cc 2025 AR 06/10 agreement with san diego rescue mission — Vista City Council, June 10, 2025 (part 1 of 2)

ACTION:

____________________________
Clerk/Secretary

Department: City Manager Item No: C6
Prepared by:

Jonathan Lung, Homeless Services Program Manager
Daniel Sturman, Management Analyst Meeting Date: June 10, 2025 Approved by:

Imelda Huerta, Assistant City Manager
John Conley, City Manager Agenda Location: Consent

SUBJECT: AGREEMENT WITH SAN DIEGO RESCUE MISSION, INC TO PROVIDE HOMELESSNESS

OUTREACH, HOUSING NAVIGATION, AND HOUSING STABILITY SERVICES

RECOMMENDATION:

1. Adopt City Council Resolution No. 2025- , approving an agreement with San Diego Rescue Mission, Inc. to provide Homeless Outreach, Housing Navigation, and Housing Stability Services.

2. Adopt City Council Resolution No. 2025- , amending the operating budget for Fiscal Years 2023/24 and 2024/25.

CORRELATION TO CITY COUNCIL GOALS: Homelessness & Housing.

PRIOR ACTION: On March 11, 2025, adopted City Council Resolution No. 2025-26, accepting Encampment Resolution Funding, Round 3, Grant Funds from the California Department of Housing and Community Development (Vote: 5-0).

On October 22, 2024, adopted City Council Resolution No. 2024-172, approving an agreement with San Diego Rescue Mission to provide citywide homeless outreach services (Vote 4-1 Contreras opposed).

On June 25, 2024, adopted City Council Resolution No. 2024-122, approving the submission of an application for Encampment Resolution Funding, Round 3, grant funds (Vote: 4-0, Green absent).

STATEMENT ON THE SUBJECT: On March 10, 2020, the City Council adopted the Strategic Plan to Address Homelessness (Strategic Plan) that is designated to address homelessness through programs and practices that have proven successful in other places but are tailored for Vista. The Strategic Plan is a living document that requires ongoing development and updates based on funding sources, legislative changes, community need, and program outcomes.

Beginning in August of 2020, the City contracted with Exodus Recovery for street outreach and housing navigation services in support of the Strategic Plan to residents at-risk of and persons experiencing homelessness (PEH) in Vista. The agreement with Exodus Recovery expired on October 31, 2024.

AGENDA
REPORT

CITY COUNCIL

COMMUNITY DEVELOPMENT COMMISSION

SUCCESSOR AGENCY

BUENA SANITATION DISTRICT

JOINT POWERS FINANCING AUTHORITY
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SUBJECT: AGREEMENT WITH SAN DIEGO RESCUE MISSION, INC TO PROVIDE HOMELESS

OUTREACH, HOUSING NAVIGATION AND HOUSING STABILITY SERVICES On August 12, 2024, a Request for Proposals (RFP) to solicit a new provider for citywide homeless outreach, housing navigation and housing stability services was published, which resulted in an agreement with San Diego Rescue Mission (SDRM) that was approved on October 22, 2024.

In anticipation of the City’s application for Encampment Resolution Funding, Round 3 (ERF3), which would include homelessness outreach and housing navigation and stability services, an RFP (Exhibit 3) was published on July 15, 2024 to solicit a provider for the ERF3 homelessness outreach and housing navigation and stability services. The ERF3 contract is intended to increase the capacity of the agreement for outreach with SDRM approved on October 22, 2024. Five proposals were received and SDRM received the highest evaluation score (Exhibit 4).

Staff recommend approving an agreement with SDRM (Exhibit 5) to provide homeless outreach, housing navigation and stabilization services. SDRM will develop a By-Name List (BNL) which is a comprehensive list of every PEH in Vista along with a BNL focusing on high utilizers of 911 services. 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 the Regional Task Force on Homelessness (RTFH) and the City, the BNL will prioritize PEH according to acuity and chronicity.

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 BNLs. 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 Coordination Entry System (CES) for possible matching 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.

SDRM will provide monthly reports detailing outcomes, which will include:
• Number of unduplicated individuals served
• Exits from street homelessness
• Exits to permanent housing
• Individuals maintaining housing after 12 months of housing placement • Demographics of those being served
• Number of people served through shower trailer events • Type of service interactions
• Progress on the BNL
• Success stories
• Community engagement activities

SDRM will attend all Standing Committee on Homelessness and City Council meetings with agendized homelessness items with updates on their work.

FISCAL IMPACT: The direct fiscal impact associated with this item is $2,781,345.02, which will be appropriated in account 0010355.521040.ERF3.

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SUBJECT: AGREEMENT WITH SAN DIEGO RESCUE MISSION, INC TO PROVIDE HOMELESS

OUTREACH, HOUSING NAVIGATION AND HOUSING STABILITY SERVICES EXHIBITS:

1. City Council Resolution No. 2025- , approving an agreement with San Diego Rescue Mission, Inc. to pr
ovide homeless outreach, housing navigation, and housing stability services

2. City Council Resolution No. 2025- , amending the operating budget for Fiscal Years 2023/24 and 2024/
25 3. ERF3 Homelessness Outreach RFP

4. ERF3 Proposals and Evaluations

5. Agreement with San Diego Rescue Mission, Inc. to provide Homeless Outreach, Housing Navigation, and Housing Stability Services
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00029213 7
RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CHARTERED CITY OF

VISTA, CALIFORNIA, APPROVING AN AGREEMENT WITH SAN DIEGO

RESCUE MISSION, INC TO PROVIDE HOMELESSNESS OUTREACH,

HOUSING NAVIGATION, AND HOUSING STABILITY SERVICES
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 to Address Homelessness (Strategic Plan) that identified programs and practices that have proven successful elsewhere, but which are tailored for Vista.

B. The City published a request for proposals to solicit a homeless outreach, housing navigation and housing stability provider in continued support of the homelessness outreach strategy of the Strategic Plan.

C. The City desires to contract with San Diego Rescue Mission, Inc to provide homelessness outreach, housing navigation and housing stability services.

2. Action.

A. The agreement with San Diego Rescue Mission, Inc is approved, and the Mayor is authorized to execute the agreement.

3. Adoption. PASSED AND ADOPTED at a meeting of the City Council of the City of Vista held on June 10, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

APPROVED AS TO FORM:

WALTER CHUNG, CITY ATTORNEY
By:

APPROVED
Walter C. Chung
20250530151750
JOHN B. FRANKLIN, MAYOR
ATTEST:

KATHY VALDEZ, CITY CLERK
By:
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EXHIBIT 1
00029213 7
RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CHARTERED CITY OF

VISTA, CALIFORNIA, AMENDING THE OPERATING BUDGET
FOR FISCAL YEARS 2023/24 AND 2024/25
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 June 27, 2023 the City Council adopted Resolution 2023-117 approving the Operating Budget for Fiscal Years 2023/24 and 2024/25.

B. The City Council desires to amend the Operating and Capital Project Budgets at this time to reflect changed circumstances.

2. Action.

A. The Operating Budget for Fiscal Years 2023/24 and 2024/25 is amended as set forth in Exhibit A.

3. Adoption. PASSED AND ADOPTED at a meeting of the City Council of the City of Vista held on June 10, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

APPROVED AS TO FORM:

WALTER CHUNG, CITY ATTORNEY
By:

APPROVED
Walter C. Chung
20230814103001
JOHN B. FRANKLIN, MAYOR
ATTEST:

KATHY VALDEZ, CITY CLERK
By:
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EXHIBIT 2
RESOLUTION NO. 2025-

CITY COUNCIL FOR THE CHARTERED CITY OF VISTA
PAGE 1

EXHIBIT A

1. Account Number Account Description Increase Decrease 0010355.531500.ERF3 SPECIAL DEPARTMENT EXPENSE 2,781,345.02$ 0010355.521040.ERF3 SERVICE CONTRACT 2,781,345.02$
Appropriations are hereby made (and estimated revenues are hereby adjusted) to fund (the subject project). 06/10/2025
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Release Date: July 15, 2024
Submittal Date: August 12, 2024
Strategic Plan to Address Homelessness:

ERF-3-R Street Outreach RFP 1
City of Vista
Housing & Homeless Services Division
STRATEGIC PLAN TO ADDRESS HOMELESSNESS:

Encampment Resolution Funding Program, Round 3 (ERF3)
Homeless Outreach and Housing Navigation
Request for Proposals

RFP GUIDELINES
Applications Available July 15, 2024
Application Due Date August 12, 2024
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EXHIBIT 3
Release Date: July 15, 2024
Submittal Date: August 12, 2024

Strategic Plan to Address Homelessness:

ERF-3-R Street Outreach RFP 2
I. INTRODUCTION AND PURPOSE
The City of Vista (“City”) is soliciting written proposals from qualified service providers to provide street outreach and case management services, and rapid rehousing with stability services, who will utilize trauma- informed and person-centered approaches to connect Persons Experiencing Homelessness (PEH) within the Encampment area with appropriate resources. Practices and approaches to street outreach shall be aligned with the Continuum of Care’s Community Outreach Standards, and operating standards for rapid rehousing shall be aligned with the Continuum of Care’s Rapid Rehousing System -Wi de Operating Standards of Practice.

The City has submitted an application for Encampment Resolution Funding Program, Round 3 (ERF3), and an award for the services solicited herein is contingent on the successful award of ERF3 to the City.

Notification of award of ERF3 to the City is expected within 60 days of June 30 . If awarded, a contract for services between the City and the selected provider will be entered tentatively beginning on September 1, 2024 through June 30, 2025, and renewed for additional 12-month increments through June 30, 2027.

City Overview
The City of Vista is located seven miles inland from the Pacific Ocean in northern San Diego County and is approximately 19 square miles with a population of 99,723 (CA Department of Finance, 20 24). The City operates its own Fire Department and contracts with the San Diego Sheriff’s Department for law enforcement services. The City is an entitlement city that receives Community Development Block Grant (CDBG) funds; however, the City does not receive other federal funding sources such as HOME, HOPWA, or ESG. The Housing Authority of San Diego County administers Vista’s Section 8 Housing Choice Voucher program.

Background
At the 2018-2020 goal setting workshop, the City Council identified a need to develop a strategic plan to 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) improving quality of life, and (3) reducing homelessness.

In support of the City of Vista’s Strategic Plan goal of reducing homelessness and the Continuum of Care’s (CoC) Regional Community Action Plan to Prevent and End Homelessness in San Diego, , the City is applying
for ERF3, which was authorized in 2022 through Senate Bill 197 (Chapter 70, Statutes of 2022), enacted under Chapter 7 of Part 1 of Division 31 of the California Health and Safety Code (HSC) (sections 50250 et seq.). The $400 million for this third round was appropriated by SB 101 (Chapter 12, Statute of 2023). ERF was established to increase collaboration between Cal ICH, Local Jurisdictions, and Continuums of Care (CoCs) for the following purposes:
• As sist Local Jurisdictions in ensuring the safety and wellness of people experiencing homelessness in encampments.
• Provide grants to Local Jurisdictions and CoCs to resolve critical encampment concerns and transition individuals into safe and stable housing.
• Encourage a data-informed, coordinated approach to address encampment concerns.

This Request for Proposals (RFP) solicits the services of an experienced homeless services provider who will perform street outreach, case management, and housing navigation and stabilization services at the City’s direction, coordinating as necessary with the Regional Task Force on Homelessness (lead agency of the CoC), County of San Diego’s Health and Human Services Agency representatives, mental health and substance use providers, CalAIM providers, Workforce Development, public benefits administrators, and other 06/10/2025
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community-based organizations. The Vista Sheriff's Department will assist in coordination, support and safety when addressing unsheltered homelessness as necessary or requested, in accordance with the Continuum of Care’s Policy Guidelines for Regional Response for Addressing Unsheltered Homeless Encampments throughout San Diego County . All s ervices shall be provided to those experiencing homelessness within the boundaries of the ERF3 grant area (Exhibit A) as proposed in the City’s ERF3 application.

II. CITY EXPECTATIONS
The City is seeking a service provider who has demonstrated expertise in working with and meeting the needs of those most vulnerable in our community, and who understands the unique needs of people who are experiencing homelessness (PEH). Experience working with and navigating the regional programs for PEH, as well as knowledge of the local community needs, ability to coordinate with multiple stakeholders, and understanding of the needs of the diverse groups within the population experiencing homelessness are required. The contracted service provider will be required to participate in regular meetings, both public and private, at the direction of City staff . The contracted service provider will provide at minimum, a bi- annual report to the City Council that includes anonymized client data, detailed program activities, and itemized expenditures. Additional reporting metrics suggested by the selected provider are also encouraged.

This RFP sets forth the requirements of the s olicited activities and contains the guidelines by which each proposal must include.

III. FUNDING AND METHOD OF PAYMENT
Services provided under the contract shall not exceed $ 5,281,345.02 through June 30, 2027, with services anticipated to begin on September 1, 2024. Proposals should describe the services the organization is able to commit to within the allocated budget. The selected service provider will submit invoices to the City , which must include a detailed breakdown of the services, the tasks, the hours, hourly rates , and all appropriate back up. The final contract term will be consistent with Section I of this RFP and the contract total may vary depending on final award of ERF3.

IV. ELIGIBILITY CRITERIA
Nonprofit organizations, F ederally Qualified Health Centers, government agencies, and neighborhood organizations that primarily serve low- and moderate-income individuals and households, with experience working with PEH utilizing a trauma-informed and person-centered approach, are eligible to apply. Proposals should incorporate a combination of program management, street outreach, housing navigation, housing stability case management , and peer support personnel. A Licensed Clinical Social Worker on staff in a management role is preferred. Proposers must be knowledgeable of housing programs, including County Section 8 Housing Choice vouchers and local homeless service programs. Nonprofits must be incorporated as a nonprofit in California by the proposal submittal date.

Respondents to the RFP must be able to sign the City’s standard contract for services (sample included as Exhibit B). As specified in the contract, General Liability Insurance, Automobile Liability Insurance and Workers Compensation Insurance are required at the time of the execution of the standard contract for services.

V. SCOPE OF SERVICES
The City is seeking to partner with an organization that can provide full -time outreach workers to conduct proactive street-based case management , housing navigation, coordinate city wide case conferencing utilizing a By -Name-List, work with the Vista Sheriff’s Department at the City’s direction , along with other 06/10/2025
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agencies that regularly come into contact with PEH, and provide housing retention services up to 12 months.

The role of the service provider will be to provide support for PEH within the City and those who have been recently housed after experiencing homelessness , collect data utilizing the Homeless Management Information System (HMIS) according to RTFH Guidelines, and connect people to the services they need in order to make meaningful steps towards exiting homelessness. The goal of these services is to create a clear pathway to permanent housing and helping to ensure long term housing retention in order to make homelessness a rare, brief, and a onetime experience. Proposals shall describe how they will achieve the following City objectives and services.

• Provide street-based case management services within the encampment area, at designated community sites independently and in coordination with the County’s Health and Human Services Agency representatives, mental health providers, Vista COPPS Unit, and other local service providers . These services will be provided in the field ensuring to meet the client where they are needed. These services will be low barrier following a Housing First approach. o Proposal may include up to $52,800 for the leasing of up to 3 vehicles to provide street - based case management and transportation of clients.

• Staff a position to receive and follow up with calls for self-referrals and citizen concerns regarding known PEH in the area.

• Complete a comprehensive Biopsychosocial assessment for each client and develop a detailed individual service plan that includes but is not limited to: identifying barriers to housing, physical, dental, and behavioral health needs, and income goals. The plan shall include a timeline and measures for achieving each client goal and strategies to address current barriers to housing. Review and update each case plan to monitor progress towards goals as the clients’ needs change. Empower clients to become involved in their own planning and goal setting. The City of Vista will require the service provider to utilize the County-wide Coordinated Entry System (CES), timely and complete entry of client -level data through HMIS (Clarity) according to standard guidelines set forth by RTFH, as well as service provider’s additional client assessment and tracking tools as necessary. All data collected must be shared with designated City staff aside from their entry into Clarity.

