremonies held each year.

In addition, SDRM has a robust Alumni Program providing aftercare services. SDRM's commitment is to end people' s homelessness for good.

Two key elements built across the SDRM Approach are relationships and self- sufficiency. SDRM places a high commitment on relational connection. We believe to effectively help someone; you must know them. This relational connection is combined with a high degree of professional acumen. Through relationship, SDRM and PEH Administrative Office: PO Box 80427, Stuff Diego, CA 92138- 0427 rEL: 611h687. 3720 FAX: 619. 234. 4101 www. sdrescue. org
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59 1re
RE SC IE;_ MISSION
journeytogethertoaplaceofthriving. SDRMutilizesthestandardself-sufficiencymatrixtomonitorprogresswithevaluationsatregularintervals. Asneedsareidentified, resources are aligned to help people move forward.

LeadingthesubmissionofthisproposalisSDRM'sVicePresidentofPrograms, Paul Armstrong. HecanbereachedatparmstrongtQsdrescueorqor619-819-1830. The mailingaddressisP.O. Box80427SanDiegoCA92138withthephysicaladdressof 120ElmStreetSanDiegoCA92101. Mr. ArmstronghasaMastersofSocialWorkand hasworkedinseniorleadershippositionsinhomelessservicessince2017, includingoverseeingaRapidRehousingProgram. HE: issupportedbyCarlaVanegas, SDRM's DirectorofOutreach. SheisasubjectmatterexpertonoutreachasdemonstratedbyRTFHasking hertopresentatanationalconference, andwassoughtoutbytheDistrict Attorneytosupporteffortstodevelopashelterapp. Shealsobringslivedexperience.

Shewashomelessandwentthroughtheyear -longprogramofferedbySDRM. Her wisdom, experienceandexpertiseprovidealevelofdepthandexcellencetothiswork.

Mr. ArmstrongandMs. Vanegaswillputtogetherateamwiththeknowledgeandskills toprovidestreet -basedcasemanagementandhousingstabilizationservicesas requested. ThisissimilartotheworkdonebySDRMinLittleItalyintheCityofSanDiegoandthesupportSDRMprovidesincoordinatedoutreacheffortswithcitiesin South County.

Perthe lityofVista'sRequestforProposalthefollowingstatements are ravided.

SDRM'scurrentinsurancemeetstherequirementsoutlinedintherequestfor proposal and in the Contract for Services.

SDRMhasreviewedandisabletofullycomplywiththeprovisionsoutlinedinthe Contract for Services.

TheProposal'stermswillbevalidfortheprojectunlessmutuallyagreedonand authorized by the City of Vista.

SDRMwillsharestaffingupdateswiththeCityofVistaandwillkeeptheCityfullyinformed of any changes.

SDRMlooksforwardtotheopportunityofworkingwiththeCityofVistatoaddressthe needsof thoseexperiencinghomelessness.

Sincerely,
Paul Armstrong
Vice President of Programs
AdministrativeOffice: PO Box80427, San Diego. CA 92138-0427TEL: 619. 687.3720FAX: 619.234.4101www.sdrescue.org 01/23/2025
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Approach
Strategicoutreachis a part of a largerapproachthat includeslow barriershelter, holistic rehabilitation and after care support.

The SDRM Approach
Our approach to changing the state of homelessness In San Diego Last year over 20, 000 people
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SDRM
is a regionalleader in strategicoutreach. This first beganin 2020when SDRMwas contractedby theLittleItaly Associationto provideoutreachservices. The key to SDRII successwas usingthe CoCStreetOutreachStandards. The outreachstaff demonstrated the powerof doingstreet -basedcase management. The teamparticipated in coordinatedcase conferencingheld weeklywith otherCity of SanDiegooutreach workers. With the additionof showertrailers to theoutreachefforts, SDRM increased its impactby includingviable volunteeropportunitiesenabling the communityto participate. SDRM does not believein simplyofferinga service. Servicesmust be connected to a systemof carewith the goalof movinga personfrom homelessnessto a thriving communitymember. Coordinationwith otherserviceprovidersand shelterplacement are a partof showertrailer operations. When
SDRMwas preparingfor a Lighthouseto openin NationalCity, SDRMbegan using the showertrailer and encouragingthe useof outreachstandardsto influencecoordinated outreach events across South County. SDRM was seenas a bridgebuilder and improvedthe overalleffectivenessof outreach. When the Lighthouseopened in 01/23/2025
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June2024, trust and collaborationbetweenSDRM, variouscity staffandotherservice providers resulted in a noticeable impact.

SDRMiscommittedtobringingthisqualityof effortandservicestotheCityofVista.

Collaboration
A key reason for the success seen in both outreach and at the Lighthouses is SDRM's ability to collaborate. SDRM facilitates meetings and coordination efforts at both Lighthousesandalwaysintegrateswhendoingoutreachwithotherprovidersalready serving in a geographic area.

Becauseofthiscontract's nature, SDRMhasa Coordinatorpositionintheprojectto stay connected and manage relationships with other agencies. The Program Manager will havethe lead in buildingtrust andfacilitatingrelationships. The Coordinatorwill provide administrative support and assist in day-to-day collaboration to allow the Program Manager to maintain a strategic focus.

Therelationshipwithcitystaffwillbecritical. Insituationswherethecityhasan establishedrelationship, SDRMwill supportand maintainthe relationship. Whenthere is an informalrelationshipor no relationshipwith a criticalstakeholder, SDRMwill engage. If appropriate, SDRMwill recommendestablishinga Memorandumof Understandingto enableaccountabilityandsetexpectationsin therelationship.

Therequestfor proposalspecificallymentionedpartnershipswithCountyHealthand HumanServiceAgency, CalAIMproviders, mentalhealthproviders, Vista COPPSUnit and other service providers. SDRM currently works with these agencies minus Vista COPPS. InSouthCounty, SDRMhascollaboratedonoutreacheffortswiththeCounty Sheriff's Department. Specificallyfor NorthCounty, these relationshipsare managed throughSDRM's effortsat the NorthCountyLighthouse.

Uponrequest, SDRMcanprovideadditionaldetailsabouttheworkbeingdonein Oceansideand SouthCountyregardingcollaboration.

By - Name List
SDRM advocates for by -name lists. In August 2024, SDRM hosted a Mayor's Symposiumwithall 18citiesrepresented. SDRMchallengedthemayorsto havea by- name listand offeredsupportto helpthem reviewcertaincaseson the list to help move the PEH forward.

SDRMwill workwith the Cityof Vistato developa by -namelist to enablefocusedeffort on thosewho are disproportionallyimpactingthe restof the communitybecauseof being identified as high utilizers of services.

Information Technology
SDRMhas a robustdata integrationstrategy. SDRMusesthe HomelessManagement InformationSystem (HMIS) to includethe CoordinatedEntrySystem (CES). It also uses 01/23/2025
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Mission Tracker, a case management software with data sharing capabilities. Currently, SDRMpushesquantitativedatafrom MissionTrackerinto HMIS. MissionTrackeralso has the Biopsychosocial assessment and the self-sufficiency matrix integrated to facilitate a single depository of client information.

SDRMis currentlyworkingwith 211 San Diegofor enhanceddata integration. By November 2024 SDRM will have a single login capability with Mission,Tracker and the CommunityInformationExchange (CIE) with bidirectionaldata exchange. Whilethis will facilitatebetter referraltrackingin the deliveryof services, it will also enabletracking of clientwellbeingbeyondthe recidivismdata providedby HMIS. The goal is to have longitudinaldata showingprogramefficacyandqualitativedata via CaseNote documentation.

Engagement
SDRMwill utilizea multi -disciplinaryapproachin streetoutreachengagement. SDRM's team will include a Program Manager, Outreach Lead, Outreach Worker and Coordinator. The Coordinator will facilitate other service providers to create a multidisciplinaryteamto be presentand engaged. SDRMwill alwayshaveat leasttwo peopleworkingtogetherwhenengagingin outreach. SDRM hasalso structuredthe team to manage, engage and work the by -name list.

SDRMhas a rich historyof hiringpeople withlived experienceof homelessness. Our budgetedpositionsdo not includea Peer SupportSpecialist. Thisis becauseSDRMwill prioritizehiringpeoplewithlived experience, especiallyin the OutreachLead and Outreach Worker positions.

Case Management and Case Conferencing
Withthe prioritizedlists, SDRMwill engagein street -basedcase management. Because this will be a collaborative effort, SDRM will facilitate the conversation on who will have the lead in the individual case management, assuming there may be a partner organization better positioned to serve.