• Link clients to available housing, medical, mental health, addiction and recovery services, food, clothing, transportation, employment, Social Security Retirement/Social Security Disability, financial , and other appropriate services based on the client’s individual plan. Assist clients with enrolling in mainstream benefits and obtain identification (e.g. California Driver’s License, California Identification Card and/or Social Security card). Assisting clients with no or minimal income to obtain income is a priority and is a key factor in longer-term housing stability. Proposer should include flex funds in their proposed budget to assist with these services, including costs for storage of personal property and pet care. o Proposals may include up to $100,000 in flex funds

• Provide ongoing case management related services to clients, to include: advocacy and support to assist with removing barriers and achiev ing stated goals; ongoing assessment of individual needs including housing stability, mental and physical health needs, substance use treatment, and overall safety ; development and review of their service plans, coordination of service plan items; coordination, referral and connection to other service providers and community resources ; crisis intervention services; and liaison or advocacy services to help remove barriers for clients. This includes communication with other community service providers, medical and mental health providers, treatment and recovery providers and family members.
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o Proposals may include up to $10,000 to assist at minimum 25 households with family reunification.

• Assist clients to identify interim and permanent housing options based on their individualized service plan and coordinate with City staff, including the Housing Specialist, to identify available housing options that are appropriate for clients, and work to obtain and maintain permanent housing with the client for a period of up to twelve months after housing placement. Develop a long-term support plan to ensure residents previously experiencing homelessness maintain housing and continue to achieve other personalized goals.
o Proposals may include up to $2,500,000 in housing assistance funds to assist a minimum of 125 households with rapid rehousing and housing stabilization.

• Provide proposed outcomes of the program, including, but not limited to, number or percentage of:
unduplicated individuals served, exits from street homelessness, exits to permanent housing, individuals retaining housing after 12 months of housing placement.

• Maintain regular communication, both written and verbal, with the Vista COPPS unit and Housing & Homeless Services division staff . Attend regular public and private meetings, including the monthly Standing Committee Meeting on Homelessness and City Council Meetings, to review and discuss caseload and overall progress.

• Work with the Vista COPPS unit and Housing & Homeless Services division staff to maximize partnerships with other local service providers, community organizations and individuals to cultivate resources and stay connected to the changing needs of the community.

• Attend regular Homeless Outreach events coordinated by the City and other partners to help connect PEH to necessary services.

• Proposer understands that the Services entail repeated interactions with at -risk populations that may be experiencing mental health disorders or substance abuse issues. The successful Proposer is responsible for ensuring the safety of their personnel while performing the Services and for coordinating 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 PEH during the performance of the Services.

• Complete accurate and thorough documentation in a timely manner. Maintain documentation of client meetings and interactions, including conversations and progress towards goals. Maintain data on each program participant and program milestones, and provide reports and monthly invoices as required by the City. Proposer must also comply with RTFH guidelines when entering data into HMIS.

• Identify gaps in homeless services and assistance needs in Vista. In addition, develop a written report of 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.

• Furnish and cover all costs for general office supplies, printing , and postage associated with normal office and service operations related to case management duties.

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• Participate in community meetings related to the Strategic Plan to Address Homelessness or case management duties.

• Proposer must identify a primary point of contact respon sible for communications with and reporting to the City and its designees.

VI. PROPOSAL SUBMISSION
To receive addenda and submit a Proposal, Proposer must register a free account with the City’s Electronic Bidding System, OpenGov Procurement, at https://secure.procurenow.com/portal/cityofvista. No hard copy proposals will be accepted. Once registered, Proposer must download the RFP while logged in under their own name and identification number to appear on the Electronic Prospective Bidders List as a “Prospective Bidder.” Proposers that fail to download the RFP will not appear on the Electronic Prospective Bidders List and their Proposal will be considered non- responsive. If a Proposer is unable to register or download the RFP from OpenGov Procurement, a Proposer representative may contact OpenGov Procurement to troubleshoot the problem.

Al
l Proposal documents must be uploaded using OpenGov Procurement prior to the Proposal Submission Date as instructed in this solicitation. Once file(s) have been uploaded and the Submission Status shows as “Submitted” the submission is complete. At that point the Proposer will receive an email confirmation from OpenGov Procurement.

The City reserves the right to extend the date by which proposals are due via addendum. To be considered, Proposals shall be submitted through OpenGov Procurement no later than the Proposal Submission Date.

OpenGov Procurement will determine the official t ime for the advertised Proposal Due Date and such determination will be final. Any Proposals not received in a timely manner on the Proposal Due Date, as described above, will not be considered.

Proposers understand that an award for this RFP is contingent upon the award of ERF3 to the City, and the City reserves the right to cancel this RFP at any time.

Questions on this RFP

All project related questions and requests for clarifications, changes, exceptions, and deviations to the terms and conditions set forth in this RFP shall be submitted via “Q&A” through the City’s Electronic Bidding System, OpenGov Procurement. Phone call questions will not be accepted. Answers to all submitted questions will be provided in an addendum through OpenGov Procurement. Questions must be submitted prior to the deadline specified in the RFP Schedule, above.

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

1. Cover letter. A cover letter shall summarize key elements and guarantee that key personnel will be committed to perform the required tasks throughout the duration of the contract. The cover letter shall be limited to two (2) pages and shall include a contact name, email, phone number and full address for the proposer.

The cover letter must provide a brief overview of the proposer’s qualifications, list key personnel and areas of responsibility, demonstrate that the personnel have the knowledge and skills to provide street based case management, and housing stabilization services as described in this RFP, and emphasize similar contracts or projects that required the performance of similar tasks. The cover letter 06/10/2025
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shall include a statement that the proposer can meet the City’s insurance requirements and is prepared to execute the City’s standard contract for services as written, and will not make any changes to the project term without authorization of the City. In cases , where a team member voluntarily leaves an agency, the proposer shall provide the City a proposal for a substitute team member subject to the approval of the City.

2. Approach. Provide a detailed description of the approach to the project, including suggested activities and methodologies to be used when providing the S ervices for PEH in the City of Vista. Such activities may include: strategies to engage with individuals who are unsheltered with considerations to the unique needs of the diverse groups within the unsheltered community; plans for coordinating with shelter and housing providers, treatment providers, employment and educational programs, legal services, and other government entities; use of proposed flex funds; approaches to local coordination with community service providers; plans for tracking demographic, quantitative and qualitative data; 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. Identify and describe program staff, qualifications and professional experience, along with proposed weekly time commitment towards this project.

4. Budget. Please provide a simple 12-month project budget that is adjustable to accommodate the initial 10-month contract period, describing staff rates and labor hour estimates. Identify staff benefits and administration costs, if applicable. Budget may include flex funds for client needs such as transportation, new identification cards, etc . The City will review budget proposals to determine maximum value, effectiveness, approach, and performance of work within a reasonable budget. Proposals must identify potential milestones that will trigger payments due. Note in-kind supports if applicable, or if leveraging other existing resources is planned.

5. Schedule. Include a proposed annual project schedule, including key project tasks, deliverables, specific timelines and sequence.

VIII. Review of Proposals
Proposals will be reviewed for completeness and according to the City’s evaluation criteria . Incomplete and/or late proposals may be disqualified. The City will review and evaluate all proposals for responsiveness to this RFP to determine whether the respondent possesses the professional qualifications necessary for the satisfactory performance of the services required. The City will also investigate qualifications of all respondents to whom the award is considered, and may request clarification of proposals directly from one or more proposers. In reviewing the proposals, the City will consider the following evaluation criteria (100 points total):

• Quality of the approach, clarity, rationale and feasibility (25 points) • Organization’s experience with projects of similar type (20 points) • Project staff experience and expertise (15 points)
• Proposed project schedule and outcomes (20 points)
• Budget and value of proposed work and deliverables for dollars invested (20 points) The City may conduct interviews as a part of the evaluation process.

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IX. AWARD OF AGREEMENT
Upon completion of the review period, the City will notify the proposer whose proposal will be considered for further evaluation and negotiation. Any delay caused by proposer's failure to respond to direction from the City may lead to a rejection of the proposal.

a. If the City determines, after further evaluation and negotiation, to award the agreement, a contract for services agreement will be sent to the successful proposer for the proposer's signature. No proposal shall be binding upon the City until after the agreement is signed by duly authorized representatives of both the service provider and the City.

b. The City reserves the right to reject any or all proposals, and to waive any irregularity in a proposal. The award of the agreement will be based upon a total review and analysis of each proposal and projected costs.

Timeline for Submission and Award:

Activity Date
Public Notice announcing RFP July 15, 2024
Final Date for Submissions of Questions July 31, 2024
Proposal Submission Deadline August 12, 2024, 5:00 p.m.

Interviews (if needed) August 19 -23, 2024*
Selection and Funding Award (contingent on
ERF3 award) September 2, 2024*
*Dates are subject to change
The City reserves the right to extend the date by which proposals are due via addenda.

X. RIGHT TO REJECT PROPOSALS
The City reserves the right to request additional information from proposers . By the act of submitting a proposal, proposers acknowledge and agree to the terms and conditions of this RFP and to the accuracy of the information they submit in response. The City reserves the right to reject any and all submittals, waive any irregularities in the submittal requirements, or cancel this RFP at any time.

XI. DISCLOSURE
All Proposals become the property of the City unless a return is specifically requested as specified in the following section. The City is a public agency subject to the disclosure requirements of the Public Records Act, California Government Code Section 6250 and following. These requirements include an exemption for "trade secrets". If any proprietary information is contained in or attached to the written proposal, it must be clearly identified. In order to protect trade secrets from disclosure, pursuant to a public Records Acts request, you must agree in writing to defend and indemnify the City of Vista if litigation results.

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EXHIBIT A
ERF3 Proposed Map
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EXHIBIT B
City of Vista Standard Contract for Services
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City Services (Non-Construction) (RFP) 1 of 10 NAMEX
[22422-6] 00022422 8

CONTRACT FOR SERVICES
THIS “CONTRACT” is entered into by and between the “Parties” as of ___________________ (“Contract Date”).

1.0 THE “PARTIES”
The “City”:

CITY OF VISTA, a chartered municipal
corporation
200 Civic Center Drive
Vista, CA 92084

Working Contact: workingname
Billing Contact: billingname
The “Contractor”

NAMEX, statusx
Address
Address

Contact: name

2.0 BASIC TERMS

2.1 The “Services” to be performed by Contractor are set forth in City’s Request for 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 Contractor has submitted to City a Proposal to perform the Services dated 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 be extended at the City’s option for an additional xx months, in increments of City’s choice, for a maximum Term of xx from the Contract Date.

3.3 City may terminate this Contract upon 30-days’ written notice to Contractor. In such event, or upon request of City, Contractor shall assemble all City documents in the Contractor's possession, put them in order for proper filing and closing, and deliver the documents to City. In the event of termination, Contractor shall be paid for work performed to the termination date. City shall make the final determination as to the portion of tasks completed and the compensation to be paid.

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 06/10/2025
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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 of Exhibit A and Exhibit B, the provisions of Exhibit A shall control.

5.0 COMPENSATION

5.1 City shall pay Contractor on a time and material rate as set forth in Exhibit B 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 B, 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.

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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 the carrying out of this work shall be available to Contractor without charge. City shall make 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 should any information, data, records, reports, and maps be inaccurate, incomplete, or misleading. Unless provided in Exhibit A, no other assistance shall be provided by City to 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 necessary to perform the services set forth in this Contract, including any business licenses required by City. Neither City, nor any elected or appointed boards, officers, officials, employees, or agents of City, shall be liable, at law or in equity, as a result of any failure of Contractor to comply with this Section.

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 employees of City, for any purpose. Contractor shall be under the direction and control of City staff only as to the results to be accomplished. This Contract is not intended to create the relationship of partnership, joint venture, or association between City and Contractor.

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 06/10/2025
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City’s employees. Contractor expressly waives any claim Contractor may have to any such rights.

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 payment made to Contractor pursuant to this Contract shall be the full and complete compensation to which Contractor and Contractor’s officers, employees, agents, and subcontractors are entitled for performance of any work under this Contract. Neither Contractor nor Contractor’s officers or employees are entitled to any salary or wages, or retirement, health, leave or other fringe benefits applicable to employees of the City. City will not make any federal 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.

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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 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 provisions of this Section survive completion of the services or termination of the Contract.

12.0 CONTROL OF SERVICES
Each Party shall appoint a representative who shall have the authority to represent and act for that Party (“Representative”). Any written or verbal directions or requests of City's Representative delivered to the Contractor’s Representative shall have the same force and effect as if delivered to the Contractor. The Contractor's Representative shall have the authority to sign any change order, coordinate the work of all subcontractors and make other decisions pertaining to the Contract.

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 transfers into account on a cumulative basis. In the event of any such unapproved transfer, including any bankruptcy proceeding, this Contract shall be void. No approved transfer shall release the Contractor or any surety of Contractor of any liability hereunder without the express consent of City.

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 liability for acts and omissions of Contractor and employees of the Contractor. Nothing contained in this Contract shall create any contractual relationship between City and any subcontractor of Contractor, but Contractor shall bind every subcontractor and every subcontractor of a subcontractor by the terms of this contract applicable to Contractor's work, unless such change, omission, or addition is approved in advance in writing by the City Manager or the City Manager’s designee. All subcontractors are subject to the prior written review and approval of the City Manager or the City Manager’s designee. 06/10/2025
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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, 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 performance of services pursuant to this Contract or evidencing or relating to expenditures and disbursements charged to City pursuant to this Contract. Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and detailed so as to permit an accurate evaluation of the services 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 06/10/2025
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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.

17.2 Contractor agrees that it will not use any information obtained as a consequence of the performance of work for any purpose other than fulfillment of Contractor’s scope of Services. Contractor will not disclose any information prepared for City or obtained from City or obtained as a consequence of the performance of work to any person other than City, or its own employees, agents or subcontractors who have a need for the information for the performance of Services under this Contract unless such disclosure is specifically authorized in writing by City.

18.0 CONFLICT OF INTEREST REQUIREMENT
Contractor agrees that, to the extent applicable, it shall comply with and be bound by all laws and regulations deriving from the relationship of the Contractor to the City, including the Political Reform Act (Government Codes Section 87100 et seq.) Chapters 2.32 or 2.33 of the Vista Municipal Code, the Community Redevelopment Act (Health & Safety Code 33000 et seq.) and all regulations promulgated thereunder (collectively “Conflict Laws”). As a condition precedent to the formation of this Contract, Contractor warrants and covenants that it is adequately informed regarding the obligations and duties imposed by the Conflict Laws and that to the best of Contractor's knowledge and belief, there exists no conflict of interest (under the laws) that would disqualify the Contractor from participation in any decisions arising out of the performance of this Contract. Prior to commencement of any work in the performance of this Contract, Contractor shall comply with any applicable requirements of Chapter 2.32 of the Vista Municipal Code, including any requirement to file a financial disclosure statement with the City Clerk.

Contractor further agrees that no employee, agent or subcontractor for Contractor shall perform any work for the City pursuant to this Contract which will violate the Conflict Laws.

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 into any written, oral or implied Contract, to provide any financial interest or remuneration of any kind or manner to any City official with respect to this Contract. For purposes of this Section, the term “City Official” shall mean and include any elected or appointed officer of City, any employee of City, or any spouse or financial dependent of a City official or employee. A violation of this provision shall render this Contract null and void and Contractor shall be subject to restitution of all fees or money paid or earned under this Contract.