All case management expectations outlined in the RTFH community standards will be utilizedin servingPEHas a partof this project. This includesbut is not limitedto:

Createan individualizedplanwith goalsdevelopedthrougha person -centered, strength -based, and trauma -informed approach. This will include a timeline and measurementof goalattainmentaccomplishedin partnershipwith the PEH.

Specificallydevelopa housingplan identifyingbarriersand opportunitiesfor housing. This will include entry into CES.

Specificallydevelopan incomestrategyto enableongoingfinancialstability.

Utilize HMISfor trackingand reportingpurposesfor the Cityof Vista. This includesgettinginformationto understandthe basicdemographicand historyof the PEH.
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Help the person get connected to the appropriate resources such as (but not limitedto) medical, mentalhealth, shelter, addictionand recoveryservices, food, clothing, transportation, employment, SocialSecurityRetirement/SocialSecurity Disability, andfinancialassistancebasedon the client's individualplan.

Assistthe client in obtainingappropriateidentificationand key documentsto include ( but not limited to) California Driver' s License, California Identification Card and/or Social Security card.

Monitor and report via the self-sufficiency matrix the degree to which the client is gaining self-sufficiency.

When possible, a biopsychosocialassessmentwill be conductedto provide insightand supportthe individualplan. Whilethis shouldbe possiblewith a multidisciplinary team, it should be noted that at no time will a client's autonomy beviolated. A client's refusalto participatein a screeningor assessmentwill not be a factor in whether they receive services.

SDRMstaff are trainedin motivationalinterviewingto facilitatecase management. This will be expectedand encouragedfor all organizationsengagingwith PEH in street outreach.

SDRMunderstandsthe complexityof issuesfacing PEH. In additionto trauma, there can be behavioralhealthconcernsand substanceuse. This is why SDRMutilizesa relational model and supports the CoC community standards. Success comes through a trusting relationship between the service provider and the PEH. SDRM does this regularlyin bothoutreachand shelteroperations. At the sametime, safetyis a priority and SDRM ensures to inform City staff of any threats or acts of violence between SDRM personnel and PEH during service delivery.

Caseconferencingwill happenfor the overallby -namelist on a regularbasis. Ideally, this would be weekly, but at least bi-weeklybasedon city staffand collaborative partners' availability. SDRMvaluescollaboration- connectingthe rightorganizationwith the rightpersonwho can buildtrust, thus resultingin peoplemovingforward. SDRMis committedto a multidisciplinaryapproachwith effectivepartnerswho are willingto engage and build trust.

Whenappropriate, boththe flexiblefundingpooland the family reunificationfunding offeredin the proposalwill be utilizedto helpthe clientachievetheir goalstoward endingtheir homelessnessand ensuringlong-term stability. SDRMis receivingthe flex fund trainingfrom RTFHand has activelyparticipatedin family reunificationefforts.

Shelter, Programs and Temporary Housing
SDRM would request priority placement in the Navigation Center operated in Vista.

SDRMwill workwith the shelternetworkand othertemporaryhousingopportunitiesto placeindividualsand helpget themoff the streetsimmediately. This includesaccessto SDRM's Lighthousesand MissionAcademy.
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In cases where it is appropriate, the case management responsibilities will shift to the shelteror temporaryhousingprogram. Thiswill happenthrougha caseconferencing processto determinewhetherthe clientwill be able to obtaintheir long-term goalsat the shelter or program they are entering.

If the housingplanincludesutilizingfundingfrom the Cityof Vista, casemanagement responsibilitieswill staywith SDRMin partnershipwith the shelteror programuntil the person is housed.

Housinq Stabilization
Housingassessmentswill be conductedon all individualsbeingengaged. As appropriate, PEH will be entered into CES for possible matching to either Permanent Supportive Housing (PSH) or Rapid Rehousing (RRH).

In situations where the client has resources and can move directly into housing, SDRM will facilitate the transition from the street into housing.

SDRM will case conference specifically with the City of Vista to develop an individualized plan to move PEH into stable housing.

Transportation
SDRMwill procureone van and provideothertransportationto supportthis effort. The van will be used to transport clients as needed.

Community Outreach
SDRM will make sure all contact information is well communicated to the community.

The goal will be for the communityto knowwho to call if they haveconcernsor identify PEH and would like to get them connected to services.

SDRM will also look for ways to build relationships with the community of PEH with the goalof buildingtrustand encouragingself -referralsfor individualswho decideto get on a path to ending their homelessness.

Communication and Engagement
The Program Manager will build trust and maintain communication with all key stakeholdersandwill be the primarypointof contactfor the City of Vista. The Project Manager will also attend all meetings designated by the City of Vista to include the monthlyStandingCommitteeMeetingon Homelessnessand City CouncilMeetings.

Reporting and Evaluation
SDRMwill providea monthlyreportdetailingoutcomes. The followingitemswill be reported:

Number of unduplicated individuals served
Exits from street homelessness
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Exits to permanent housing
Individualsmaintaininghousingafter 12monthsof housingplacement Demographicsof those beingservedwith a focus on Diversity, Equityand Inclusion
Number of people served through shower trailer events
Type of service interactions
Progress on the by -name list
Success stories
Community engagement activities
SDRMseesthe reportingas an opportunityfor dialoguewith the City of Vista andwould work to develop a report that is meaningful and demonstrates impact.

SDRMwill also providequarterlyreportsassessingthe overallqualityof the homeless service ecosystem and provide recommendations for any system gaps or needs identified while executing the contract.

Thegoal of SDRMis to be a partnerwith the City of Vista in addressinghomelessness resulting in a change in the state of homelessness where it is rare, brief and non- recurring.

De -Commissioning of the Program
SDRMwill planon this servicecontractbeingsuccessfuland will workwith the City of Vista and the staff SDRM hires to have a plan in anticipation of its success. SDRM will be looking to develop a planned end date. There will be a celebration event to acknowledge the incredible work done by the City of Vista, SDRM and all the organizations and community members who made it possible.

Additional Support from SDRM
SDRMwill also be lookingto leveragea showertrailer programknownas Hub Spots in the City of Vista. This is a partnership with a church who will host the shower trailer and providea bridgefor PEHto connectwith homelessservices. This is primarilyvolunteer driven. It enablesSDRMto increaseimpactby increasingopportunitiesfor PEHto get connected.

SDRMoperatesbothshelterandoutreachoperationsin the Cityof Oceanside. SDRM will look for opportunities to coordinate and collaborate with both cities to increase impact.

SDRMwill leveragein -kinddonationsto offsetany costs.

SDRM will utilize volunteers when safe and appropriate. SDRM has found this creates connection and helps the larger community feel they are a part of the solution. SDRM hasa robustvolunteerprogramand processto ensuresafetyof all involved. 01/23/2025
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Other Items of Interest
CalAim. SDRMis currentlyworkingwith Molinato provideservicesthroughCalAim. In the situation where SDRM can bill MediCal for services, it will. Contract funds that would have been spent if not able to bill will be available for SDRM and the City of Vista to redirect as appropriate.

Coordination. SDRM will additionally coordinate our outreach efforts with the team that receives the Encampment Resolution Funding Program, Round 3 (ERF3).

Mandated reporter. SDRM acknowledges the population being served is vulnerable.

SDRMhastrainingand is mandatedto reportany abuseof childrenor older/disabled adults.

Standard expectations. All serviceprovidersshouldoperateand SDRMdoes operate ina person -centered, traumainformedandstrength -basedapproach. TheCountyof San Diegooperatesin a HousingFirstenvironment. SDRM is committedto operatingin this environmentwith the goal of helpingpeopleexit homelessnessand becomethriving members of the community.

Structural Issues. SDRM strives to help people get connected to the social services they need. This is especiallytrue for behavioralhealthand substanceusetreatment.

SDRM continues to advocate for more effective processes and integration of these services into the homeless service system. This is being stated in lieu of making bold promisesof connectingpeopleto these resources. While there continuesto be progress in this area, there is still a lot of work to be done. SDRM will work with the City of Vista to identifygrowthareaswith the goal of strengtheningthe overallsystem.

Conclusion
Thank youfor takingthe time to reviewthis proposal. SDRMis gratefulfor the opportunityandlooksforwardto thechanceto makeanimpactontheissueof homelessness for your great city.
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Staffing
Thefollowingprovidesthe positionsthatwill be involvedin executingthe Street OutreachPlan. It providesa briefdescriptionof the position's responsibilitiesandthe qualifications for the position.

For all positions lived experience of homelessness counts towards experience and education.

Positions
Vice President of Programs. This position is responsible for all direct service programs operated by SDRM. This includes Outreach Services, Lighthouse Operations, Mission Academy and Alumni Care. This position is covered in the administrative overhead costs. Time associated with this project will be commensurate with the level needed to address issues and ensure success in Street Outreach efforts.