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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 (including without limitation costs and fees of litigation) of every nature (collectively, “Liability”) arising out of or in connection with this Contract or its performance, including defects in design, except: (1) Liability caused by 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 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.
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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.

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 electronically reproduced copy or image of this Agreement bearing the signatures of the Parties, will be deemed an original and will represent competent evidence of the execution, terms and existence of this Agreement notwithstanding the failure or inability to produce an original executed Agreement or counterpart thereof, and without the requirement that the unavailability of such original executed Agreement or counterpart thereof first be proven.

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

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.

[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”

CITY OF VISTA, a chartered municipal
corporation

By:

JOHN CONLEY, CITY MANAGER
JOHN B. FRANKLIN, MAYOR

ATTEST:

KATHY VALDEZ, CITY CLERK

By:

APPROVED AS TO FORM:

WALTER CHUNG, CITY ATTORNEY

By:

RISK MANAGEMENT REVIEW:

DOLORES GASCON, RISK MANAGER

By:
“Contractor”

NAMEX, statusx

By:

Name/Title

By:

Name/Title

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00022422 8 Exhibit A

EXHIBIT A

REQUEST FOR PROPOSALS

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00022422 8 Exhibit B

EXHIBIT B
CONTRACTOR’S PROPOSAL

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00022422 8 Exhibit C, Page 1 of 3

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 Contractor’s Duty of Indemnification.

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

1. Commercial General Liability (“CGL”): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products, completed operations, property damage, bodily injury, and personal & advertising injury with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this Project/location or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: Insurance Services Office Form Number CA 0001 covering Code 1 (any auto), with limits no less than $2,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employers’ Liability insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease.

Contractor shall also provide the additional coverages checked below and at least as broad as:

4. Professional Liability, with limits no less than $1,000,000 per occurrence or claim, and $2,000,000 policy aggregate.

If the Contractor maintains higher limits than the minimums shown above, City requires and shall be entitled to coverage for the higher limits maintained by the Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to City.

Deductibles and Self-Insured Retentions
Any deductibles or self-insured retentions must be declared to and approved by City. At the option of City, either: the Contractor shall cause the insurer 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 06/10/2025
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00022422 8 Exhibit C, Page 2 of 3
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 06/10/2025
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00022422 8 Exhibit C, Page 3 of 3
complete, certified copies of all required insurance policies, including endorsements, required by these specifications, at any time.

Subcontractors
Contractor shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Contractor shall ensure that City is an additional insured on insurance required from subcontractors. For CGL coverage, subcontractors shall provide coverage with a format least as broad as CG 20 38 04 13.

Special Risks or Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other circumstances.

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00022422 8 Exhibit D

AGREEMENT TO COMPLY WITH CALIFORNIA LABOR LAW REQUIREMENTS [Labor Code §§ 1720, 1771.1, 1773.8, 1775, 1776, 1777.5, 1813, 1860, 1861, 3700

NOT APPLICABLE TO THIS CONTRACT

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00022422 8 Exhibit E

EXHIBIT E

SPECIAL PROVISIONS
This Contract is subject to the following provisions, if checked:

1. State of California grant conditions, as attached.

2. Federal grant conditions, as attached.

3. Other conditions, as attached.

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August 12, 2024
City of Vista
Housing & Homeless Services Division
200 Civic Center Drive
Vista, CA 92084
Re: Encampment Resolution Fund RFP
To Whom It May Concern:

This letter accompanies Interfaith’s proposal to the City of Vista Encampment Resolution Fund RFP. Interfaith is fully prepared to perform the Scope of Services for the City of Vista Encampment Resolution Fund Round Fund (ERP-3) Homeless Outreach and Housing Navigation RFP.

Org Experience/Qualifications
Interfaith Community Services (Interfaith) is exceptionally well -positioned to implement the Scope of Services outlined in the City of Vista Encampment Resolution Fund (ERP -3) Homeless Outreach and Housing Navigation RFP. With over four decades of proven experience in homeless outreach and comprehensive case management across North County, Interfaith is prepared to leverage its extensive array of programs, community partnerships, and evidence-based practices to deliver a transformative, high-impact solution that aligns with the City of Vista’s Strategic Plan and broader regional goals.

Interfaith knows that safe, secure affordable housing is a basic human nee d and has operated programs for homeless and low -income individuals and families for over 30 years. Past and current programs offered by Interfaith include diversion and homelessness prevention, emergency shelter for individuals and families, transitional housing, recuperative care, veteran transitional housing, rapid re-housing, and permanent supportive housing. Interfaith is proud to currently partner with the County of San Diego and multiple North County cities to provide homeless outreach service through partnerships with the City of Oceanside (since 2017), City of Carlsbad (since 2018) and County of San Diego (since 2021).

Current, relevant contracts include:

Funder/Funding Source Service Description Contract Value City of Carlsbad Encampment
Resolution Fund (7/1/23-6/30/26)
Peer support and homeless outreach. $748,335
City of Carlsbad – SUD Outreach &
Education (7/1/24-6/30/25)
SUD outreach and peer support services $80,000
City of Oceanside Encampment
Resolution Fund (8/21/24-6/30/27)
Homeless outreach with clinicians and peer
support specialists with focus on encampments.
$1,403,150
City of Oceanside- Homeless Outreach
(7/1/24-6/30/26)
Homeless outreach and case management $520,000
City of Oceanside—HOME TBRA
(11/22/23-12/31/24)
Tenant-based rental assistance program. $1,114,851
PATH Homeless Outreach (7/1/23-
6/30/24)
Outreach and engagement with PEH in North
County including short-term case management
$327,324
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Substance Abuse and Mental Health
Services Administration (SAMHSA),
(9/30/23-9/30/28)
Street outreach aimed at increasing connections
to SUD treatment and housing support for PEH
transitioning out of SUD treatment
$434,309
(annual)
HUD CoC Competition – Home Now
(7/1/24-6/30/25)
Home Now provides Rapid Rehousing for 22
households annually.
$636,073
Regional Taskforce on Homelessness--
(1/1/24-12/31/25)
Diversion services $430,005

Key Personnel
The project will be overseen by Patricia (Patti) Mack. Patti has been part of the Interfaith team since 2018 and currently serves as the Director of Housing, where she oversees an array of programs including homeless outreach, rapid re-housing, and recuperative care. Patti leads a team of housing experts who help individuals and families secure a home of their own as quickly as possible. She also serves as Interfaith’s housing liaison with other public and private service providers. Senior management will also be provided by Vannessa Marshall, Director of Coastal Services, who oversees Interfaith’s Carlsbad and Oceanside (Libby Lake) multi-service centers.

The project will be implemented by the following multi-disciplinary team (To Be Hired):

1.0 FTE Clinical Outreach Program Manager

1.0 FTE Program Assistant

1.0 FTE Lead Outreach Clinician

2.0 FTE Outreach Specialists

1.0 FTE Peer Support Specialist

2.0 FTE Housing Stability Case Managers
.5 FTE Outreach SUD Counselor (*leveraged funds)

Job descriptions indicating the qualifications and responsibilities of each position are enclosed in the Staffing section of the proposal. Key personnel will be required to perform the key project elements, as described in the proposal, for the duration of the contract term. In cases, where a team member voluntarily leaves an agency, the proposer shall provide the City a proposal for a substitute team member subject to the approval of the City.

Insurance/Contract Term Statement
Interfaith can meet the City’s insurance requirements and is prepared to execute the City’s standard contract for services as written, and will not make any changes to the project term without authorization of the City.

Proposal Contact: Filipa Rios, Chief Program Officer
Address: 550 W. Washington Ave, Escondido, CA 92025
Office 760.489.6380 Ext. 217 | Cell 760.703.3280 or 619-366-2797 Email: [email protected]

In closing, we thank you in advance of consideration of our proposal and commend the City of Vista for this thoughtful, comprehensive opportunity to partner in efforts to address homelessness.

Warm regards,

Greg Anglea
Chief Executive Officer| Cohn Family CEO Chair

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I. APPROACH

Interfaith Community Services (Interfaith) is exceptionally well -positioned to implement the Scope of Services outlined in the City of Vista Encampment Resolution Fund (ERP -3) Homeless Outreach and Housing Navigation RFP. With over four decades of proven experience in homeless outreach and comprehensive case management across North County, Interfaith is prepared to leverage its extensive array of programs, community partnerships, and evidence -based practices to deliver a transformative, high-impact solution that aligns with the City of Vista’s Strategic Plan and broader regional goals.

Agency Experience
Founded in 1979 as a direct response to the rising rates of hunger and homelessness in North San Diego County, Interfaith works to break the cycle of poverty and homelessness. Interfaith provides both immediate safety net services and long-term, wraparound programs that help to rebuild the lives of people in crisis. Today, Interfaith is the most comprehensive human services agency in North County, impacting 20,250 individuals last year including 5,863 children, 694 veterans, and 3,585 seniors.

We embrace a Housing First approach informed by principles of Trauma Informed Care, Harm Reduction, and evidence-based practices. This includes providing support and stabilization for homeless adults of all genders, veterans, families with children, seniors, and persons with severe mental illness, long histories of substance abuse, and a range of chronic health issues. Interfaith is also well -versed in overcoming the challenges to housing encountered by populations with multiple barriers which may include financial and employment instability, poor credit history, and past eviction.

Interfaith also brings a long history of working in street outreach, established partnerships with local cities and law enforcement departments, comprehensive programming, and strong collaborative relationships.

This include s years of experience successfully providing homeless case management services, developing client service and housing plans, client advocacy, coordination with other service providers, and working with at-risk populations to remove barriers to permanent housing.

Interfaith is proud to currently partner with the County of San Diego and multiple North County cities to provide homeless outreach service and provides similar services through partnerships with the City of Oceanside (since 2017), City of Carlsbad (since 2018) and County of San Diego (since 2021).

Current, relevant outreach and housing contracts include:

City of Oceanside- Homeless
Outreach (7/1/24-6/30/26)
Homeless outreach and case management $520,000
City of Oceanside—HOME TBRA
(11/22/23-12/31/24)
Tenant-based rental assistance program. $1,114,851
PATH Homeless Outreach
(7/1/23-6/30/24)
The team conducts outreach and engagement
with PEH in North County and provides
behavioral health screenings and short-term
case management (up to 90 days)
$327,324
Substance Abuse and Mental
Health Services Administration
(SAMHSA), Grants to Benefit
Homeless Individuals (GBHI)
(9/30/23-9/30/28)
Street outreach aimed at increasing
connections to life-saving SUD withdrawal
management and treatment and housing
support for homeless individuals transitioning
out of SUD treatment
$434,309
(annual)
HUD CoC Competition – Home
Now (7/1/24-6/30/25)
Home Now provides Rapid Rehousing for 22
households annually.
$636,073
Regional Taskforce on
Homelessness—Diversion Rapid
Response (1/1/24-12/31/25)
Diversion services $430,005

Strategic Program Overview and Best Practice Alignment
Interfaith’s proposed program is designed to align with the highest standards of homeless outreach and housing stability, as established by the Regional Task Force on Homelessness (RTFH) San Diego Continuum of Care (CoC) Street Outreach Standards. The program’s foundation rests on three core pillars: Housing First principles, regional coordination, and a person -centered, trauma -informed approach. These pillars ensure that the program not only addresses the immediate needs of unsheltered individuals but also fosters long-term stability and reintegration into the community.

Interfaith’s deeply-rooted experience in homeless outreach is exemplified by its innovative approaches, such as embedding clinical social workers within law enf orcement teams to offer compassionate alternatives to the criminalization of homelessness. This approach has proven effective in de-escalating crises, building trust with vulnerable populations, and connecting individuals to the services they need without resorting to punitive measures.

Interfaith will implement a comprehensive approach with strategies and best practices that include:

Coordinated Outreach: Interfaith’s outreach strategy is multifaceted and meticulously planned to ensure maximum reach and impact within the City of Vista. The program deploys a dedicated outreach team who will execute street-based engagement and case management services in the targeted encampment site.

Technological Integration : The Outreach Team will be equipped with advanced mobile technology, enabling them to operate remotely and connect with clients in real -time. This capability is crucial for reducing barriers to service access and ensuring that support is available whenever and wherever it is needed.

Integrated Case Management and Support Services : At the heart of Interfaith’s program is its robust, evidence-based case management framework, which integrates several proven methodologies, including Motivational Interviewing (MI), Critical Time Intervention (CTI), and Trauma-Informed Care (TIC). These practices are essential for engaging clients in a meaningful, respectful manner and ensuring that services are tailored to their unique needs.
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Personalized and Strength -Based Case Management: The program emphasizes the development of Individualized Service Plans (ISPs) that are co-created with clients, reflecting their strengths, challenges, and personal goals. Through Motivational Interviewing, clients are empowered to take ownership of their journey towards stability, which significantly enhances their motivation and engagement.

Low-Barrier and Client-Centered Approach: Interfaith’s program is designed to be low -barrier, adhering to Housing First principles, which prioritize rapid placement into permanent housing without preconditions. The program also emphasizes client choice, particularly in addressing substance use and mental health issues, through a Harm Reduction approach that respects clients’ autonomy and informed decision-making.

Outcome-Driven Impact and Continuous Improvement : Interfaith’s program is designed to achieve meaningful, measurable outcomes that contribute directly to the reduction of homelessness in the City of Vista and the broader region

Collaborative Approach and Infrastructure : Interfaith’s program is built on a foundation of collaboration with local agencies, law enforcement, healthcare providers, and community organizations. This collaborative appr oach ensures services are delivered in a coordinated manner, maximizing each intervention's impact. Interfaith’s longstanding partnerships and its comprehensive infrastructure — including emergency shelters, multi -service centers, and healthcare integration—enable it to deliver a scalable, high-impact response to homelessness.

This program model will achieve all items in the Scope of Services, as follows:

• Provide street-based case management services within the encampment area, at designated community sites independently and in coordination with the County’s Health and Human Services Agency representatives, mental health providers, Vista COPPS Unit, and other local service providers. These services will be provided in the field ensuring to meet the clie nt where they are needed. These services will be low barrier following a Housing First approach. o Proposal may include up to $52,800 for the leasing of up to 3 vehicles to provide street-based case management and transportation of clients.

Interfaith will provide a dedicated Outreach Team for the project, comprised of a Lead Outreach Clinician, two Outreach Specialists , and Peer Support Specialist to provide street -based engagement and case management services . Interfaith will work diligently to engage uns heltered persons who experience homelessness (PEH) and build trust and rapport. PEH often disconnect from communities that frequently push them to the margins of neighborhoods, literally and figuratively. This isolation creates a distrust of systems and a reluctance to engage in services.

Interfaith’s outreach plan will include assessment of places frequented by unsheltered individuals and families and communication with organizations serving the homeless. Outreach sites will focus on the encampment site indicated in the RFP and may include homeless encampments, emergency shelters, local hospitals, halfway houses, sober living facilities, park and recreation areas, and other facilities typically frequented by the target population. Additional outreach eff orts will include engaging local city departments, public libraries, storage companies, community service agencies, and other institutions to inform employees about the program and its services to homeless community members.

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facilitate participation and remove barriers to access. Outreach teams will be available to respond to crises, intervene in emerging situations, preempt conflicts through de-escalation, and provide on- or off- site support and advocacy on behalf of participants.

Interfaith will lease a t least one (1) vehicle dedicated to the project for street-based outreach and transportation of clients.

• Staff a position to receive and follow up with calls for self -referrals and citizen concerns regarding known PEH in the area.

The staffing plan includes a Program Assistant who will receive, log, and follow-up with calls and emails for self-referrals and citizen concerns. Interfaith will clearly identify a phone line/extension and email address for PEH concerns, referrals, and qu estions. The Program Assistant will also support team scheduling, communications with the City of Vista and partners, data collection, and reporting.