Qualifications:

Education: MinimumMaster's degreein BusinessAdministration, Psychology, Ministry, Family Therapy or Social Work, or related field from an accredited institution.

Experience: Minimum 5 years (increasinglymanagement) full-time experience dealing with the homeless, substance abusers, mentally ill, and/ or dually diagnosed. Supervisory experience, Senior management level experience, strategic planning and nonprofit experience required.

Director of Outreach. This position is responsible for the effective operation of all street outreach conducted by SDRM and reports to the Vice President of Programs.

This positionis responsiblefor policiesand proceduresand stayingconnectedwith CoC, Countyand city effortsregardingcoordinatedoutreach. This positionis coveredin the administrativeoverheadcosts. Timeassociatedwith this projectwill be commensurate with the level needed to address issues and ensure success in Street Outreach efforts.

Qualifications:

Education: MinimumBachelor's Degreein SocialWork, Marriageand Family Therapy, Clinical Psychology or related field from an accredited institution, or commensurateexperience (Master's degree/commensurateexperiencepreferred in above fields)
Experience: Minimum 2 years full- time work experience with individuals experiencing homelessness, addiction challenges, mental illness and/ or dual diagnosis is preferred. Nonprofit experience preferred. 01/23/2025
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The following positions will be full-time for this project with at least 40 hours per week. These positions are a part of the submitted budget.

Program Manager (Exempt). This will bethe lead positionand will be the mainstaff responsiblefor the streetoutreach. This positionwill reportto the Directorof Outreach.

This positionwill managereporting, coordinatewith the Cityof Vistaand managethe staff hired for this project.

Qualifications:

Education: Minimum Bachelor' s ( or commensurate experience).

Experience: Preferred 1 year of full-time non-profit work with supervisory experience; experience with individuals experiencing homelessness, is preferred.

Coordinator ( Hourly). This positionwill be the liaisonwith otherserviceprovidersand communitysupport. This is to enableeffectivecollaborationby havinga staff person responsible for managing and coordinating these critical relationships.

Qualifications:

Education: Minimum Bachelor' s ( or commensurate experience).

Experience: Preferred 1 year of full-time non-profit work; experience with individuals experiencing homelessness, is preferred.

Outreach Lead (Hourly). Thiswill bea streetcase managerwhowill leaddirectstreet outreach within the City of Vista.

Qualifications:

Education: Minimum Bachelor' s ( or commensurate experience).

In Experience: Preferred 1 year of full-time non-profit work; experience with individuals experiencing homelessness, is preferred.

Outreach Worker (Hourly). This positionwill supportthe work of the OutreachLead andprovideoutreachservicesto thoseexperiencinghomelessnessintheCityof Vista.

Qualifications:

Education: Minimum Bachelor' s ( or commensurate experience).

Experience: Preferred 1 year of full-time non-profit work; experience with individuals experiencing homelessness, is preferred.
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Other Support
Additionalstaffsupportwill be providedby the Directorof VolunteerServicesand the SocialServiceDirector. Time associatedwith this projectwill be commensuratewith the levelneededto addressissuesand ensureprogramsuccess.

The Directorof VolunteerServiceswill provideopportunitieswhenappropriatefor volunteers to support efforts as outlined in the approach.

The SocialServiceDirectorwill give additionalguidanceandthe teamabout professionalsocial servicesavailablefor those beingserved.

SDRMiscurrentlyoperatingbothoutreachandshelterservicesintheCityof Oceanside. Whilethis will not providedirectsupport, it will offer indirectsupport as needed.

When appropriate, SDRM will also leverage interns. SDRM has relationships with SanDiegoStateUniversity, PointLomaNazareneUniversityandtheUniversity of Southern California.
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Hiring Policy and Procedures
Objective
San Diego Rescue Mission (SDRM) believes that hiring qualified individuals to fill positionscontributestotheoverallsuccessoftheorganization. Eachemployeeis hired to make a significant contribution to SDRM. In hiring the most qualified candidates for positions, the followingprocessshouldbe followed.

Hiring Process and Procedures
Requisitions
Requisitionsmustbe completedto fill SDRMpositions. Requisitionsmustbe initiatedby the HR Managerand approvedby the departmentvice presidentandthen returnedto the human resource ( HR) department.

Personnel requisitions should indicate the following:

Position title
Position hours/ shifts
Exempt or nonexempt status of the position
Reason for the opening
Essentialjobfunctionsandqualifications (ora currentjobdescriptionmaybe attached)
Any specialrecruitmentadvertisinginstructions
Job postings
SDRM's HR Department will create job postings that briefly describe the job opening and communicateSDRM's brand. Alljob openingswill be postedon SDRM's website Careerspagefor externaluse and an emailwill be sentout internallywhen new positionsopen. Internalcandidateswillfill outrequiredpaperworkandattachupdated resumebeforesubmittingto supervisorfor approval. Jobswill remainposteduntilthe positionisfilled. TheHRdepartmentwillberesponsiblefortrackingallapplicantsand retainingapplicationsand resumesas required.

Internal applicants
Currentemployeeswith a satisfactoryemploymentstatusmay applyfor internaljob openings. The consent of the employees' manager and the HR department will be necessaryforanyinternalcandidateapplyingforanopenposition. Employeeswithless than one year of service with SDRM will not be eligible to move positions. 01/23/2025
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Allapplicantsfora postedvacancywillbeconsideredbasedontheirqualificationsand ability to perform the job successfully. Internal candidates who are not selected will be notified by the HR department.

Interview process
TheHRdepartmentandthehiringmanagerwillscreenapplicationsandresumesprior to schedulinginterviews. Initialinterviewsare conductedby the hiringmanager.

Candidate evaluations will be completed after each interview and retained with the application.

The HRdepartmentwill notifyapplicantswho are not selectedfor positions.

Reference checks
HRwillconductprofessionalreferencechecksandemploymentverificationonthetop candidatesbasedontheresultsofthecandidateevaluationformscompletedbythe interviewers. At least three professional references are required from each candidate.

Job Offer
After a decision has been made to hire a candidate, a contingent offer will be made on the satisfactorycompletionof requiredbackgroundchecksand screening. Background checkswillbeperformedthroughADPandfingerprintingdonethroughDOJ/FBI. A drug screeningandTB test will also be requiredfor any openposition.

Oncethe HRdepartmentreceivessatisfactoryresultsfrom all requiredbackground checks and screening, candidates will be provided with information to start their onboarding and orientation process.
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Protect Schedule
September 25, 2024. Contract awarded.

September - October 2024. Staff hired and onboarded. Vehicle acquired.

Task associated:
o All personnel identified and hired
o Onboarded and trained
o Office identified and set up to support operations.
o Van procured and prepared for operation.

November -December 2024. Mapping, prioritizationand creationof a by -namelist.

Task associated:
o Begin building relationships
o Reviewinformationavailableaboutpeopleexperiencinghomelessnessin the City of Vista
o Develop a by name list to prioritize efforts and resources o Develop a prioritized plan of engagement
Ongoing. Engagethe individualson the By -NameList, alongsidepartners, the Vista Sherrif's Departmentandthe Cityof Vista. The priorityduringthis time is to end people's homelessnessand changethe stateof homelessnessin the City of Vista.

Task associated:
o Engage with those on the by name list regardless of location within Vista o Work with each individual or family based on prioritization and create individual service plans for each client.
o
Developa writtenreportof recommendationsfor communityand program improvements at the end of the contract term.
o Hold regular case conferencing and partner meetings to facilitate collaborationand coordinationof services. This includesthe Standing Committee Meeting on Homelessness, Homeless Outreach Events and City CouncilMeetings, as well as other meetingsrequiredor directedby City Staff.

Quarterly. Evaluate and Adjust
Task associated:
o Evaluate the prioritization list
o Share anonymized client data, detailed program activities and itemized expenditures via a bi-annual report to the City Council. o Evaluate the by name list
o Evaluate outcome data
o Adjust operations based on the evaluations
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EXHIBIT C

INSURANCE REQUIREMENTS
Contractor shall procure and maintain for the duration of the contract insurance against claims for injuriesto personsor damagesto propertywhich mayarisefromor in connectionwith the performance of the work hereunder by the Contractor, his agents, representatives, employees, or subcontractors. Nothinginthese provisionsshall limit Contractor's Dutyof Indemnification.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:

Commercial General Liability (" CGL"): Insurance Services Office Form CG 00 01 coveringCGL on an "occurrence" basis, includingproducts, completedoperations, property damage, bodily injury, and personal & advertising injury with limits no less than 2,000,000peroccurrence. Ifa generalaggregatelimitapplies, eitherthegeneral aggregatelimit shallapplyseparatelyto this Project/locationor the generalaggregate limit shall be twice the required occurrence limit.

2. AutomobileLiability: InsuranceServicesOfficeFormNumberCA0001coveringCode 1 (any auto), with limitsno lessthan $2,000,000 peraccidentfor bodilyinjuryand property damage.

3. Workers' CompensationinsuranceasrequiredbytheStateof California, withStatutory Limits, andEmployers' Liabilityinsurancewitha limitofnolessthan $1,000, 000per 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 limitsno lessthan $1,000,000 peroccurrenceor claim, and $2,000,000 policy aggregate.

IftheContractormaintainshigherlimitsthantheminimumsshownabove, Cityrequiresand shall be entitledto coveragefor the higherlimitsmaintainedbythe 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
Anydeductiblesorself -insuredretentionsmustbedeclaredto andapprovedbyCity. Atthe option of City, either: the Contractor shall cause the insurer to reduce or eliminate such deductiblesor self -insuredretentionsas respectsCity, its officers, officials, employees, and volunteers; or the Contractorshallprovidea financialguaranteesatisfactoryto City guaranteeing payment of losses and related investigations, claim administration, and defense expenses.

Other Insurance Provisions
Theinsurancepoliciesareto contain, orbeendorsedtocontain, thefollowingprovisions:

1. The City, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policywith respectto liabilityarisingout of with respect 00022422 8 Exhibit C, Page 1 of 3
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to liabilityarisingoutofworkoroperationsperformedbyoron behalfoftheContractor includingmaterials, parts, orequipmentfurnishedinconnectionwithsuchworkor operations and automobiles owned, leased, hired, or borrowed by or on behalf of the Contractor. Generalliabilitycoveragecan be providedinthe form of an endorsementto 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. Foranyclaimsrelatedtothis Project, theContractor's insurancecoverageshall be primary insuranceas respectsCity, its officers, officials, employees, andvolunteers.

Anyinsuranceorself-insurancemaintainedbyCity, itsofficers, officials, employees, and volunteers shall be excess of the Contractor' s insurance and shall not contribute with it.

3. Eachinsurancepolicyrequiredby this clauseshall providethat coverageshall not be canceled, except with notice to City.

Claims Made Policies
If anycoveragerequiredis writtenon a claims -madecoverageform:

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 aftercompletionof contractwork.

3. If coverage is canceled or non -renewed, and not replaced with another claims - made policyformwitha retroactivedatepriorto thecontracteffective, orstartofworkdate, the Contractormust purchaseextendedreportingperiodcoveragefor a minimumof five (5) years after completion of contract work.

4. A copy of the claimsreportingrequirementsmustbe submittedto Cityfor review.

Acceptability of Insurers
Insuranceisto beplacedwithinsurerswitha currentA.M. Bestratingof nolessthanA: VII, unless otherwise acceptable to City.

Waiver of Subrogation
Contractorherebyagreesto waiverights of subrogationwhich anyinsurerof Contractor mayacquirefromContractorbyvirtueofthepaymentofanyloss. Contractoragreesto obtain anyendorsementthatmaybenecessaryto affectthiswaiverofsubrogation. TheWorkers' Compensationpolicy shall beendorsedwith a waiverof subrogationinfavorofCityforall work performedby the Contractor, its employees, agentsand subcontractors.

Verification of Coverage
Contractor shall furnish City with original certificates and amendatory endorsements, or copies of the applicableinsurancelanguage, effectingcoveragerequiredby this contract. All certificates and endorsements are to be received and approved by City before work 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 000224228 Exhibit C, Page 2 of 3
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complete, certifiedcopiesofallrequiredinsurancepolicies, includingendorsements, requiredby these specifications, at any time.

Subcontractors
Contractorshallrequireandverifythatallsubcontractorsmaintaininsurancemeetingallthe requirementsstated herein, and Contractorshallensurethat City is an additionalinsuredon insurancerequiredfromsubcontractors. ForCGLcoverage, subcontractorsshallprovide coverage with a format least as broad as CG 20 38 04 13.

Special Risks or Circumstances
Cityreservestherightto modifytheserequirements, includinglimits, basedonthenatureofthe risk, prior experience, insurer, coverage, or other circumstances. 000224228 Exhibit C, Page 3 of 3
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AGREEMENTTO COMPLYWITHCALIFORNIALABOR LAW REQUIREMENTS
Labor Code §§ 1720, 1771.1, 1773.8, 1775, 1776, 1777.5, 1813, 1860, 1861, 3700

NOT APPLICABLE TO THIS CONTRACT
000224228 Exhibit D
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EXHIBIT E

SPECIAL PROVISIONS
This Contractis subjectto the followingprovisions, if checked:

1. Stateof Californiagrantconditions, as attached.

2. Federal grant conditions, as attached.

3. Other conditions, as attached.
000224228 Exhibit E
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Alliance for
Regional Solutions
Shelter Provided to the
Homeless in
North San Diego County
Bridge Housing Between
07/1/2023 - 06/30/2024
Report prepared by:

Regional Task Force on Homelessness
4699 Murphy Canyon Road
San Diego, California 92123
858-292-7627
http://www.rtfhsd.org
July 2024
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EXHIBIT 13

Acknowledgements

This report was prepared by the Regional Task Force on Homelessness (RTFH), on behalf of the Alliance for Regional Solutions (ARS).

The authors greatly appreciate the efforts of the member agencies and staff operating the ARS Bridge Housing.

In particular, we would like to commend the data collection and data entry staff, whose thoroughness and attention to detail have made this report meaningful and rich.

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Table of Contents
Introduction 1
Background 1
A. Data Collection 1
B. Data Analysis 1
C. Limitations 1
D. Scope 1
Results 2
A. Location and Length of Service 2
B. Demographic and Prior Living Situation Information 4

1. Information Collected from All Clients 4
C. Income, Non-Cash Benefits, and Employment Situation 19 D. Length of Participation in Shelters 24
E. Destination upon Leaving Shelter 26
F. Clients exiting 2022-2023 and returning in 2023-2024 27 Summary 31
Appendix A – Recommendations 32
Appendix B – Data Tables 33
A. 333
B. Error! Bookmark not defined.43
References 45

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Introduction
The Alliance for Regional Solutions (ARS) collected client shelter stay data during its 2023 -2024 Bridge Housing homeless services in North San Diego County. This report describes the number of clients that were sheltered, the demographic characteristics of these clients, the length of shelter provided to these clients, as well as a brief review of clients served during both the 2022-2023 and the 2023-2024 year.

The ARS commissioned the Regional Task Force on Homelessness (RTFH) to analyze the 2023 -2024 Bridge Housing data. The data was entered by Bridge Housing staff into a secure online database and extracted for analysis in August 2024.

Background
A. Data Collection
Shelter staff collected information about the residents who stayed in their respective bridge housing shelters.

This included client demographics and residential information. The staff members entered the data into a secure online homeless management infor mation system (HMIS) database called Clarity which is the designated HMIS for the San Diego City and County Continuum of Care region. Data represents ARS bridge housing program entries recorded in Clarity until or before July 1, 2024.

B. Data Analysis
Most of the data manipulation was done using Looker and various HUD reports which generated the final numbers used in this report. Looker is the data analysis tool integrated into Clarity’s web -based HMIS.

Clarity also has several HUD reports built into its system. All graphs and charts were created using Looker and Microsoft Excel.

C. Limitations
Any time data is collected, there can be errors in the data collection or the data entry process. During collection, data may not be completely collected , or it may be recorded erroneously. Another limitation is that most questions primarily rely upon client self -report, which may or may not be truthful. Self -report, however, is often the only method available.

D. Scope

These findings apply only to the persons who used these bridge housing shelter services and not to the homeless population at large in North San Diego County nor to all sheltered clients in San Diego. Whether or not these sheltered clients were similar to those served in other bridge housing in San Diego or to the general homeless population was not examined.

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Results
A total of 467 distinct clients were recorded from the six 2023-2024 North San Diego ARS bridge housing programs. The three largest Alliance North San Diego Bridge Housing programs provided shelter service to 384 clients, which is about 82% of the total nu mber of clients (Catholic Charities - La Posada De Guadalupe, Operation Hope North County, and Interfaith Community Services - Escondido Family Shelter (Table 1).

A. Location and Length of Service
A total of 208 ARS beds were available to temporarily house homeless individuals in the North San Diego area throughout the year (Table 1). Together these beds enabled 63,372 bed -nights to be provided (Bed Nights Available) between the 467 distinct clients . Program utilization (bed -nights used/bed -nights available) ranged from 36% to 89%.