• Complete a comprehensive Biopsychosocial assessment for each client and develop a detailed individual service plan that includes but is not limited to: identifying barriers to housing, physical, dental, and behavioral health needs, and income goals. The plan shall include a timeline and measures for achieving each client goal and strategies to address current barriers to housing. Review and update each case plan to monitor progress towards goals as the clients’ needs change. Empower clients to become involved in their own planning and goal setting. The City of Vista will require the service provider to util ize the County-wide Coordinated Entry System (CES), timely and complete entry of client-level data through HMIS (Clarity) according to standard guidelines set forth by RTFH, as well as service provider’s additional client assessment and tracking tools as n ecessary. All data collected must be shared with designated City staff aside from their entry into Clarity.

Using the principles of strength -based case management, outreach workers will complete a comprehensive Biopsychosocial assessment for each homeless client and develop a detailed Individual Service Plan (ISP) that includes identifying barriers to housing, physical, dental, and behavioral health needs, and income goals. Clinicians will engage participants using MI in creating an ISP that considers their strengths, abilities and skills. Inclusion of participants in establishing their own goals and priorities will maximize their motivation and ability to successfully reach those goals.

The core items to be addressed in initial ISPs will be participant strengths, physical health, mental health, life skills, financial status and capacity, vocational aptitude and training needs, substance abuse history and severity, unique barriers to residential stability, permanent housing plans and short -term and long- term goals for program participation. Clinicians will review and update each plan to monitor progress towards goals as client’s needs change, at least every 90 days.

Interfaith understands the case management is complex when working with individuals transitioning from an encampment. This situation requires a sensitive, trauma-informed approach that addresses the unique challenges faced by those who have been living in such precarious conditions. The process typic ally involves several key steps:

Initial Assessment: The outreach worker begins by conducting a thorough assessment of the individual's housing situation, including their time spent in the encampment, health status, and overall needs. This assessment will consider the physical and mental health challenges that often accompany encampment living, such as chronic health conditions, substance use issues, or trauma. Understanding these factors is critical to developing a comprehensive support plan. 4 06/10/2025
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Building Tr ust and Rapport: Establishing trust with individuals who have lived in encampments is essential, as they may have experienced significant distrust or negative interactions with systems in the past. The case manager works to build a strong, trusting relationship by demonstrating empathy, respect, and a commitment to the individual's well-being.

Goal Setting: In collaboration with the client, the case manager sets realistic and achievable goals tailored to their specific situation. For someone transitioning from an encampment, these goals might include finding stable housing, addressing immediate health concerns, reconnecting with family or social supports, and securing basic necessities like food and clothing. The goals are set with a deep understanding of t he trauma and survival strategies the client has developed while living in the encampment.

Resource Connection and Referrals: The case manager identifies and connects the individual with appropriate resources and services, with a particular focus on addressing immediate needs like medical care, mental health support, substance use treatment, and access to food and hygiene facilities.

Specialized services that understand the complexities of encampment living are often necessary to effectively support the client.

Staff will utilize the County-wide Coordinated Entry System (CES ) and complete timely entry of client - level data through HMIS (Clarity) according to standard guidelines set forth by the Regional Task Force on Homelessness, as well as service provide r’s additional client assessment and tracking tools as necessary. All data collected will be shared with designated City staff, when requested, aside from entry in Clarity.

Assist clients with enrolling in mainstream benefits and obtain i dentification (e.g. California Driver’s License, California Identification Card and/or Social Security card). Assisting clients with no or minimal income to obtain income is a priority and is a key factor in longer -term housing stability. Proposer should include flex funds in their proposed budget to assist with these services, including costs for storage of personal property and pet care. o Proposals may include up to $100,000 in flex funds

Interfaith is North County’s most comprehensive social services agency and brings over 40 years of experience providing the tools and resources individuals and families in crisis need to stabilize and overcome homelessness. Interfaith will use case managem ent to link homeless Vista community members to the services and resources necessary to help them reach self-sufficiency and stable housing, including but not limited to:

Housing: Interfaith will utilize the regional CES to ensure that all homeless participants are linked with the appropriate housing resources to obtain and/or maintain affordable permanent housing. Outreach workers will make referrals into the new Buena Creek Navigation Center, Interfaith’s new Family Shelter program, as well as to the Alliance for Regional Solutions’ Bridge to Housing Network. Interfaith is also closely connected with the VA and coordinates with VA liaisons and outreach workers to identify housing options for homeless veterans. Outreach w orkers will also have access to a flex fund to assist with emergency financial assistance to support family reunification and/or immediate shelter and housing needs.

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Healthcare: Interfaith has built strong partnerships with local Federally Qualified Hea lth Centers (FQHCs). Interfaith will leverage its successful partnership with Neighborhood Healthcare, a private, non- profit FQHC with Level III Patient -Centered Medical Home certification. Neighborhood Healthcare and Interfaith have partnered in providing collaborative care, implementing integrated and co -located behavioral health for more than ten years. Clients can be connected to health services such as routine checkups and medical services, mental health services, and Medically Assisted Treatment for c lients who do not have an established medical home. In addition, Interfaith is rapidly building capacity to connect eligible individuals to services under the CalAIM initiative. Interfaith is an approved provider with Aetna, Blue Shield of California Promi se Health Plan, Community Health Group, Health Net, Kaiser Permanente, Molina Healthcare of California, and United Healthcare.

Mental Health: Outreach clinicians are able to provide bridge mental health services to individuals that are not linked with a mental health provider. Clinicians can provide crisis stabilization services, linkages to county contracted behavioral health providers, and linkages to primary care. Interfaith’s homeless outreach staff have a close relationship with North Coastal Mental Health, which has an outreach worker that can come out in the field. The team is also connected with a VA outreach worker that can come into the field to link to VA medical/mental health services. Outreach clinicians are able to complete referrals to support individuals who are high utilizers of emergency services. They also work closely with the Mobile Crisis Response Team, which initiate 5150s, and will work closely with Vista COPPS.

Substance Use Disorder Treatment: Screening for risk for substance use disorders (SUD) is extremely important and incorporated into Interfaith’s programmatic framework. SUD treatment will be available through Interfaith’s Recovery and Wellness Center (RWC). RWC offers a continuum of care, from detox and residential treatment to outpatient services, with an emphasis on preparing individuals for long-term housing stability. RWC serves individuals 18 and older with Medi-Cal or no insurance living in San Diego.

In addition, the RWC interim housing program can be an option after sho rt-term residential services to prepare individuals with SUD and/or co -occurring mental health conditions to qualify for permanent housing options. Interim housing provides a short -term sober living environment while the client works on permanent housing. The homeless outreach clinicians will provide warm referrals to RWC or other treatment providers for those individuals seeking treatment. Case Managers will follow the individual’s treatment episode and work collaboratively with the treatment provider to e ngage the individual in a permanent housing option once treatment is completed.

Basic Needs and Essential Services: Clients will be connected to essential services that address their basic needs, such as emergency food, shower and laundry facilities, mail services, and assistance with obtaining identification and personal records. Many of these services are directly available through Interfaith’s multi-service centers located in Carlsbad, Oceanside, and Escondido.

Transportation: Outreach clinicians will be able to meet with clients in the field and at other community locations, eliminating many of the typical transportation barriers homeless clients experience in accessing services. Outreach workers can assist with transporting clients to shelter and other essential care for homeless participants. They will also have access to flex funds to provide transportation assistance to eliminate barriers to accessing services and housing. This includes providing bus passes, arranging for minor car repairs, and offering other transportation resources to support housing stabilization efforts.

Income and Benefits Assistance: Recognizing that income stability is crucial for long -term housing success, Interfaith will prioritize helping clients obtain benefits and income through partnerships with the Health and Human Services Agency (HHSA), the Veterans Administration (VA), and other local organizations. Interfaith works very closely with the Health and Human Services Agency (HHSA) to ensure participants have access to general relief. Clients will receive assistance obtaining benefits such as Cal-Fresh and Medi-Cal/MediCare. Interfaith also works closely with VA representatives and provides 6 06/10/2025
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warm referrals to assist any homeless veterans identified during the program i n obtaining benefits. In addition, homeless participants with disabilities will receive a warm referral to Interfaith’s SSI/SSDI Outreach, Access, and Recovery (SOAR) program. SOAR is a national program designed to increase access to the disability income benefit programs administered by the Social Security Administration (SSA) for eligible adults who are experiencing or at risk of homelessness and have a mental illness, medical impairment, and/or a co-occurring substance use disorder. The SOAR program will play a critical role in assisting clients with disabilities in applying for SSI/SSDI, ensuring they receive the financial support they need.

Interfaith will utilize Flex funds to assist with goods or services that will assist in stabilizing the client as they work towards increasing income and preparing to find and maintain housing. Flex funds may be used for items including but not limited to: Identification fees, transportation ( e.g. bus car ds, vehicle repair), Storage of personal property , minor credit repair , clothing or gear related to employment , certification or training fees related to employment, and pet care/respite.

• Provide ongoing case management related services to clients, to include: advocacy and support to assist with removing barriers and achieving stated goals; ongoing assessment of individual needs including housing stability, mental and physical health needs, substance use treatment, and overall safety; development and review of their service plans, coordination of service plan items; coordination, referral and connection to other service providers and community resources; crisis intervention services; and liaison or advocacy services to help remove barriers for clients. T his includes communication with other community service providers, medical and mental health providers, treatment and recovery providers and family members,
o Proposals may include up to $10,000 to assist at minimum 25 households with family reunification.

Understanding that ongoing service connections are essential to engagement of hard -to-reach individuals, Interfaith will offer and provide case management to clients. The Lead Clinician and Outreach Specialists will create and review the client’s ISP with the client, document progress, and provide referrals to internal/external programs and services. The Clinician and outreach workers are responsible for acting as a liaison between the client and service providers and advocating for the client when they are not able to advocate for themselves. The Clinician will obtain information from the client to case conference with the client’s behavioral health provider and primary care provider as needed.

Homeless outreach clinicians will maintain a minimum caseload of 10 participants and a maximum caseload of 25 participants at any given time. Clinicians will review and update each plan to monitor progress towards goals as client’s needs change, at least e very 90 days. Progress updates will include indicators of increases in mental and physical heath, daily functioning, use of support systems, self - sufficiency, and residential stability with an emphasis on progress toward obtaining and retaining permanent housing.

Interfaith has included $10,000 in reunification funds that may be used to support family reunification and diversion efforts.

• Assist clients to identify interim and permanent housing options based on their individualized service plan and coord inate with City staff, including the Housing Specialist, to identify available housing options that are appropriate for clients, and work to obtain and maintain permanent housing with the client for a period of up to twelve months after housing 7 06/10/2025
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placement. Develop a long -term support plan to ensure residents previously experiencing homelessness maintain housing and continue to achieve other personalized goals. o Proposals may include up to $2,500,000 in housing assistance funds to assist a minimum of 125 households with rapid rehousing and housing stabilization.

Interfaith follows a Housing First model, prioritizing moving individuals into safe, affordable housing as quickly as possible, while simultaneously providing supportive services to ensure they remain stably housed. Interfaith will work with the City of Vista staff, including the Housing Specialist, to identify housing options based on their individual needs. This will also include accessing options through CES. Permanent housing options available thro ugh the CES include rapid rehousing with rental assistance, permanent supportive housing for residents with ongoing service needs, and mainstream housing for residents with or without rental subsidy vouchers. Interfaith will also screen and connect veteran s to HUD -VASH vouchers or other VA resources. Interfaith also works with the Housing Authority of San Diego County and San Diego Housing Commission to assist individuals with Section 8 voucher applications/status.

Utilizing a team of Housing Stability Cas e Managers, Interfaith will support the long -term success of clients as they prepare for, secure, and maintain housing. Strategies will include:

Preparing for Housing: Outreach workers will help the individual collect initial documents such as IDs, birth certificates, and social security cards. This will ensure the participant is ready to be matched for eligible housing interventions and complete housing applications . Interfaith can also connect clients to resources for legal assistance and credit repair.

Coordinated Entry System: As an active participant in CES and a provider of housing services, Interfaith utilizes the CES and collaborative relationships within the CoC to explore all resources available to the client. Outreach clinicians will use the Common Assessment Tool to screen the individual and determine what housing intervention is best, and all participants will be entered into the CES/H MIS. Interfaith will focus on accepting matches through the CES to provide rapid re -housing and permanent housing placements for households who have been assessed through the VI -SPDAT. Outreach workers will provide follow-up and ongoing updates to HMIS to maintain participants on the Community Queue. The case manager will engage in housing search strategies that align with the CES.

Housing Search and Placement: Transitioning from an encampment to stable housing requires careful planning and support. The case manager assists the client in navigating the housing search process, including identifying suitable hou sing options that are both safe and supportive. This might involve working with housing providers who understand the challenges of moving from an encampment and can offer a low -barrier entry to housing. The case manager also helps with applications, negoti ations with landlords, and securing financial assistance for deposits or initial rent payments.

Landlord Engagement: Due to low vacancy rates and the shortage of affordable housing in San Diego County, Interfaith engages in comprehensive advocacy efforts including outreach to landlords and affordable housing providers and participates fully in the CoC Landlord Engagement Committee.

Interfaith has worked to establish strong relationships with landlords and in some cases, has negotiated special arrangements to reduce barriers for prospective tenants and to make clients a priority on their waitlist. Interfaith will continue working with, and building upon, this base of engaged landlords and property managers to ensure appropriate housing options are available to participants.

Rapid Rehousing/Move-In Support: With ERF3 funding, Interfaith will be able to provide direct Rapid Rehousing services to Vista clients transitioning from encampments. Services are aimed at moving individuals into housing as soon as possible and providing financial assistance and supportive services to achieve long-term sustainability. Interfaith will pay up to the first and last month’s rent or first month’s 8 06/10/2025
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rent and double deposit and rental assistance for up to 12 months. Interfait h offers a progressive engagement model where homeless households are provided minimal amounts of assistance to place households in housing and then intensifies or increases services based on an ongoing monitoring.

Skill Building and Education: The case manager provides or connects the client with training in essential life skills, such as managing finances, maintaining a household, and understanding tenant rights. For individuals transitioning from an encampment, additional support may be needed to adjus t to the expectations and responsibilities of stable housing, including routines and social norms that may differ significantly from life in an encampment.

Ongoing Support and Monitoring: Once housing is secured, the case manager will work with the client to identify resources and needs to strengthen his or her support network and to maintain housing.

Stabilization services will focus on providing core tenancy support such as advocacy and mediation with landlords and housing providers, linkages to communit y supports to foster community integration, education on tenancy rights and assistance with any individual challenges voiced by the participant, such as feelings of isolation or difficulty adjusting to a new living environment. Aftercare is imperative to ensure success for individuals and families to maintain their housing.

Crisis Intervention: If the client faces an immediate threat to their newly secured housing stability, such as a relapse, mental health crisis, or conflict with neighbors or landlords, the case manager provides timely crisis intervention. This might involve negotiating with landlords, securing emergency funds, or arranging for temporary alternative housing if needed.

Advocacy: Throughout the process, the case manager acts as an advocate for the client's rights and needs, which is particularly important for individuals transitioning from encampments who may face stigma or discrimination. This advocacy might include mediating disputes with landlords, assisting with legal matters, or workin g with local housing authorities to ensure the client receives fair treatment and access to necessary services.

Interfaith has requested $2.5 million in housing assistance funds with the goal of assisting a minimum of 125 households through rapid re-housing and housing stabilization. Standards for rapid rehousing shall be aligned with the Continuum of Care’s Rapid Rehousing System-Wide Operating Standards of Practice.

Funds will provide rental assistance, in conjunction with case management. All clients will be screened for eligibility for other internal and external housing resources to leverage/maximize the use of funds.