The 467 distinct client stays in the North San Diego Bridge Housing averaged eighty -two nights (Table 1).

Although the number of nights varied from 1 day to 1 year. Eleven percent were sheltered for 7 to 29 nights (1 week - 1 month) and thirty -four percent (33.8%) of the clients were sheltered for 30 to 89 nights (1 -3 months) (Graph 1).

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Table 1. Shelter Capacity and Shelter Provided, 2023-2024 North San Diego Bridge Housing

Program Name

Clients served
Program Capacity Shelter Provided
Number of
Beds 1
Number of
Operating
Nights 2
Bed-Nights
Available 3
Bed-Nights
Used 4
Bed-Night
Utilization Enrollments in
the programs
Client
count
Interfaith Shelter Network-North County Inland 5
Men, women and families 12 21 252 93 37% 7 7
Interfaith Shelter Network-North County Coastal 6
Men, women and families 12 58 696 610 88% 18 18
Catholic Charities -La Posada De Guadalupe
Men
50 366 18,300 16,274 89% 169 162
Operation Hope North County
Families and women 45 366 16,470 10,636 65% 148 144
Interfaith Community Services-Haven House
Bridge Housing 7
Men and women
49 366 17,934 6,411 36% 72 72
Interfaith Community Services-Escondido Family
Shelter
Men, women and families
40 243 9,720 7,165 74% 89 89
Total 208 1,420 63,372 41,189 65% 503 467

1 Number reported by project staff.
2 Dates of operation reported by project staff; operating nights were calculated based on what was reported to the RTFH during the 2024 Housing Inventory Count (HIC). 3 The number of beds multiplied by the number of operating nights. 4 One person staying one night is a bed-night. It is calculated using the sum of enrollment days in the project for each provider. 5 Interfaith Shelter Network North County Inland was operating for 21 nights, from February 20 2024 to March 12 2024. 6 Interfaith Shelter Network North County Coastal was operating for 58 nights, from January 9 2024 to March 17 2024 8 Total distinct client count may not add up to the listed provider’s client count since duplicate clients are served in different programs.

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Graph 1
Number of Nights of Shelter per Client per Stay,
2023-2024 North San Diego Bridge Housing
(n=467)

B. Demographic and Prior Living Situation Information
Demographic and prior living situation information for the clients served is presented below. The data was collected on adults and children, unless the description explicitly states otherwise.

1. Information Collected from All Clients

As seen in the graphs that follow (Graphs 2 and 3), 66% of sheltered individuals were males, and 19% of all clients were of singularly Hispanic/Latino/a/e origin. The majority of sheltered individuals (53%) identified as white, followed distantly by Hispanic origin (19%) (Graph 3). More clients reported as a combination of both White and Hispanic ethnicities (22%) as opposed to singularly Hispanic (19%). 01/23/2025
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Graph 2
Gender distribution of Clients Sheltered,
2023-2024 North San Diego Bridge Housing
(n=467)

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Graph 3
Race and Ethnicity distribution of Clients Sheltered,
2023-2024 North San Diego Bridge Housing
(n=467)

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Table 2. Race and Ethnicity distribution of Clients Sheltered Breaking down the age demographics of sheltered clients, 12.6% were aged between 45-54, 13.7% fell within the 55-61 age bracket, and 12% were aged 62 and above. Notably, children (those 17 years or younger) constituted 29% of the clientele with young kids aged 5-12 representing the largest portion of youth at 15.8% This means that a significant 71% of the sheltered clients were adults, ranging from 18 to 62 years and older (Graph 4).

Race distribution of Clients Sheltered
Client Percent
Race and Ethnicity Hispanic Non-Hispanic
White 22% 31%
Hispanic/Latina/e/o 19% 0%
American Indian, Alaska Native, or Indigenous 2% 1%
Multi-Racial 1% 1%
Black, African American, or African 1% 18%
Asian or Asian American 0% 1%
Native Hawaiian or Pacific Islander 0% 1%
Client prefers not to answer 0% 1%
Total 206 261
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Graph 4
Age Group of Clients Sheltered,
2023-2024 North San Diego Bridge Housing
(n=467) 1

1 Age of the client at the project start.

Analyzing the enrollment patterns, 49% of clients registered alongside family members, while the majority, 51%, enrolled as individuals (see Graph 5). When examining the types of households served, 22% are categorized as "Households with children", whereas a significant 77% fall under "Single Adult" households (refer to Graph 6).

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Graph 5
Family versus Individual Client Enrollments,
2023-2024 North San Diego Bridge Housing
(n=467)

Graph 6
Households Served by Households Type,
2023-2024 North San Diego Bridge Housing
(n=79)

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Out of the 467 clients, a majority of 51% are single adults. In contrast, 48% are part of “Households with children” (illustrated in Graph 7). Delving deeper into the 223 clients from “Households with Children” (graph 8), adults constitute 39%, while children represent a larger portion at 61%.

Graph 7
Total Clients Served by Households Type,
2023-2024 North San Diego Bridge Housing
(n=467)

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Graph 8
Households with Children and Adults Served
2023-2024 North San Diego Bridge Housing
(n=223)

Graph 9
Location Immediately Prior to Entry
2023-2024 North San Diego Bridge Housing
(n=407)1,2

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An overwhelming 90% of clients who provided data indicated that they experienced homelessness within San Diego County just before entering the project. Specifically, 72% of these clients pinpointed their location of homelessness to North County San Diego. The primary areas within North County include Escondido (31%), Vista (7%), Oceanside (10%), and Carlsbad (24%). Furthermore, 1% of clients experienced homelessness outside of California prior to their project entry (refer to Graph 9).

Demographic details were specifically gathered for adult clients aged 18 and above, totaling 329 individuals.

Of these adults, 5.17% reported a history of military service (refer to Graph 10). A closer look reveals that 100% of these veterans are male, and a notable 33.3% of all homeless veterans in the reporting cohort are chronically homeless (details in Appendix B, Table 9, 10).

Graph 10
Military History
2023-2024 North San Diego Bridge Housing
(n=329 Adult Clients)1

1 Military history was not collected from all 467 clients because it is only applicable to adult clients.

Approximately 17.9% of adults disclosed a history of domestic violence (refer to Graph 11). Analyzing this by gender, of the 59 survivors of domestic violence, 62.7% identified as female, and 37.3% as male (see Graph 12).

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Graph 11
Survivors of Domestic Violence
2023-2024 North San Diego Bridge Housing
(n=329 Adult Clients)1

1 History of domestic violence was not collected from all 467 clients because it is only applicable to adult clients.

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Graph 12
Domestic violence History by Gender
2023-2024 North San Diego Bridge Housing
(n=59 Adult Clients)

Forty-five (45.1%) of clients indicated they have a disabling condition, whereas 54.7% stated they do not have such a condition (refer to Graph 13).

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Graph 13
Disabling Condition
2023-2024 North San Diego Bridge Housing
(n=470 Clients)1

1 Some clients have more than one enrollment throughout the reporting period; hence, there are more than 467 disabling condition responses.

Among the clients, physical disabilities and mental health disorders were the most commonly reported conditions with 118 and 112, respectively. Chronic health conditions were cited 105 times, substance abuse 83 times, and developmental disabilities 32 times. A minimal number of disabilities reported, 3% (6), were reported as HIV/AIDS (see Graph 14).

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Graph 14
Disability Type
2023-2024 North San Diego Bridge Housing
(n=218 clients)

1 In determining the total number of distinct clients with a disablement, it was found that there are 218 clients. This figure takes into account that certain clients have been diagnosed with multiple conditions. Therefore, the total number of disabilities exceeds the number of unique clients.

Out of the total clients served, 62% (or 136 clients) reported having two or more co -occurring disabilities.

Meanwhile, 37% (or 82 clients) indicated they have just one type of disability. Specifically, 34% (or 75 clients) mentioned two co -occurring disabilities, and about 28% (or 61 clients) reported three or more types of disabilities. (Refer to Graph 15).

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Graph 15
Disabilities by Number
2023-2024 North San Diego Bridge Housing
(n=218 clients)

Chronic homelessness is defined by prolonged or recurrent periods of homelessness, typically manifesting as life on the streets, in emergency shelters, or in safe havens, coupled with a persistent disabling condition. In the 2023-2024 operating year, 21.4% of all clients served were identified as chronically homeless upon their enrollment into an ARS shelter (see Appendix Data Table 20). A gender breakdown reveals that 87% of these individuals were male, while 12% were female. 1% of clients declined to share their gender (refer to Graph 16).

The age group 55-64 stood out, with 29% of the chronically homeless clients falling into this category, making it the most represented age bracket (Appendix Data Table 22). At the point of project entry, 54 of these chronically homeless individuals reported mental health issues, 40 indicated substance use disorders, and 58 cited physical disabilities (details in Appendix Data Table 23).

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Graph 16
Chronic Homelessness amongst Clients Sheltered
2023-2024 North San Diego Bridge Housing
(n=100 clients)

1 In this analysis, all chronically homeless adults were included without consideration for family status. 2 HUD Chronic Homelessness Definition: an individual (1) with a disabling condition or expected to be of long –continued and indefinite duration and substantially impairs ability to live independently of physical disability, developmental disability, chroni c health condition, HIV/AIDS, mental health problem or substance abuse, and (2) who enter from streets, emergency shelter or safe haven, and (3) has been continuo usly homeless for a year or more, or has had at least four episodes of homelessness in the pas t three years, OR (4) a household member of a head of household (who may be a child) or any adult in the household meeting the previous disability & homelessness criteria outlined in 1, 2 and 3. (HMIS Standard Reporting Terminology Glossary, October 2015, Version 2.2).

Data detailing the living conditions of clients the night prior to their shelter program entry was compiled for adult clients (n=329, see Graph 17). A significant 61% reported their immediate prior living situation as a 'place not meant for habitation’. This encompasses areas like streets, cars, abandoned buildings, fields, beneath highway overpasses, and other similar locations. Beyond these unconventional dwellings, a predominant number (37%) of clients transitioned to the shelter from unstable or temporary accommodations. This includes emergency shelters, motels or hotels (either funded by an organization or the client themselves), residences of family or friends, or institutional settings. However, self-pay motels aren't considered a homeless situation and may not be eligible for housing subsidy. It shows people most often are on the streets (61%), shelter (16%), or trying to make it on their own (6%) in a very expensive stop-gap.

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Graph 17
Living Situation Prior to First Shelter Night for Sheltered Adult Clients, 2023-2024 North San Diego Bridge Housing
(n=329 Adult Clients)

C. Income, Non-Cash Benefits, and Employment Situation

Information about a client’s income at project entry was recorded for adult clients served. Only clients who were adults at entry had their income recorded upon entry into the shelter (n=329). 51% of adult clients reported having at least one source of income, and 49% said they did not have any source of income at entry into the shelter (Graph 18).

Of those with a source of income, a large plurality of clients reported receiving earned income from employment (29%), Social Security Income (SSI) (23%), or Social Security Disability Insurance (SSDI) (11%) (Graph 19).

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Graph 18
Income Received for Adult Sheltered Clients
2023-2024 North San Diego Bridge Housing
(n=329 Adult Clients)

Graph 19
Income Source for Adult Sheltered Clients
2023-2024 North San Diego Bridge Housing
(n=168 Adult Clients)1

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1 Percentages add up to be greater than 100% because clients could report more than one source of income.

Income levels spanned a wide range among clients at ARS shelters. Monthly incomes ranged from a minimum of $73 to a maximum of $5,920 (refer to Table 2). A significant 93.5% of clients fell into the 'extremely low income' bracket, earning less than 30% of the Area Median Income (AMI). Another 5.3% were classified as 'very low income', earning between 31 -50% of AMI, while a mere 0.6% were categorized as 'low income', earning between 51-80% of AMI (see Graph 21). The mean monthly income for clients who reported earnings stood at $1,391.21, with a median of $1,180. This suggests that the presence of data errors in which a few clients with notably high incomes is elevating the average income, making it higher than what might be anticipated in a standard distribution.

Graph 20
Income Levels - Count of Clients at each Income Brackets reported at Entry 2023-2024 North San Diego Bridge Housing
(n=168 clients)

Table 2. Income Amount for Adult Clients Sheltered, 2023-2024 North San Diego Bridge Housing (n=168 adults with income amounts reported) 1

Summary of Income Amounts Reported
Minimum Maximum Median Average
$73 $5,920 $1,180 $1,391.21

1 Income amounts from all sources totaled for each client.

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Graph 21
Area Median Income – AMI as reported at Entry
2023-2024 North San Diego Bridge Housing (n=329)

Non-cash benefits serve as a crucial resource for many clients. Upon project entry, 192 adult clients indicated they were beneficiaries of such non -cash aids, while 139 stated they weren't receiving any (refer to Graph 22). Diving into specifics, 188 clients were recipients of SNAP (Supplemental Nutrition Assistance Program, commonly known as food stamps), and 4 clients reported availing other types of services (as depicted in Graph 23).

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Graph 22
Non-Cash Benefit for Sheltered Adult Clients at Project Start 2023-2024 North San Diego Bridge Housing
(n=333 clients)

Graph 23
Non-Cash Benefit Type for Sheltered Adult Clients at Project Start 2023-2024 North San Diego Bridge Housing
(n=192 clients)1

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D. Length of Participation in Shelters
Using HMIS data, we assessed the duration of unique shelter stays for clients in the ARS North County emergency shelter programs. A significant portion, 35% (or 164 clients), had continuous stays of 91-180 days (see Graph 24).

Graph 24
Length of Stay - All Clients
2023-2024 North San Diego Bridge Housing
(n=467 clients)

The number of stayers and leavers continuously decreases as the time in the project measurement lengthens (refer to Graphs 25 and 26). For the context of this report, a 'stayer' is defined as a client who remains enrolled in an ARS shelter up to the report's concluding day. Conversely, a 'leaver' refers to an individual who was enrolled at some point during the reporting year but was not enrolled in any ARS shelter by the end of the reporting period.

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Graph 25
Length of Stay - Stayers
2023-2024 North San Diego Bridge Housing
(n=83 clients)

Graph 26
Length of Stay - Leavers
2023-2024 North San Diego Bridge Housing
(n=419 clients)1

1 The number of stayers and leavers does not equal the total number of distinct clients due to there being more than 467 enrollments into the various Bridge Housing programs.

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E. Destination upon Leaving Shelter
For the 2023-2024 reporting period, exit data was captured for 84% of clients leaving shelters (352). Of the 369 departures from the shelters by the year's end, 15% (or 56 exits) were to another emergency shelter, while 19% (or 71 exits) were to another temporary or permanent housing situation (see Graph 27). The predominant exit route of these 352 clients , represented by 74 departures (21%), led to places not intended for habitation. An exit interview was unable to be completed for 47 enrollments (as depicted in Graph 28).

Graph 27
Exit Destination upon Leaving Shelter
2023-2024 North San Diego Bridge Housing
(n=352 clients)1

1 There are more exit destinations than the number of unique clients (352) due to the multiple enrollments of some clients into these programs throughout the reporting period.

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Graph 28
Exit Destination upon Leaving Shelter (by Category)
2023-2024 North San Diego Bridge Housing
(n=352 clients)1

1 There are more exit destinations than the number of unique clients (352) due to the multiple enrollments of some clients into these programs throughout the reporting period.

F. Clients exiting 2022-2023 and returning in 2023-2024 To gain a comprehensive understanding of the clientele served by North San Diego Bridge Housing, we juxtaposed the list of clients sheltered during the 2023-2024 operating year with those from the preceding 2022-2023 year. Notably, 9.2% (or 43 out of 467) of this year's clients had also been served in the previous year. Nearly 70% of these returning clients were adults (refer to Graph 31).

Examining the gender distribution of these returning clients, approximately 77% were male, while close to 23% were female (see Graph 29). No clients identified as veterans (illustrated in Graph 32). Of this group of 43 returning clients, 36.5% of them reported a disabling condition (Graph 32).

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Graph 29
Gender of Returning Clients Sheltered
North San Diego Bridge Housing
(n=43 clients)

1 Clients with shelter stay(s) during the 2022-2023 year returning for shelter stay(s) during the 2023-2024 year.

Graph 30
Veteran History of Returning Clients Sheltered
North San Diego Bridge Housing
(n=43 clients)

1 Clients with shelter stay(s) during the 2022-2023 year returning for shelter stay(s) during the 2023-2024 year.

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Graph 31
Age Group of Returning Clients Sheltered in both
2022-2023 & 2023-2024 North San Diego Bridge Housing
(n=43 clients):

1 Clients with shelter stay(s) during the 2022-2023 year returning for shelter stay(s) during the 2023-2024 year.

Graph 32
Disabling Condition Status of Returning Clients Sheltered North San Diego Bridge Housing
(n=43 clients):

1 Clients with shelter stay(s) during the 2022-2023 year returning for shelter stay(s) during the 2023-2024 year. 01/23/2025
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Upon examination of the post-shelter exit destination for returning clients across the two years, noticeable variations emerged (as depicted in Graph 33). The following data pertains to the cohort of 46 clients who had an enrollment in each reporting year. These individuals had exited during the 2022-2023 year and subsequently returned in the 2023-2024 year.