By addressing both the immediate and long -term needs of individuals transitioning from encampments, housing stability case management plays a vital role in helping them move from survival mode to a place of security and stability. The process is not just about finding housing but also about providing the ongoing support necessary for the individual to thrive in their new environment.

• Provide proposed outcomes of the program, including, but not limited to, number or percentage of: unduplicated individuals served, exits from street homelessness, exits to permanent housing, individuals retaining housing after 12 months of housing placement.

Overall outcomes to be achieved by the program over the contract term will include:
- 250 unduplicated individuals served,
- 200 exits from street homelessness,
- 125 exits to permanent housing,
- 75% of individuals retaining housing after 12 months of housing placement.

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In addition , the program’s success will be measured through a comprehensive set of short -term, intermediate, and long-term outcomes:

Short-Term Outcomes (0-6 Months):

1. Engagement
• Target: 50 unique individuals in identified encampments are engaged in outreach services. • Measurement: Number of unique individuals who participate in outreach activities, as recorded in the outreach database.

2. Immediate Needs Met
• Target: 90% of engaged individuals receive immediate support for basic needs (food, water, hygiene kits, etc.).
• Measurement: Number of individuals provided with essential supplies and services during outreach.

3. Initial Housing Placement:
• Target: 50% (25 individuals) of engaged individuals are placed in temporary or transitional housing within the first six months.
• Measurement: Number of individuals successfully placed in temporary or transitional housing, tracked through housing placement records.

4. Comprehensive Needs Assessment Completed:
• Target: 80% of clients have completed a comprehensive needs assessment within one month of engagement.
• Measurement: Number of completed assessments, documented in client case files.

Intermediate Outcomes (6-12 Months):

5. Transition to Housing
• Target: 60% of clients transitioning from encampments are placed in to interim or permanent housing.
• Measurement: Number of clients successfully placed in permanent housing, with verification of housing stability at 3- and 6- months post-placement.

6. Increased Access to Supportive Services:
• Target: 70% of clients are connected to at least one additional supportive service (e.g., mental health care, substance use treatment, employment services). • Measurement: Number of clients referred to and actively pa rticipating in supportive services, tracked through case management records.

Long-Term Outcomes (12+ Months)

7. Sustained Housing Stability:
• Target: 75% of clients placed in permanent housing remain housed after 12 months. • Measurement: Follow-up assessments and housing verification conducted at 12 months post - placement.

8. Increased Client Self-Sufficiency:
• Target: 50% of clients achieve increased self -sufficiency, measured by stable income (employment or benefits), improved life skills, and reduced reliance on emergency services. • Measurement: Client progress documented in case files, including employment status, income levels, and participation in skill-building programs.

• Maintain regular communication, both written and verbal, with the Vista COPPS unit and Housing & Homeless Services division staff. Attend regular public and private meetings, 10 06/10/2025
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including the monthly Standing Committee Meeting on Homelessness and City Council Meetings, to review and discuss caseload and overall progress.

Interfaith’s homeless outreach team will maintain regular communication, both verbally and in writing, with the Vista COPPS unit and City staff throughout the proposed program. Project staff will attend regular public and private meetings, including the monthly Standing Committee Meeting on Homelessness and City Council Meetings, to review and discuss caseload and overall progress.

Homeless outreach staff will work collaboratively wi th City staff, including the Vista COPPS Unit and Housing and Homeless Services division staff to maximize partnerships with service providers and identify changing needs in the community.

This will include coordination with the RTFH and CES. Interfaith has been an integral member organization of the San Diego CES since its inception and served as lead service agency for the CES expansion from the City of San Diego to North San Diego County. Further, Interfaith is the fiscal agent and a founding member of North County’s Alliance for Regional Solutions.

To form a cohesive approach, Interfaith will work in collaboration with the Regional Taskforce on Homelessness, Alliance for Regional Solutions, Buena Creek Navigation Center, 2-1-1 San Diego, Operation Ho pe, La Posada, Community Resource Center, other North County homeless outreach teams, faith centers, and other community-based organizations.

In addition, the outreach workers will attend various meetings in the community to identify the clients in need of services and connect them to appropriate resources. These meetings include the CES housing navigation meetings, the Alliance’s Bridge to Housing Network, and any community and collaborative meetings identified by the City Staff or COPPS unit. Interfaith’s homeless outreach staff will reach out and connect with new community networks, individuals, and organizations to cultivate resources and stay abreast of the community’s evolving needs.

• Attend regular Homeless Outreach events coordinated by the City and other partners to help connect PEH to necessary services.

Interfaith staff will attend regular Homeless Outreach events coordinated by the City and other partners to help connect PEH to necessary services. In support of these efforts, Interfaith can arrange for its Mobile Service Vehicle be present at such events, when appropriate. The mobile vehicle is a customized vehicle that is staffed by an Interfaith Case Manager and Peer Support Specialist).

• Proposer understands that the Services entail repeated interactions with at-risk populations that may be experiencing mental health disorders or substance abuse issues. The successful Proposer is responsible for ensuring the safety of their personnel while performing the Services and for coordinating 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 PEH during the performance of the Services.

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Staff safety will remain a top priority when working with and responding to at -risk populations. Interfaith is well versed in engaging with community members during their most vulnerable moments and provides its staff with proper training and guidance to equip them to respond to such situations. These measures include but are not limited to:
• Ensure the individual is aware of your presence and will not be caught off-guard • Respect individual’s personal space, physical space where they lived, and the community in which they lived (also known as the “three homes” theory)
• Clearly identify yourself and your agency
• Get to know the individual without pushing an agenda
• Describe available resources and allow the individual to decide how to proceed • Repeat visits are often necessary to build trust
• Don’t go out or transport alone
• Reporting to your supervisor before and after leaving an encampment or outreach area (including providing them the location)

Interfaith staff also follows guidelines included in Section Five of the San Diego Continuum of Care Street Outreach Standards. In the event of a real or perceived imminent risk, street outreach staff shall remove themselves from the real or perceived imminent risk. These instances shall be reported to and tracked by their supervisor. Additionally, staff agrees to coordinate with Vista Sherriff’s Department for law enforcement intervention if needed. City staff will also be notified in the event of any threats and/or acts of violence that occurs during the provision of outreach services.

• Complete accurate and thorough documentation in a timely manner. Maintain documentation of client meetings and interactions, including conversations and progress towards goals.

Maintain data on each program participant and program milestones, and provide reports and monthly invoices as required by the City. Proposer must also comply with RTFH guidelines when entering data into HMIS.

Interfaith has been an integral member organization of the CES since its inception and served as lead service agency for the CES expansion from the City of San Diego to North San Diego County. Interfaith provides evaluations of its services by recording participant data into HMIS and has a full understanding of the data -capture capacities and reporting ab ilities of this system. Interfaith also utilizes Efforts -To- Outcomes as its internal data collection system. Participant data will be tracked and analyzed using this web-based data processing program that tracks variables for participants, including their demographics, income levels and sources, and service participation.

Interfaith will utilize the HMIS to track participants. Interfaith is integrally involved in the San Diego region’s HMIS and has contributed to the interconnection of the system’s database with coordinated assessment, entry and placement systems, streamlining the region’s information for rapid, appropriate placement of homeless individuals and families in housing of all types.

Interfaith is well versed in recording participant data the HMIS system. Interfaith has a full understanding of the data-capture capacities and reporting abilities of this system, using pre-existing, custom, and add- on reporting capacity. Clients are asked to provide all information need to complete Universal Data Elements. Information is also collected if the clients are disabled, have mental health conditions, or are chronically homeless. Client records also indicate prior living situations, area of last permanent residence, income, and benefits. Interfaith also tracks the specific reasons clients indicate they became homeless, as well as the destination of clients once they leave programming. This data provides outcome information such as the total number of clients served, as well as assessment of housing stabil ity and self-sufficiency upon program exit.
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Using HMIS and its internal Efforts to Outcomes database, Interfaith will maintain data on each program Participant and program milestones, and provide required reports to City in a format to the satisfaction of City’s Housing Specialist and Homeless Services Department. Interfaith will provide documentation of the following data points:
o Number of unduplicated Participants assisted
o Number of contacts (touchpoints)
o Number of Participants placed in emergency, transitional, and permanent housing o Number of clinical interventions and services performed o Demographic data on Participants

Interfaith has an extensive program p erformance monitoring process . Interfaith employs a full -time Director of Quality Assurance and Compliance who, along with the Chief Program Officer and Department Directors and Managers, is responsible for ensuring that performance standards and outcomes are achieved. These staff mem bers monitor all contracts carefully and participate in Quarterly Audits.

Interfaith also has Data Specialists who run reports monthly. Interfaith uses these reports to ensure that they are meeting their quantitative metrics. Interfaith’s Compliance and Quality Assurance Department actively monitors additions and changes to policies set forth by the CoC. The department works with program level staff to ensure alignment with all policies, to the greatest extent possible, and to work on any areas for growth. This can include review and updating of policy and procedures, staff training, data collection and entry standards, and other activities.

Clinicians, Outreach Specialists, and Case Managers will be responsible for ensuring that their client files are complete and accurate and will be expected to audit their files on a regular basis (no less than monthly), ensuring data is accurately collected and reported. They are expected to complete case notes within 72 hours of meeting with the client. Files will be audited for completeness and accuracy on a monthly basis by the Program Manager to ensure contract compliance and quality of service. At least annually, the Director of Compliance and Quality Assurance or a member of that team will audit 15-20% of the program files ensuring that the files selected are representative of the case management team.

Interfaith will identify gaps in homeless services and assistance needs in Vista, utilizing information gathered through data collection, staff observations, and community discussions. This will lead to the development of a written report of recommendation s for community and program improvements in support of the Strategic Plan. A report will be submitted to the City at the end of each contract year.

• Furnish and cover all costs for general office supplies, printing, and postage associated with normal office and service operations related to case management duties.

Interfaith will furnish and cover all costs for general office supplies, printing, and postage associated with normal office and service operations related to case management duties.

For the ERF -3 project, s taff offices and client meeting spaces will be primarily housed at Interfaith’s Coastal Service Center, located at 4700 North River Ro ad in the Libby Lake Community Resource Center. Staff will also be fully equipped for mobile outreach and case management services.

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• Participate in community meetings related to the Strategic Plan to Address Homelessness or case management duties.

Interfaith will participate in community meetings related to the Strategic Plan to Address Homelessness, as well as case management duties.

• Proposer must identify a primary point of contact responsible for communications with and reporting to the City and its designees.

Point of Contact:

Patricia Mack, Associate MFT
Director of Housing
Interfaith Community Services | 1820 S. Escondido Blvd., Escondido, CA 92025 Office: 760-489-6380 Ext. 234 | Cell: 760. 546.3731
Email: [email protected]

Conclusion
Interfaith’s comprehensive program for the City of Vista Encampment Resolution Fund (ERP -3) Homeless Outreach and Housing Navigation RFP is designed to be a transformative force in the fight against homelessness. By integrating cutting-edge outreach strategies, personalized case management, and a wide array of supportive services, the program aims to achieve long -term, sustainable outcomes that not only reduce homelessness but also enhance the overall well-being and safety of the community.

Through its deep commitment to best practices, innovation, and collaboration, Interfaith is poised to deliver a program that will have a profound and lasting impact on the lives of those it serves, setting a new standard for homeless outreach and housing stability in the region.

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III. STAFFING

Executive Leadership

Greg Anglea, Chief Executive Officer. Anglea has devoted his career to helping others achieve self - sufficiency. He joined Interfaith in 2006 as Volunteer Coordinator and Faith Liaison, then served as Development Director before moving, in 2011, to CSUSM as Director of Major Gifts. In 2014 Anglea returned as Interfaith’s Executive Director, leading a Strategic Visioning process that has resulted in a decade of expansion and innovation. Anglea holds a Master’s degree of Arts in Leadership and Nonprofit Management. He is a CoC Board member, chaired the CoC committee to create the Community Plan, and is the current Immediate Past President of the Alliance for Regional Solutions.

Filipa Rios, MPA, Chief Program Officer (CPO). Rios has a proven passion for creating solution-focused service delivery models encompassing best practices and a history of nonprofit innovations, including her past role as Senior Director of Client Services at Community Resource Center and her leadership of the North County Coordinated Assessment and Housing Placement system. With over 26 years of nonprofit experience working with diverse populations, Rios has coordinated and be en a part of implementing a diverse set of behavioral health programs. Rios holds a Master’s degree of Public Administration.

Robert Coull serves as the Chief Financial Officer for Interfaith Community Services. With 30 years of experience in Finance and Accounting, he has held executive and leadership positions in public and private companies focusing in healthcare and executive development. Prior to joining Interfaith, Rob was most recently Executive Vice President and Chief Financial Officer for XiFin, Inc. and was previously the Chief Accounting Officer for Vistage International. Earlier in his career, Rob managed internal audit and financial due diligence for Fresenuis Medical Care and worked for KPMG as an Audit Manager in the healthcare and life s ciences practice. Rob is a Certified Public Accountant and holds a Bachelor of Science degree in Business Administration from Salem State University.

Project Staff
The proposed project will be overseen by Patricia (Patti) Mack (.1 FTE ERF-3 funds). Patti has been part of the Interfaith team since 2018 and currently serves as the Director of Housing, where she oversees all Housing programs including homeless outreach, rapid re-housing, and recuperative care. Patti leads a team of housing experts who help individuals and/or families secure a home of their own as quickly as possible as their first step to self-sufficiency and a meaningful fulfilling life. She also serves as Interfaith’s housing liaison with other service providers, both public and private; acting as an ambassador of Interfaith to the community, government agencies and others. Patti is a Marriage and Family Therapist (MFT) with an emphasis in crisis care, severe mental illness and social services specifically focusing on supporting underserved populations. She earned her B.A. in Psychology from California State University, San Marcos and a Master’s degree in Marriage and Family Therapy (MFT) from Alliant International University in San Diego, CA. She is a North County native, growing up in Valley Center and Escondido.

Senior leadership will also be provided by Vannessa Marshall (.1 FTE ERF-3 funds), Coastal Services Director. Vannessa brings over 12 years of experience in the nonprofit field. Marshall joined Interfaith in 2015 as the TYA Program Manager, extended her portfolio to include the Carlsbad Service Center, and was promoted to Director of Coastal Services in 2023. In this capacity, Marshall oversees Interfaith’s service centers in Carlsbad and Oceanside, as well as veteran employment and youth development programs. Marshall earned her B.A. in Libera l Studies from CSU-San Marcos and is currently pursuing a Masters degree in Nonprofit Management and Leadership at USD. 06/10/2025
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The project will be implemented by the following multi-disciplinary team:
• 1.0 FTE Clinical Outreach Program Manager
• 1.0 FTE Program Assistant
• 1.0 FTE Lead Outreach Clinician
• 2.0 FTE Outreach Specialists
• 1.0 FTE Peer Support Specialist
• 2.0 FTE Housing Stability Case Managers
• .5 FTE Outreach SUD Counselor (*leveraged funds)

Positions will be posted and open to appropriate candidates. Individuals will be recruited, hired, and trained for the proposed program. Job descriptions for all the above positions are enclosed.

Data and Reporting

Data collection, reporting, policy and procedure, training, and will also supported by Interfaith’s Department of Quality Assurance, Compliance & Grants, led by Lauren Varner, MPA. Varner brings 14 years of HMIS utilization and system administration, havin g previously served as an HMIS System Administrator for two other Continuums of Care in the State of California and Tennessee. This experience has been leveraged to provide staff with increased support and guidance including user refresher trainings, priva cy and security training, Annual Performance Report data analysis training, and CES refresher trainings. This is done in addition to formal training that is offered by San Diego’s CoC organization to support users. A Quality Assurance Analyst (.25 FTE ERF -3 funds) will support program policy and procedures, internal auditing, data collection, and reporting.