Similarly, in both the 2022-2023 period and the 2023-2024 period, the predominant exits for these returners were to a location not designed for habitation and a rental by client with no ongoing housing subsidy. The trend in the various exit destinations seems to be consistent in both of the reporting periods, i.e. the types of exit destinations are receiving a comparable amount of clients in both time spans.

Graph 33
Exit Destinations of Returning Clients Sheltered in Each Year North San Diego Bridge Housing

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Summary
During the 2023-2024 fiscal year, the North San Diego ARS Bridge Housing accommodated 467 distinct individuals. The majority of these clients were predominantly white, male, non -Hispanic, and not part of a family unit, as indicated in Graphs 2, 3, 5, and 7.

The age brackets most frequently utilizing the shelter were those between 5-12, 35-44, and 55-61 years of age, constituting 15.7%, 14.6%, and 13.7% of the total population, respectively (See Appendix B, Table 3).

Approximately 45% of the clients disclosed having at least one disability (Appendix B, Table 14). Physical disablements were the most commonly reported disability, affecting 26% of the clientele with a disability, followed by mental health disorders at 25%. HIV/AIDS was the least reported condition, making up just 1.32% of the cases (Appendix B, Table 15). Nearly 18% of the adult clients indicated that they were survivors of domestic violence (Appendix B, Table 12). Among these, 62.7% identified as female and 37.3% as male (Appendix B, Table 13).

When it comes to exiting the ARS shelter system, roughly 51%, 189 people, of leavers transitioned to a temporary or permanent housing situation such as an emergency shelter, staying or living with family or friends on temporary tenure, a rental by client with an ongoing housing subsidy, and others. Approximately 1 in every 5 people departed to a homeless situation (Graph 27). Given the emergency-focused nature of Bridge Housing shelters and their transient operational periods, it's noteworthy that 70% of st ays during the 2023 -2024 year were within a span of 90 days (Graph 26).

Cyclic shelter use—exiting and re-entering shelters—is sometimes a step in a client's journey toward resolving homelessness. Data shows that 9.23% (or 43 individuals) of the clients served this year had also utilized ARS shelter services in the previous year, 2022-2023. These returning clients were predominantly male (77%), non- veterans (74%), and a majority of them were below the age of 45 (53%) (Appendix B, Tables 24, 25, 26).

Additionally, 21.4% of clients were categorized as chronically homeless upon entering the ARS Bridge Housing shelters (Appendix B, Table 20).

In summary, the data collected offers valuable insights into the demographics and needs of the clients served by the ARS shelter system in North San Diego County. The ARS Bridge to Housing Committee will be presented with these findings in order to spark ideas for solutions and recommendations on how to best offer services.

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Appendix A – Recommendations
The ARS North County Bridge Housing continues to impress with their consistent and careful data entry practices for data collected. The minimal amount of missing data illustrates their dedication to completing intake/assessment forms and meticulous data en try into HMIS. Moving forward, we offer the following recommendations:

1. Employee Checklist: Develop and provide checklists (sometimes known as “cheat sheets” colloquially) for staff to remember data entry steps, such as: ensuring to add the correct prior/current location for clients, ensuring the correct toggles are selected, and that all numerical data (such as client funds) are entered correctly.

2. Client Exit Completion: Consider implementing strategies, such as a communication card for clients to communicate back with the shelters, for data completeness when clients exit programs.

Data shows (graph 33) that the number of exit interviews not completed amongst cohort returners rises, which results in data errors for ARS North County Bridge Housing.

3. Shared Housing Opportunities: Based on the income data in this report as well as recent and ongoing efforts to encourage a shared housing model, it is our recommendation to explore shared housing opportunities between clients in the ARS network of shelters.

4. Enhanced Cross-Verification: Utilizing the reports available in HMIS, it is our recommendation to develop and/or continue incorporating the use of a cross-check system between HMIS data and actual data about clients staying at the shelters. This will prevent any issues with income, prior living, or any potentially missing exits or enrollments and can enhance HMIS’s ability to act as a live roster.

5. Routine Data Quality Reviews and Updates: Participate in the HMIS Monitoring to ensure accurate data quality has been met, in addition to regularly running and reviewing reports such as the APR to ensure timely entry of both enrollment and exit data at all shelters. If any data updates are needed, ARS North County Bridge Housing may correct data quality issues and collaborate with RTFH as needed.

6. Continued Staff Training: Continue to ensure staff who collect and/or record responses related to chronic homelessness are trained and fully aware of the HUD definition. Staff should also be well- trained to collect and record disabling conditions appropriately. Staff should also regularly have refresher training to further ensure guidelines are being upheld and lead to higher data competency.

7. Incentivizing Data Competency: Leveraging this performance report and HMIS data as well as reports available in HMIS can lead to the continued fostering of a culture of data competency and literacy in North County San Diego. Data Quality, timeliness, and data completeness check-ins with staff or teams can support an environment of collaboration and positive outcomes.

8. Follow-up Data Collection: Consider introducing more comprehensive follow-up data collection after clients exit the program. This data could provide crucial insights into the long-term impact of the program, contributing to a more informed strategy for sustainable solutions to homelessness.

9. Continued Collaboration with RTFH: As a final recommendation, we suggest maintaining and deepening collaboration with RTFH CoC staff in data analysis, review, and strategy implementation.

ARS is an exemplary leader in community commitment towards solving homelessness in North County. Further collaboration between ARS and RTFH could significantly enhance the entire region’s response to homelessness, using North County and ARS as a model.

As a concluding recommendation, we strongly advocate for the continuation and enhancement of collaboration with RTFH CoC staff. The process of analyzing, reviewing, and implementing strategies based on the findings of this report has proven to be an effect ive approach to enhancing capacity building, system planning, and implementation. The ARS's leadership and unwavering commitment have played a pivotal role in addressing homelessness in North County. By continuing to work in tandem with the RTFH, the ARS can further strengthen their position as a regional leader in the fight against homelessness. The success of these joint efforts can serve as a blueprint for other regions, 01/23/2025
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showcasing how collaborative, data -informed approaches can lead to significant strides in resolving homelessness. This ongoing collaboration between ARS and RTFH has the potential to enhance not only North County's response to homelessness but also the res ponse of the entire region, thus amplifying the impact of these valuable initiatives.

Appendix B – Data Tables
A. Demographic Characteristics of Clients Sheltered, 2023-2024 North San Diego Bridge Housing (n=467 clients)

Table 1. Gender

Demographic Characteristic Number Percent
Male 308 66%
Female 158 34%
Client Prefers Not to Answer 1

0%
Total 467 100%

Table 2. Race and Ethnicity

Race and Ethnicity Number Percent
White 147 32%
Multi-Racial 125 27%
Hispanic/Latina/e/o 88 19%
Black, African American, or African 83 18%
Asian or Asian American 7 1%
Client prefers not to answer 7 1%
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Native Hawaiian or Pacific Islander 6 1%
American Indian, Alaska Native, or
Indigenous 4 1%
Total 467 100%

Table 3. Age Group (Age at Project Start)

Age Group Number Percent*
Under 5 42 9%
5-12 73 16%
13-17 20 4%
18-24 21 4%
25-34 62 13%
35-44 68 15%
45-54 59 13%
55-61 64 14%
62+ 56 12%
CDK/PNTA/DNC 2 0%
Total 467 100%

* Numbers adjusted for rounding

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Table 4. Age - Adult versus Child

Age Group Number Percent
Adult (18+ Years) 329 71%
Child (0-17 Years) 136 29%
Total 465 100%

* 2 clients with an age of CDK/PNTA/DNC

Table 5. Enrolled with Family versus Individually

Enrolled with Family/Individual Number Percent
Family 227 49%
Individual 240 51%
Total 467 100%

Table 6. Household Served by Household Type

Household type Served count Percent*
Households without children 10 13%
Households with at least one adult and one
child 69 87%
Total 79 100%

* Numbers adjusted for rounding

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Table 7. Total Clients Served by Household Type

Household type Served count Percent
Households without children 4 1%
Households with at least one adult and one
child 223 48%
Single Adults 239 51%
Indeterminable Household 1 0%
Total 467 100%

Table 8. Military Veteran

Military Veteran Number Percent
Yes 17 5%
No 312 95%
Total 329 100%

Table 9. Chronic Status of Military Veteran

Chronically Homeless Veterans Number Percent
Yes 6 33%
No 12 67%
Total 18 100%
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Table 10. Gender Distribution of Military Veteran