Staff Training

Interfaith will ensure each clinician or outreach worker receives training in all of the following areas within the firs t 6 months of employment and at least once every 3 years thereafter: Cultural Competency, Documentation/HMIS, Motivational Interviewing, Assertive Engagement, Trauma -Informed Care, Harm Reduction, First Aid/CPR, Substance Use Disorders, Overdose Response, Mental Health First Aid, Mental Health Recovery, Self-Care and Vicarious Trauma, Professional Boundaries, Coordinated Entry, Safety, Ethics, Effective Goal Setting, Mandated Reporting, and the Policy Guidelines for Regional Response for Addressing Unsheltered Homelessness and Encampments.

Interfaith’s training plan provides staff with up -to-date skills and service delivery methods to help them meet the needs of program participants. All Interfaith staff participate in required annual training programs through Relias Training System. In addition to internal training systems, staff will be required to complete regular trainings through HMIS in order to align with best practices for homeless outreach. Staff also have many opportunities to receive training specific to the service contract through outside providers, regional collaboratives, and partner agencies. Interfaith will work with the City to determine the appropriate type and number of training sessions required on a case-by-case basis.

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City of Vista - ERF-3 - Project Budget
Initial Term Extension 1 Extension 2
Personnel FTE Salary/ Rate Total Annual
(12 month)
9/1/24-
6/30/2025
FY25-26 FY26-27 Total Contract
(34 months)
Housing Director, Patricia Mack 0.1 50.48 $ $ 10,500 $ 8,750 $ 10,815 $ 11,139 $ 30,704 Coastal Serv Director, Vannessa Marshall 0.1 50.48 $ $ 10,500 $ 8,750 $ 10,815 $ 11,139 $ 30,704 Clinical Outreach Program Manager 1.0 41.83 $ $ 87,000 $ 58,000 $ 89,610 $ 92,298 $ 239,908 Lead Outreach Clinician 1.0 45.67 $ $ 95,000 $ 63,333 $ 97,850 $ 100,786 $ 261,969 Outreach Specialists 2.0 25.00 $ $ 104,000 $ 69,333 $ 107,120 $ 110,334 $ 286,787 Outreach SUD Counselor 0.5
leveraged leveraged leveraged leveraged leveraged leveraged Peer Support Specialist 1.0 21.00 $ $ 43,680 $ 29,120 $ 44,990 $ 46,340 $ 120,451 Housing Stability Case Managers 2.0 25.00 $ $ 104,000 $ 69,333 $ 107,120 $ 110,334 $ 286,787 Program Assistant 1 21.00 $ $ 43,680 $ 29,120 $ 44,990 $ 46,340 $ 120,451 Quality Assurance Analyst 0.25 26.44 $ $ 13,750 $ 9,167 $ 14,163 $ 14,587 $ 37,917 Subtotal $ 512,110 $ 344,907 $ 527,473 $ 543,297 $ 1,415,677 Benefits @ 30% $ 153,633 $ 103,472 $ 158,242 $ 162,989 $ 424,703 Total Personnel $ 665,743 $ 448,378 $ 685,715 $ 706,287 $ 1,840,380 Program Services
Reunification Funds $ 4,000 $ 2,000 $ 4,000 $ 4,000 $ 10,000 Flex Funds $ 30,000 $ 25,000 $ 30,000 $ 30,000 $ 85,000 Housing Assistance - Rapid Rehousing & Stability $ 882,353 $ 735,294 $ 882,353 $ 882,353 $ 2,500,000 Total Program Services $ 916,353 $ 762,294 $ 916,353 $ 916,353 $ 2,595,000 Operating Costs Annual
$ 8,500 $ 7,083 $ 8,925 $ 9,371 $ 25,380 Employment recruitment $ 750 $ 750 $ - $ - $ 750 Staff training $ 1,500 $ 1,250 $ 1,500 $ 1,500 $ 4,250 Minor Equipment (laptops, monitors) $ 7,000 $ 7,000 $ - $ - $ 7,000 Cellular phone $ 2,880 $ 2,400 $ 2,880 $ 2,880 $ 8,160 Vehicle Lease $ 17,400 $ 14,500 $ 17,400 $ 17,400 $ 49,300 Vehicle gas/insurance/maintenance $ 1,440 $ 1,200 1,440$ 1,440$ $ 4,080 Office supplies $ 480 $ 400 480$ 480$ $ 1,360 Program supplies $ 600 $ 500 600$ 500$ $ 1,600 Printing/duplication $ 200 $ 167 200$ 200$ $ 567 IT/Licenses $ 882 $ 735 882$ 882$ $ 2,499 Total Other Operating Costs $ 41,632 $ 35,985 $ 34,307 $ 34,653 $ 104,945 Subtotal Direct Costs $ 1,623,728 $ 4,540,325 14% Admin (federally-approved rate) $ 227,322 $ 635,646 Total $ 1,851,050 $ 5,175,971
Occupancy Expenses (e.g. rent, utilities, janitorial)
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Schedule

III. SCHEDULE
Goals and Milestones – Initial and Annual Activities
Grant Initiation and Start-Up - *Anticipated start date of contract September 1, 2024 Project Tasks Timeframe Deliverables/Milestones
Grant Kick-Off Meeting to review
program requirements with program
leadership and staff.

Within 14 days
of contract
initiation
Fully executed contract. Internal meeting
with key stakeholders convened. Financial
budget and program code established.

Modify and approve any necessary
policies, procedures, and data
collection protocols.

Within 30 days
of contract
initiation
Completed policy and procedure manual;
data protocols established for Clarity, ETO,
and any other City requirements.

Initiate collaborative meetings with
Interfaith and City to identify clients in
need of services.

Within 30 days
of contract
initiation
Attendance at first meeting with City and
other key stakeholders. To continue
throughout project term.

Hiring and training for Program
Manager, Lead Clinician, Outreach
Clinician(s), Peer Support Specialist,
and Housing Stability Case Managers
Within 45-60
days of
contract
initiation
Complete hiring, onboarding, and training
of project team.

Program Implementation - Annual Activities
Project Tasks Timeframe Milestone
Initiate homeless outreach schedules,
client screening, and enrollments for
case management.

10.1.2024 –

6.30.2027
90% of engaged individuals receive
immediate support for basic needs (food,
water, hygiene kits, etc.); 50 engaged in first
6 month and 250 over project ter
Fielding referrals, conducting
screenings, and begin emergency &
permanent housing placements

10.1.2024 –

6.30.2027
60% of clients transitioning from
encampments are placed into interim or
permanent housing.

Move approx. 6 unique individuals off the
streets per month (200 over 34 months)
Address clients’ immediate basic needs. 10.1.2024 –

6.30.2027
90% of engaged individuals receive
immediate support for basic needs (food,
water, hygiene kits, etc.).

Provide case management and service
connections.

10.1.2024 –

6.30.2027
70% of clients are connected to at least one
additional supportive service (e.g., mental
health care, SUD treatment, employment).

Provide housing placements, housing
stability case management, and follow-
up

10.1.2024 –

6.30.2027
125 exits to permanent housing
75% of clients placed in permanent housing
remain housed after 12 months.

Data Collection and Reporting – Annual Activities
Activity Timeframe Milestone
Enter data into HMIS and ETO Ongoing

10.1.2024 –

6.30.2027
All clients entered in HMIS in compliance
with RTFH guidelines.

Monthly reports and invoices
submitted, as required by the City.

Monthly Submission of thorough, timely monthly
reports to the City.
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Review data, prepare annual report to
City and adjust for service
improvement.

Annual and
upon request
Submission of annual report to City, with
supporting data.

Execute optional option year(s). July 2025, July
2026
Executed amendment.

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nonprofit organization exempt under IRS code 501(c)3x
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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

NAMI San Diego Cover letter
NAMI San Diego and Imperial Counties (NAMI San Diego) is uniquely qualified to launch and operate the City of Vista Encampment Resolution Homeless Outreach and Housing Navigation (VER) program. With over eight years of combined experience with Encampment Resolution (ER) programs within the City of San Diego and throughout San Diego County, NAMI San Diego has the program, financial, and data collection systems in place, with a staff team that is skilled in homeless street-based outreach, case management, and housing navigation service delivery. NAMI San Diego prides itself on providing the best side-by-side case management to the City of Vista’s target population due to its evidence-based peer support model.

Further, NAMI San Diego is an experienced and well-known provider in North San Diego County, including the City of Vista. About 40 years ago, a group of parents started a NAMI chapter in Vista and partnered with NAMI San Diego until it merged a few years ago. The merger resulted in the transfer of three acres of property with a large residence which is operated as the Copper Hill independent living home for 8 residents living with mental health challenges. Recently, NAMI San Diego was awarded in- kind support from Social Venture Partners to explore options to more fully utilize this property which could include transitional and independent living programs in the City of Vista.

OVERVIEW OF QUALIFICATIONS EMPHASIS ON SIMILAR ER CONTRACTS OR PROJECTS Regional Task Force on Homeless (RTFH) Homeless Outreach Team - 6 years’ experience:

Due NAMI San Diego’s strong connections with the providers in the city and county of San Diego, the NAMI San Diego’s outreach team provides case management and housing solutions to National City, Chula Vista, La Mesa, Escondido, Santee, Poway, and Ramona. This interdisciplinary team is not restricted by zip code and specializes in prevention and diversion.

City of San Diego Encampment Resolution for E Street Corridor - 2 years’ experience:

The NAMI San Diego long-term case management team follows clients from street encampment to moving into a unit of their own with intensive case management to sustain their housing long-term. The interdisciplinary team has a set caseload of 75 unique individuals who were selected in June of 2023, all of which were part of an encampment and were completely unhoused. The end goal is that by June 2025, all 75 individuals will be sustainably housed.
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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

City of San Diego Encampment Resolution for the I -15 Corridor - Post Housing Placement Case Management and Housing Resolution Strategies
Working in tandem with PATH and Health Care in Action to serve the encampment community members in the I - 15 Corridor, once PATH has moved participants into a permanent housing solution, participants are linked to NAMI San Diego’s team which provides intensive long-term case management to sustain their housing status. The team has a set caseload of 56, selected in June 2024, all who were part of an encampment and completely unhoused.

City of San Diego Encampment Resolution for the San Diego River Bed- Post Housing Placement Case Management and Housing Resolution Strategies
Working in tandem with PATH and Health Care in Action to serve the encampment community members in the San Diego River Bed, once PATH has moved participants into a permanent housing solution, participants are linked to NAMI San Diego’s team to provide intensive, long-term case management to sustain their housing status. The team has a set caseload of 70 unique individuals who were selected in June of 2024, all who were part of an encampment and completely unhoused.

LIST OF KEY PERSONNEL, AREAS OF RESPONSIBILITY and EXPERIENCE Vanessa Onstad, NAMI San Diego Director of Independence and Housing, will oversee the VER Housing Stability Program and be the point of contact for the program. She brings strong leadership, program development and supervision experience as demonstrated with the successful operation the three SD City Encampment Reduction programs, the county-wide Regional Task Force on Homelessness Outreach Team, and the four Clubhouses throughout San Diego County. She also oversees the three NAMI San Diego independent living facilities, one which is in Vista. (Copper Hill Home).

The VER Housing Stabilization team will be led by a full-time Program Manager, Michelle LeFever, who brings expert knowledge of providing and leading teams for street-based outreach and case management and housing stabilization in San Diego. She will supervise the VER Housing Stabilization Team which includes the five Case Managers, the North County Residential Manager (Lawanda Sullivan) and (Lozeb Parker Pitman). They all report to the Program Manager.

With the goal to create a clear pathway to permanent housing and help ensure long-term housing retention, the interdisciplinary team of five full-time Housing Stabilization Case Managers will provide street base outreach and case management and housing stabilization services to individuals in the target area. The team will be experienced and cross trained in all homeless services and resources, SSI and benefit attainment, homeless court certification, substance use disorders, housing options, harm reduction, trauma informed services and follow the IPS employment model.

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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

Joining the team is the North County Residential Manager (Lawanda Sullivan) who will oversee all residential placements in the VER program from identifying suitable placements, to helping participants adapt into a new living situation, and to coordinating with landlords to ensure positive relationships.

This team member brings a decade of experience working with low-income supportive housing developments including the City of San Diego Encampment Resolution team. Additionally, a full-time Referral and Support Coordinator (Lozen Parker Pitmen) will receive and follow-up on calls for self- referral and citizen concerns regarding known PEH in the area. This team member, who brings excellent skills in problem solving and de-escalation communication, will operate a “warm line” during the day and be well-versed in Vista resources. Additionally, the team includes a .5 FTE Resolution Service Coordinator who ensures that all program financial transactions are accurate and up-to-date.

VISTA INSURANCE REQUIREMENT AND CONTRACT FOR SERVICES
NAMI San Diego can meet the City’s insurance requirements and is prepared to execute the City’s standard contract for services as written and will not make any changes to the project term without authorization of the City. In cases where a team member voluntarily leaves the agency, NAMI San Diego will provide the City with a substitute team member for approval.

Contract Contact Name: Cathryn Nacario, Chief Executive Officer or Sue Skube, Chief Operations Officer
Email: [email protected] or [email protected] Phone:858-800-4457 and 858-428-9715
Address: NAMI SD PO Box 23700 San Diego, CA 92193

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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

NAMI San Diego VISTA ENCAMPMENT RESOLUTION (VER) PROGRAM APPROACH

NAMI San Diego and Imperial Counties (NAMI San Diego) Vista Encampment Resolution (VER) program approach advocates for and promotes an evidence-based wellness and recovery model for self-advocacy for persons experiencing homelessness (PEH) who may also present with mental health and co- occurring issues. Recognizing that person-centered and trauma-informed services are necessary to create a trusting relationship to attain personal goals, staff are fully versed and invested in the success of these approaches.

Since its inception forty years ago, NAMI San Diego's programs and services follow the peer support model that is welcoming and empowering to all and is based in mutual respect, mutual relationships, and meaningful opportunities for exploration and growth. Given the cultural and ethnically diverse service population, NAMI San Diego hires, trains, and supports qualified people who look like, understand, and can relate to the target population. This will continue at the NAMI San Diego VER program. Further, because of its embedded history and experience in training peer support staff and volunteers, NAMI San Diego has been selected as a Medi-Cal Peer Support Specialist Certification (PSSC) training provider by the State of California for San Diego County. To date, NAMI San Diego has provided PSSC training for 305 individuals. Prior to the state certification, NAMI San Diego trained and graduated an additional 320 plus participants in its peer Career Pathways training.

The NAMI San Diego community voice and role is that of the trusted, recognized “subject matter expert” in all areas of mental health, wellness and resiliency which is inclusive of and incorporates the specific needs of children, youth, adults, and families—as well as all gender, cultural, and racial diversities within the behavioral health service system. NAMI San Diego’s role as an advocacy partner—versus a service delivery provider—engenders confidence and trust with its constituency to speak directly about service delivery and system issues in a platform that is neutral and unbiased, operated by those sharing a lived experience.

Always core to any NAMI San Diego program, service or training is perspective and knowledge of those with lived experience. Peer support programs are, and continue to be, an important advancement in community mental health. There is evidence that peer support is effective in engaging people into care, reducing the use of emergency rooms and hospitals, and reducing substance use among persons with co-occurring substance use disorders. Involving positive self-disclosure, role modeling, and conditional regard, peer staff have been found to increase participants' sense of hope, control, and ability to effect changes in their lives; increase their self-care; sense of community belonging; and, decrease participants' level of depression and psychosis. 1

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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

The NAMI San Diego peer support model is a unique approach in responding to a critical need for adults experiencing homelessness and presenting mental health and/or co-occurring challenges. Many are distrustful of a system that has marginalized and ill-served them by assuming to know how best to "treat" or "fix" the range of their co-occurring issues such as mental health, substance abuse, and chronic unemployment. These more traditional approaches focus on the level of the person's disability and limiting expectations — using teaching and treatment as the answer. In contrast, the NAMI peer support model is empowering to all and based on mutual work, mutual respect, mutual relationships, and meaningful opportunities in the community.

Part of the street-based case management is the outreach approach which engages the individual in participating in the VER program. NAMI San Diego’s established outreach program is committed to the use of innovative solutions to reduce barriers, engage potentially resistant individuals who struggle with mental health and other co-occurring challenges, and connect them with resources within the community, including rapid safe and permanent housing, securing a medical home base, and being part of a caring, intentional community. NAMI San Diego outreach approach incorporates, embraces and aligns with the “Housing First” approach which makes safe and permanent housing a priority and eliminates “treatment” and sobriety as a requirement to obtain housing. NAMI San Diego agrees that rapid safe housing is a starting point in a homeless person’s journey to recovery and using the Housing First approach helps create a catalyst for treatment and long-term recovery.

NAMI SAN DIEGO PREVIOUS EXPERIENCE WITH THE ENCAMPMENT RESOLUTION TARGET

POPULATION
NAMI San Diego and Imperial Counties (NAMI San Diego) is uniquely qualified to launch and operate the City of Vista Encampment Resolution Homeless Outreach and Housing Navigation (VER) program. With over eight years of combined experience with other Encampment Resolution (ER) programs with the City of San Diego and the Regional Task Force on Homelessness, NAMI San Diego has the program, financial, and data collection systems in place, with a staff team that is skilled in street-based outreach and long-term case management, as well as housing navigation service delivery. Street- based outreach includes outreach to encampments in canyons, along freeways, beaches and parks. NAMI SDIC prides itself on providing the best side-by-side case management due to its evidence-based peer support model.

NAMI San Diego fully believes that consumer engagement and advocacy are core to creating long-term impact in fully meeting the needs of those who are experiencing homelessness or housing insecurity and are living with mental illness and/or co-occurring disorders. Examples of NAMI San Diego's programs that are based in these principles and have demonstrated the success of this approach by generating strong participant outcomes include:

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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

Regional Task Force on Homeless (RTFH) Homeless Outreach Team - 6 years’ experience The Homeless Outreach interdisciplinary team that is not restricted by zip code. Due NAMI’s strong connections with the providers in the city and county of San Diego, this outreach team has the ability to bring much needed case management and housing solutions to National City, Chula Vista, La Mesa, Escondido, Santee, Poway, and Ramona. This team specializes in prevention and diversion. The team is on the frontline supporting those who are on the verge of homelessness to prevent the need to enter the system, and keep our San Diego County residents housed.

City of San Diego Encampment Resolution for E Street Corridor - 2 years’ experience The NAMI San Diego long-term case management team that follows clients from street encampment to moving into a unit of their own and following that with intensive case management to sustain their housing long term. The idea behind this pilot is simple: individuals will have more success if they are supported by a consistent person-centered team and are given support based on their individualized requests and needs. NAMI San Diego's Encampment Resolution program is an interdisciplinary team built of three case managers, one benefits specialist, two Housing Solution Specialist (one with a specialty in SUD and one with a specialty in placement coordination) and a supervisor with expert knowledge on client rapport and San Diego recourses. The team has a set caseload of 75 unique individuals who have been selected from a geographic area back in June of 2023, all of which were part of an encampment and were completely unhoused. NAMI San Diego has pledged to these 75 individuals that we will case manage them for the next 2 years and provide them when whatever tools and support they state will lead to their housing placement, in addition to providing wrap-around services and funding past housing placement. The end goal is that by June 2025, all 75 individuals will be sustainably housed.

City of San Diego Encampment Resolution for the I - 15 Corridor- Post Housing Placement Case Management and Housing Resolution Strategies
The NAMI San Diego long-term case management team works in tandem with PATH and Health Care in Action to serve the encampment community members in the I - 15 Corridor. Once PATH has moved clients into a permanent housing solution, a warm hand off is provided to NAMI San Diego’s experienced team which provides intensive long-term case management to sustain their housing status. This team specializes in housing sustainability case management to ensure that once their subsidy ends, they are able to independently sustain their housing. All case managers are trained in the IPS employment model or SOAR SSI advocacy and financial literacy to support each resident to attain and sustain an income. Additionally, all case managers are homeless court-certified, educated on resident and landlord rights for the state of California, and are focused on person-centered exploration ensuring that each resident develops active life skills (other than surviving) to ensure that they are well connected and able to create healthy structure in their new home. The team has a set caseload of 56 unique individuals who have been selected from a geographic area in June of 2024, all of which were part of an encampment and 06/10/2025
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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

were completely unhoused. Due to the collaboration with NAMI San Diego, PATH and Health Care in action, all residents have strong support in housing, mental health and physical health.

City of San Diego Encampment Resolution for the San Diego River Bed- Post Housing Placement Case Management and Housing Resolution Strategies
The NAMI San Diego long-term case management team works in tandem with PATH and Health Care in Action to serve the encampment community members in the San Diego River Bed. Once PATH has moved clients into a permanent housing solution, they provide a warm hand off to NAMI San Diego’s experienced team to provide intensive, long-term case management to sustain their housing status. This team specializes in housing sustainability case management to ensure that once their subsidy ends, they are able to independently sustain their housing. All case managers are trained in IPS employment model or SOAR SSI advocacy, and financial literacy to support each resident to attain and sustain income. Additionally, all case managers are homeless court-certified, educated on resident and landlord rights for the state of California, and are focused on person-centered exploration to ensuse that each resident develops the life skills (other than surviving) to ensure that they are well-connected and able to create healthy structure in their new home. The team has a set caseload of 70 unique individuals who have been selected from a geographic area in June of 2024, all of which were part of an encampment and were completely unhoused. Due to the collaboration with NAMI San Diego, PATH and Health Care in action, all residents have strong support in housing, mental health and physical heath.

Other related NAMI San Diego experience with homelessness, street outreach, case management and housing are described below:
 Clubhouses are operated by NAMI San Diego with and alongside their members. Currently, there five Clubhouses, with two in the Central Region, one is El Cajon, one in Chula Vista and one in Imperial County. The Connection to Community Clubhouse (C2C), located in downtown San Diego, serves unhoused members and has several homeless outreach teams that engage with people living on the streets.
 Hear Us At Home Project partners with the Corporation for Supportive Housing (CSH) to develop and deliver a curriculum to provide training and support for individuals and families who are entering housing from being unhoused.
 The Alliance Women’s Shelter and Street-based Care Management is operated in downtown San Diego at the Old Library. The overnight shelter works in coordination with the C2C Clubhouse and NAMI San Diego housing navigators to secure a pathway to life living off the streets especially for older women.
 Churchward Street Home (San Diego) and Copperhill Home (Vista) are both operated by NAMI San Diego as a solution to the housing crisis for individuals living with mental illness and co-occurring challenges. Both homes are designed as independent living programs. 06/10/2025
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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

 Career Pathways is our workforce training program, in place for over 8 years, training and placing individuals with lived expertise into the behavioral health field. Our program has been modeled statewide with a partnership at NAMI California. This program now has expanded to training for state certification by the State of California.  PeerLINKS and Next Steps are peer support-based intervention and case management programs aimed at reducing the cycle of return to the emergency health systems and connect those discharging from behavioral health facilities to enter community programs to help support ending the cycle of crisis due to mental health issues, substance use issues, and homelessness.

This peer support effort has demonstrated results as to the effective use of staff as peer support specialists using their lived expertise to gain support and lend hope to those they encounter.

These programs are located at the County of San Diego’s Psychiatric Hospital, various County Clinics, and work very closely with Scripps Mercy, UCSD psychiatric units, and several Crisis Residential facilities. A UCSD evaluation team works to provide feedback and results for both of these programs.
 NAMI San Diego is a subcontractor with PERT, the Psychiatric Emergency Response Team of Community Research Foundation (CRF). Our team of Peer and Family Support Specialists work closely with PERT, and primarily provide follow-up after a PERT call. The NAMI San Diego Peer and Family Support Specialist team assists individuals and families navigate and connect the behavioral health and alcohol and other drug resources to reduce repeat calls to PERT, get individuals connected to community programs, and to provide support. This unique and sound approach is modeled after the many years of success that NAMI San Diego has demonstrated as well as the far-reaching increase in the utilization of trained/certified Peer Support Specialists.

Additionally, NAMI San Diego has over 25 years of experience with processing emergency housing placement for those with AIDS/mental health issues and has all financial systems in place.

SCOPE OF SERVICES FOR THE VISTA ENCAMPMENT RESOLUTION PROGRAM With the goal to create a clear pathway to permanent housing and help ensure long-term housing retention, NAMI San Diego’s proposed VER program role is to provide support to PEH within the City of Vista or those who have been recently housed after experiencing homelessness, to collect data utilizing the Homeless Management System (HMIS) according to RTFH Guidelines, and to connect people to the services they need in order to make meaningful steps toward exiting homelessness. The following describes the services and activities objectives of the NAMI San Diego proposed VER program.

NAMI San Diego’s proposed City of Vista’s Encampment Resolution (VER) program provides an experienced team of one full-time Program Manager, five (5) full-time Housing Stability Case Managers, one (1) full-time North County Residential Manager, one (1) full-time Referral and Support Coordinator, and .5 FTE Resolution Service Coordinator for this contract’s initial year. For the second year, the team will grow by one Housing Stability Case Manager (6) as caseloads increase, and increase by another to 06/10/2025
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seven (7) Housing Stability Case Managers in year three. The team will conduct proactive, street-based case management, provide housing navigation and rapid rehousing, coordination of city-wide case conferencing using a By-Name List, and provide case management and housing retention services up to 125 unique individuals in 33 months. Of those 125 participants, a minimum of 90 individuals will self- report that they are interested in a permanent housing solution.

Joining the team is the North County Residential Manager (Lawanda Sullivan) who works side-by side the Housing Stability Case Managers and will oversee all residential placements in the VER program from identifying suitable placements, to helping participants adapt into a new living situation, and to coordinating with landlords to ensure positive relationships.

This staff position is the “boots on the ground” in north county by networking and touring all shelter and public and private housing to build strong community partnerships. Additionally, this staff will conduct daily searches housing opportunities daily and keeps an up-to-date housing inventory of vacancies for north county units.  Once units have been found, the North County Residential Program Manager connects and cultivates landlord relations in the North County to secure housing opportunities for encampment residents. When residents are placed, the North County Residential Program Manager will establish on going communication with landlords to support both resident and landlord to establish a positive rental relationship. In the case that the relationship needs support, the North County Residential Program Manager will intervene and alongside the NAMI San Diego Housing Stability team to support both client and landlord to come to a resolution.  This team member (Lawanda Sullivan) brings a decade of experience working with low-income supportive housing developments including the City of San Diego Encampment Resolution team. The North County Residential Manager will work closely with the City of Vista Housing Specialist as they—in collaboration—work together to identify housing opportunities by engaging landlords, assist contracted housing navigators with participants’ housing search, and coordinate with other providers/entities involved in the housing process.

The NAMI San Diego VER Housing Stabilization team will also follow-up with self-referrals of individuals who qualify for ERF services, respond in real time to citizen concerns and work with the Vista Sheriff’s Department at the City’s direction, along with other agencies that regularly come into contact with PEH.

The full-time Referral and Support Coordinator (Lozen Parker Pitmen) will receive and follow-up on calls for self-referral and citizen concerns regarding known PEH in the area. This team member, who brings excellent skills in problem solving and de-escalation communication, will operate a “warm line” during the day and be well-versed in Vista resources. These services are to be provided to PEH in the specified encampment location within the Vista ERF3 proposed service area.

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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

NAMI San Diego’s proposed VER program will provide street-based and encampment Case Management services at a designated community site independently and in coordination with the COPPS unit and other local service providers. These low barrier services are provided in the field to meet the participant where they are needed.

NAMI San Diego prides itself on providing the best side-by-side case management due to the evidence- based peer support model and dedication to case management through mental health and co-occurring issues lenses. As a seasoned provider working with those experiencing homelessness and locating emergency and permanent housing, NAMI San Diego has seen the proven results that an individual will have more success if they are supported by a consistent person-centered team and are given assistance based on the individualized requests and needs. The NAMI San Diego proposed ER program is an interdisciplinary team of Housing Stability Case Managers trained in SSI and benefit attainment, homeless court certification, harm reduction, and follow the IPS employment model.

As detailed in the San Diego Street Outreach Standards, the proposed NAMI San Diego VER Housing Stability team will have received or will receive the following trainings: Cultural Competency, Motivational Interviewing, Trauma Informed Care, Harm Reduction, Mental Health First, Overdose Response and NARCAN, Mental Health Recovery, Documentation and HMIS Clarity Training, VISPDAT and Coordinated Entry practices, Street Outreach Staff Safety, and Ethics and Street Outreach Delivery.

The NAMI San Diego VER Housing Stability Team will lease three vehicles (Suburu Ascent) in the first year for use of the VER Housing Stability team in carrying out the duties of the program.

Maintain Staff Position for Self-Referrals and Citizen Concerns re PEH As a community liaison function, NAMI San Diego will provide a one full-time VER Referral and Support Coordinator to receive and follow-up on calls for self-referral and citizen concerns regarding known PEH in the area. This team member will operate a “warm line” during the day and be well versed in Vista resources. For individuals who are self-referring, the team member will provide “in the moment” connection and coordination to the Housing Stability Team. If the self-referral is not eligible for VER services, the team member will link and refer the individual to other outreach and case management partners in the north region. For citizen concerns, the team member will document the concern and immediately inform the Program Manager who will create a plan to respond to the concern and inform the citizen of action steps taken.

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The NAMI San Diego VER Housing Stability program will adhere to the Comprehensive, Continuous Integrated System of Care (CCISC) Model for homeless or housing insecurity participants with co- occurring substance use and mental health challenges as described in the OPOH. CCISC (Comprehensive Continuous Integrated System of Care) (Minkoff and Cline, 20041, 20052) is both a framework and a process for designing a whole system of care to meet the complex needs of the individuals and families being served. In CCISC, all programs in the system engage in partnership with other programs—along with the leadership of the system and consumer and family stakeholders—to become welcoming, recovery-oriented, and complexity (co-occurring) capable. In addition, every person delivering and supporting care is engaged in a process to become welcoming, recovery-oriented, and complexity (co- occurring) competent as well.

Implementation of CCISC in real-world systems with limited resources is based on significant advances in clinical knowledge in the last several decades. We now have enough knowledge to know how to successfully embed practices in any program in order to be helpful to individuals and families with complex needs. Such practices are organized by Eight Core CCISC Principles (See Minkoff and Cline, 20041, 20052), and placed in an integrated recovery framework to create a common language throughout the whole system. The practices involve welcoming access, integrated screening and assessment, empathic hopeful integrated relationships, stage-matched interventions, strength-based skill-based learning, and use of positive contingencies to reward progress a day at a time. Through the use of COMPASS-EZTM, CCISC implementation helps all programs in the system learn how to apply CCISC principles to build recovery-oriented complexity (co-occurring) capability into all areas of practice and programming.

The NAMI San Diego VER Housing Stability Case Management staff will provide properly matched interventions according to participant need and readiness for treatment. While providing hope and empowerment toward all goals, staff will help identify where participants are currently ready for change and enhance motivation in other goal areas. As a foundation, staff will utilize DiClemente and Prochaska's Stages of Change Model to identify client readiness to change so that they can match their intervention in a way that supports the participant.

Examples of matched interventions within each of the Six Stages of Change are:

1. Precontemplation – Explore the current situation with openness and curiosity to help build awareness, convey readiness to help in the future.