Gender Number Percent
Male 17 100%
Female 0 0%
Total 17 100%

Table 11. Age Distribution of Military Veteran

Age tier Number Percent*
18-24 1 6%
25-34 1 6%
35-44 1 6%
45-54 2 12%
55-64 5 29%
65+ 7 41%
Total 17 100%

* Numbers adjusted for rounding
Table 12. Domestic Violence History (for adults)

Domestic Violence Victim history Number Percent
Yes 59 18%
No 272 82%
Total 331 100%

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Table 13. Domestic Violence Victim History (By Gender)

Gender Number Percent
Female 37 63%
Male 22 37%
Total 59 100%

Table 14. Disabling Condition

Disabled (Has a Disabling Condition) Number Percent
Yes 212 45%
No 257 55%
Client prefers not to answer 1 0%
Total 470 100%

Table 15. Health Conditions of Clients Sheltered

Disability Type Number Percent
Physical Disability 118 26%
Mental Health Disorder 112 25%
Chronic Health Condition 105 23%
Substance Use Disorder 83 18%
Developmental Disability 32 7%
HIV / AIDS 6 1%
Total 456 100%

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Table 16. Number of Disabilities per Disabled Client

Disability Type Number Percent
1 Condition 82 38%
2 Conditions 75 34%
3+ Conditions 61 28%
Total 218 100%

Table 17. Presence of Income within Adult Population

Adult with/without Income Number Percent
Adults with Income 168 51%
Adults with no income 161 49%
Missing/PNTA/Refused 0 0%
Total 329 100%

Table 18. Income Type

Income Type Number Percent
Earned Income 53 29%
Supplemental Security Income (SSI) 42 23%
Social Security Disability Insurance
(SSDI) 20 11%
Temporary Assistance for Needy
Families (TANF) 19 10%
General Assistance (GA) 16 9%
Social Security Retirement 16 9%
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Other Cash Income 6 3%
Unemployment Income 5 3%
Child Support 3 2%
Employment Pension 2 1%
Veterans Disability Payment 1 0%
Private Disability Insurance 1 0%
Total 184 100%

Table 19. Length of Participation

Days in a program All client count Leavers count Stayers count <30 Days 91 91 0
31-60 days 85 77 8
61-90 days 74 58 16
91-180 Days 164 126 39
181-365 Days 81 62 19
1-2 Years 6 5 1
Total 502 419 83

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Table 20. Number of Chronically Homeless Persons at Project Start

Chronic status Number Percent*
Chronically Homeless 100 21%
Not Chronically Homeless 361 75%
Null/DK/PNTA 18 4%
Total 479 100%

* Numbers adjusted for rounding

Table 21. Gender Breakdown of Chronically Homeless Head of Households

Gender Number Percent*
Male 82 87%
Female 10 12%
Client prefers not to answer 1 1%
Total 93 100%

* Numbers adjusted for rounding

Table 22. Age of Chronically Homeless Persons

Age group Number Percent*
0-17 5 5%
18-24 0 0%
25-34 8 8%
35-44 19 19%
45-54 26 26%
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55-64 30 30%
65+ 11 11%
Data Not Collected 1 1%
Total 100 100%

* Numbers adjusted for rounding

Table 23. Health Conditions of Chronically Homeless Persons

Disability Type Number Percent
Physical Disability 58 26%
Mental Health Disorder 54 25%
Chronic Health Condition 52 24%
Substance Use Disorder 40 18%
Development Disability 13 6%
HIV/AIDS 2 1%
Total 219 100%

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B. 2022-2023 North San Diego Bridge Housing Returning Clients

*Clients Sheltered During both 2022 - 2023 & 2023 - 2024 Years*

Table 24. Gender of Returning Clients

Gender Number Percent
Male 33 76.7%
Female 10 23.3%
Total 43 100%

Table 25. Military History of Returning Clients

Veteran Status Number Percent
Yes 0 0.0%
No 32 74.4%
Null/Data not collected 11 25.6%
Total 43 100%

Table 26. Age Tier of Returning Clients

Age Tier Number Percent
0-17 13 30.2%
18-24 0 0.0%
25-34 6 14.0%
35-44 4 9.3%
45-54 4 9.3%
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55-64 13 30.2%
65 or Above 3 7.0%
Total 43 100%

Table 27. Exit Destination of Returning Clients

Destination Category Exit Destination 2022-2023 2023-2024 Homeless Situations Place not meant for habitation 10 8

Emergency Shelter (Including hotel/motel paid
for with emergency shelter voucher) 3 1
Safe Haven 1 0
Institutional Situations Hospital or other residential non-psychiatric medical facility 1 1

Substance abuse treatment facility or detox
center 0 2
Jail, prison, or juvenile detention facility 2 0
Temporary Housing Situations
Staying or living with family, temporary tenure 9 4

Staying or living with friends, temporary tenure
(e.g. room, apartment or house) 2 1
Rental by client, no ongoing housing subsidy 10 8
Transitional Housing 1 0

Hotel or motel paid for without emergency
shelter voucher 1 2
Permanent Housing Situations
Staying or living with friends, permanent tenure 0 0
Staying or living with family, permanent tenure 2 0
Rental by client, with housing subsidy 1 0
Other No exit interview completed 3 5
Client doesn't know/ Data not collected/ Other 0 0
Total 46 32

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References

National Alliance to End Homelessness, “Chronically Homeless” (December 2023), https://endhomelessness.org/homelessness-in-america/who-experiences-homelessness/chronically- homeless/ accessed 7-1-2024.

US Department of Housing and Urban Development, “HMIS Standard Reporting Terminology Glossary” (March 2024), version 1.2.

Alliance for Regional Solutions, “2022-2023 Bridge to Housing Report”, (July 2023).

US Department of Housing and Urban Development, “FY 2024 HMIS Data Standards Manual” (October, 2023), version 1.6

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EXHIBIT 14

VIVIENDA EQUITATIVA GRATIS
TIENE UNA PREGUNTA ACERCA DE…
… DISCRIMINACIÓN EN VIVIENDAS?
…
SU DEPÓSITO DE SEGURIDAD?
…
¿AVISOS DE TERMINACIÓN DE 30, 60, Y 90 DÍAS?
…
AUMENTOS DE RENTA?
…
DESALOJOS ILEGALES?
*
Este Proyecto es financiado totalmente o en parte por fondos del Subsidio Global para el Desarrollo Comunitario (CDBG) aportados por el Departamento de Vivienda y Desarrollo Urbano de EE. UU*

VENGAS Y APRENDA
MÁS ACERCA DE LOS

SERVICIOS GRATUITOS

QUE OFRECEMOS EN

CSA SAN DIEGO COUNTY

CSA SAN DIEGO
COUNTY Fair
Housing
327 Van Houten Ave.

EL CAJON, CA 92020
619-444-5700
[email protected]
Rayo De Esperanza
1653 Albany Ave.

Chula Vista 91911
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EXHIBIT 15
Fair Housing Updates
Have questions about…
● F air Housing Discrimination
● Security Deposit
● N
otices for 30, 60, 90 days
● R
ent Increase
● Ille
gal Evictions
Come and learn more
about the FREE services
that CSA San Diego
County has to offer
CSA San Diego County
Fair Housing
Main Office
327 Van Houten Ave.

El Cajon, CA 92020
(619) 444-57 00
[email protected]
Rayo De Esperanza
1653 Albany Ave.

Chula Vista 91911
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Email
Question 2. Have you reported your issue? Yes No Staff refer to: COUNTY BUILDING CODE CSA OTHER Household information
Question 1. Please describe what kind of housing related issue(s) are you experiencing?
Question 3. If yes, to which agency and approximately when? Name
Address
Phone
This form is used to screen individuals and families who are experiencing housing related issues such as discrimination, structural problems, mold, tenant/landlord disputes, etc.

HOUSING SURVEY FORM
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EXHIBIT 16
Correo
electrónico
Pregunta 2. ¿Ha informado de su problema? Sí No El personal se refiere: COUNTY BUILDING CODE CSA OTHER

Informacióndel hogar
Pregunta 1. Describa qué tipo de problema(s) relacionado con la vivienda está experimentando.

Pregunta 3. En caso afirmativo, ¿a qué agencia y aproximadamente cuándo? Nombre
DirecciÓn
Teléfono
Este formulario se utiliza para evaluar a personas y familias que están experimentando problemas relacionados con la
vivienda, como discriminación, problemas estructurales, moho, disputas entre inquilinos y propietarios, etc.

FORMULARIO DE ENCUESTADE VIVIENDA
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