2. Contemplation – Encourage the participant to talk about his/her perception of the problem and discuss the potential benefits of changing, validate and acknowledge the participant’s control of decision making.

3. Preparation – Reinforce desire to change, problem-solve barriers and begin to identify small action steps.
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4. Action – Reinforce any progress thus far, problem-solve barriers and refine the action plan.

5. Maintenance – Reinforce maintenance of progress, identify successful strategies and problem-solve ways to continue to employ these.

6. Relapse – Reinforce that change can cause feelings of failure, frustration and disappointment, however it is important to reinforce self-confidence and not give up and give in.

By using matched interventions, the NAMI San Diego VER Housing Stability Team will help empower the participant to move forward with their goals to move out of identified problem areas into healthy living goals. The participant and case manager will create a detailed individualized service plan that includes but is not limited to housing, physical, dental, and behavioral health needs, and income goals. The plan will include a timeline and measures for achieving each participant goal and strategies to address current barriers to housing. The participant and case manager will frequently review progress toward goals and revise as the participant’s needs change.

As part of the first steps to a plan for housing security for new VER program participants, the Housing Stability Case Managers will begin the application process for SSI or SSDI benefits with all interested participants within 30 days. Additionally, within the first 30 days, the Housing Stability team, in collaboration with the North County Residential Manager, will assist participants to develop a personal plan and goals; housing plans, including stabilization strategies and client goals; connecting and coordinating with and referrals to County, State and Federal programs as well as nonprofits and social service agencies, including an area where services and permanent housing staff from partner agencies can connect with clients, as appropriate, assisting in locating safe and affordable permanent or other longer-term housing opportunities for participants; and assisting with housing applications and supportive/subsidized housing paperwork. Additionally, the North County Residential Manager will develop a network of transitional and permanent housing options, that are updated weekly for vacancies. The network includes but is not limited to open units, affordable units, rental houses for communal living, senior living facilities, board and care facilities, roommate searches, low income housing, SROs, sober living and residential harm reduction placements.

For those with substance use issues, the Housing Stability team will assist and connect the participant to the appropriate AOD provider, including but not limited to outpatient and residential treatment, Medication Assisted Treatment (MAT) and syringe service programs.

NAMI San Diego VER Housing Stability team will utilize the County-wide Coordinated Entry System (CES) with timely and complete entry of participant-level data through the HMIS (Clarity) according to standard guidelines set forth by RTFH, as wells as NAMI San Diego’s client assessment and tracking tools 06/10/2025
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as necessary. All data collected will be shared with designated City staff aside from their entry into Clarity.

Provide Linkages for Services based on Individualized Service Plan The NAMI San Diego VER Housing Stability Case Managers will collaborate and coordinate these priority services through diversion, housing assessments, flexible financial assistance, and housing search assistance. All VER Housing Stability Team members are or will become approved users of the Homeless Information Management System/Coordinated Entry System (HMI/CES), with the capacity to enroll all members into the HMIS/CES and will complete the required documentation, including VI-SPDAT, as well as their level of priority for obtaining such housing. Participants will be assisted with enrolling into mainstream benefits to obtain identification (e.g. California Driver’s license, California ID card and /or Social Security card. For those with no or minimum income, a priority plan will be developed to ensure an adequate income to support long-term housing stability.

NAMI San Diego has a successful history of partnering with individuals to link them with these services.

Understanding their preferences and past experiences, as well as ensuring that we have built and developed trust, are instrumental to ensuring a positive experience and successful connections to services. Furthermore, we support individuals while honoring their strengths and autonomy by empowering them to actively participate in reaching their goals, while providing needed support, encouragement and guidance. Our team has linked individuals to a variety of services, including:
specialty mental health clinics, Assertive Community Treatment programs, federally qualified health centers, community clinics, strength-based case management, clubhouses, food banks, diaper programs, legal support, employment support, education-related resources, among many others. Furthermore, we have supported them in applying for/obtaining federally funded phones, low cost/free prescription glasses, completing CalFresh applications, social security applications, applications for disabled bus passes, and other benefits.

The NAMI San Diego VER Housing Stability Team will collaborate and coordinate these priority services through diversion, housing assessments, flexible financial assistance, and housing search assistance. All VER Housing Stability Team members are or will become approved users of the Homeless Information Management System/Coordinated Entry System (HMI/CES), with the capacity to enroll all members into the HMIS/CES and will complete the required documentation, including VI-SPDAT, as well as their level of priority for obtaining such housing. Participants will be assisted with enrolling into mainstream benefits to obtain identification (e.g. California Driver’s license, California ID card and /or Social Security card. For those with no or minimum income, a priority plan will be developed to ensure an adequate income to support long-term housing stability.

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NAMI San Diego has a successful history of partnering with individuals to link them with these services.

Depending on the individual’s housing stabilization plan, the VER Housing Stability Team has the option to use housing assistance funds for moving, move-in, rental assistance and housing stabilization costs.

These may include, but are not limited to: security deposits; utility start-up costs; basic household necessities, including furnishing; short-term rental assistance; storage fees. Housing assistance funds should be limited to $20,000 per household. There is no maximum assistance or length of assistance per client or household.

The use of flex funds allows for creative responses to assist the participant. For example, the individual has a relative/friend who has a spare bedroom, but it is currently used for storage. If the relative agrees in writing to rent the room to the individual, flex funds could be used to either rent a storage unit or haul the contents of the room for disposal and purchase bedroom furniture. Or flex funds could be used for new kitchen or bathroom appliances to accommodate the new person in the household. In other words, when faced with obstacles, the staff and individual can brainstorm ways around the obstacle. The priority use of flex funds is based on the highest need of a motivated individual. All participants have equal access to flex funds and it is the discretion of the VER Housing Stability team to use those funds in creative and impactful ways.

Provide On-Going Case Management
As part of the on-going case management, the NAMI San Diego VER Housing Stability team will assist a minimum of 25 households with family household mediation and training and support for individuals and families who are entering housing from being unhoused.

The purpose of on-going case management is to connect participants to behavioral health services, community resources, and health care services in a timely manner which allows the participant to attain their plan goals. ER program participants will be provided with case management services that include individualized care and resources that help link them to needed resources, including, but not limited to, 06/10/2025
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housing, behavioral health, substance use treatment, and physical health referrals as needed. This is an integrated care process which addresses the physical health, mental health and substance use needs of participants along with their needs for food, clothing, shelter, transportation and other social services.

A primary part of on-going case management and coordination means addressing the needs and concerns of participants with support and access to needed resources and appropriate services at any point in time. This can include assistance with entering housing from being unhoused, documenting all participant interactions correctly on forms and/or into a computer tracking system in a timely manner, and continuing to follow-up so that participants receive the best coordination of care.  This includes communication with other community service providers, medical and mental health providers, treatment and recovery providers and family members.

For encampment residents that self-report wanting to reconcile with family, the Housing Stability Team will assess and gather information on the family member the participant seeks reunification. The assessment will help determine the participant’s stabilization plan. The Case Manager will call the family member to assess if the family member is prepared to receive the participant and has the necessary support to accommodate the participant. If so, the Case Manager will arrange for transportation of the participant to the family member. This includes bus, train, or plane ticket with baggage and other fees associated with travel.

Assist Participants to Identify Interim and Permanent Housing Options Once a participant has self-identified that they are housing ready, the NAMI San Diego VER Housing Stability Team will provide intensive housing navigation and will utilize fixable funding to pursue a realistic and sustainable housing solution that fits the wants and needs of the participant. The goal is leveraging the flexible pool of funds to assist a minimum of 125 households with rapid rehousing and housing stabilization. These funds include but are not limited to the payment of past due rent, emergency housing, or utilities, application fee, first rent, deposit, ongoing rent, repair of an auto, and pet fees. Additionally, funding can be used for the purchase of appropriate clothing for housing or employment appointments, fees for IDs, fees for birth certificates, name changes, background checks, bus passes, food, pet food, furniture, cleaning supplies, and items required to gain acceptance into a housing program or agreement (e.g. towel, lock), toiletries, cell phones, etc. To put this into perspective, we have built in the ability to subsidize their needs centered on what each individual identifies would be most supportive, then tapering off each month as they become more stabilized with the goal of September 2027 to be sustainably housed.

NAMI San Diego Proposed Outcomes for the ER Program
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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

NAMI San Diego ER Housing Stability Team will have a set caseload of 20 unique individuals in year one who will be selected from the designated target area, beginning in September 2024. We pledge to all participants that NAMI San Diego will case manage them for the next 1- 2 years and provide them whatever tools and support they state will lead to their housing success, in addition to providing wrap- around services and funding past housing placement. The end goal is that by January 2027 all individuals will be securely housed in a housing situation of their own choosing. As the program participants progress from the encampment to transitional housing and then to permanent housing, the VER program will transition from serving a set location to a scattered site model. To ensure that clients receive the highest standard of care, one additional Housing Stability Case Manager (total of six) will be hired for year 2. In year 3, an additional Case Manager will be hired for a total of seven Housing Stability Case managers. This model allows for a 1:20 caseload for FY 2024-25, a 1:17 caseload for FY 25-26, and a 1:15 case load for FY 2026-2027. Outcomes are:

200 unduplicated individuals served
The Housing Stability team will provide services to up to 200 unduplicated individuals, and support more than 62% from their unhoused status to a permanent housing solution. Based on experience, there are individuals who are not interested in housing, but request other services. This will allow the Housing Stability Team the flexibility to meet the deliverable of 125 individuals exiting street homelessness, while also being a stabilizer in the community.

125 Individuals exit from street homelessness
This includes any positive exit, including but not limited to shelter, transitional housing, staying with friends/ family, communal living.

100 individuals enter into permanent housing
Permanent housing is defined as having one’s name on the lease or living permanently with family/ friends, or in an Independent Living Home or Board and Care facility as defined by HUD, PSH, VASH and Section 8.

75% Individuals retain housing after 12 months
This does not include those individuals who obtain housing with less than 12 months left of the subsidy.

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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

Maintain Regular Communication with Vista COPPS, Housing & Homeless Services and Attend Regular Public and Private meetings
The NAMI San Diego VER Housing Stability team will maintain regular communication, both written and verbal, with the Vista COPPS unit and Housing & Homeless Services division staff. This includes attending regular public and private meetings, including the monthly Standing Committee Meeting on Homelessness and City Council Meetings, to review and discuss caseload and overall progress.

Work with Vista COPPS and Homeless Services staff to maximize Partnerships The NAMI San Diego VER Housing Stability team will work with the Vista COPPS Unit and Housing & Homeless Services division staff to maximize partnerships with other local service providers, community organizations and individuals to cultivate resources and stay connected to the changing needs of the community.

Attend Regular Homeless Outreach Events
The NAMI San Diego VER Housing Stability team will attend regular homeless Outreach events coordinated by the City of Vista and other partners to help connect PEH to necessary services.

NAMI San Diego Experience with PEH presenting Mental Health and other Co-Occurring Issues The NAMI San Diego VER Housing Stability team will serve a PEH population who often present mental health or co-occurring challenges. It is a population that is underserved and distrustful. The target population is at-risk of having experienced multiple traumas, including veterans with PTSD, individuals who have been incarcerated, as well as those who were abused as children, have witnessed violence, and have been in abusive relationships. NAMI San Diego recognizes the role that trauma plays in the lives of individuals with mental health and co-occurring challenges and we provide staff with trauma-informed care training to avoid recreating trauma. NAMI San Diego incorporates trauma-informed principles in all training and presentations including in the children’s system of care. NAMI San Diego is an active member and holds a leadership role on the San Diego Trauma-Informed Guide Team as well as having participated in The Clinton Foundation’s blueprint for trauma-informed care for justice-involved individuals with mental illness. NAMI San Diego is an active leader and community partner with several trauma-informed service providers, including Survivors of Torture International, recognizing the need for trauma-informed care and language for all. NAMI San Diego will assess new participant needs using an approved questionnaire which includes screening for trauma.

NAMI San Diego has successfully served this population throughout San Diego County for most of its 40 years in existence. While initially focused on people experiencing mental health issues, the issues of 06/10/2025
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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

homelessness, housing insecurity and substance use were often present in the majority of the population. What makes NAMI San Diego uniquely qualified is the use of the evidence-based peer support model. This peer support model responds to the critical needs of adults experiencing homelessness and presenting mental health and/or co-occurring challenges. Many are distrustful of a system that has marginalized and ill-served them. These more traditional approaches focus on the level of the person's disability and limiting expectations — using teaching and treatment as the answer. In contrast, the NAMI San Diego peer support model is empowering to all and based on mutual work, mutual respect, mutual relationships, and meaningful opportunities in the community. Having an “advocacy partner” who works side by side to address needs and celebrate success is often the most inspirational factor for a person to achieve personal goals.

Maintain a Comprehensive Data Collection System for the VER Program NAMI San Diego VER program will comply with data collection requirements requested by the City of Vista, and comply with RTFH guidelines. This includes: NAMI San Diego will maintain documentation of participant meetings and interactions, including conversations and progress towards goals. Data will be maintained on each program participant and program milestones, and reports and monthly invoices will be provided as required by the City of Vista. Program Status reports following the format, content and frequency as directed by the City of Vista and will include information such as contract activities and events, unusual events, interaction with other agencies, emerging issues and potential problems, staffing and staff changes, staff training, upcoming plans, outcome objectives, and satisfaction surveys.

NAMI San Diego VER program will be responsible for data collection as requested by the City of Vista to include: Homeless Management Information Systems (HMIS)-Clarity and Coordinated Entry System CES); additional outcomes as identified by the State Department of Health Care Services (DHCS) and will be included as required. NAMI San Diego currently uses all the systems for data collection, so is well- versed in recording and providing accurate data.

Identify Gaps in Homeless Services and Assistance Needs in Vista In its role as a community partner with the City of Vista to achieve the goal to create a clear pathway to permanent housing and help ensure long term housing retention, NAMI San Diego will assist in identifying gaps in homeless services and assistance needs in Vista and will collaborate with other community partners to bring about needed change in services.

Furnish and Cover all Costs for Associated with Normal Office and Service Operations NAMI San Diego
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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

NAMI San Diego VER program will furnish and cover all costs for general office supplies, printing and postage associated with normal office and services operations related to case management duties.

Participate in Community Meetings related to the Strategic Plan to address Homelessness NAMI San Diego Housing Stability VER program staff will participate in meetings related to the Strategic Plan to Address Homelessness or case management duties.

NAMI San Diego VER Primary Point of Contact
Vanessa Onstad, NAMI San Diego and Imperial Counties Director of Independence and Housing is the primary point of contact responsible for communications with and reporting to the City of Vista and its designees. She oversees all aspects of the proposed VER program, and is the direct supervisor of the Program Manager. She brings strong leadership and supervision experience as recently demonstrated with the successful operation the SD City and the Regional Task Force on Homelessness Encampment Reduction programs and the four Clubhouses, providing similar services to individuals experiencing homelessness and /or mental health and co-occurring challenges throughout San Diego County. In 2019, she was the Program Manager for NAMI San Diego’s Connection to Community Clubhouse (C2C) in downtown San Diego, and oversaw three homeless outreach teams. In 2021, she opened the first NAMI San Diego shelter for homeless women downtown San Diego. In 2023, Vanessa designed, implemented and facilitated training for the Encampment Resolution teams in San Diego. She also oversees the two NAMI San Diego independent living facilities, one which is in Vista. (Copper Hill).

STAFFING
The proposed Vista Encampment Resolution Housing Stability staff team includes one full-time Program Manager, five full-time Housing Stability Case Managers, one full-time North County Residential Manager, one full-time Referral and Support Coordinator and a .5FTE Resolution Service Coordinator. (See organization chart and detailed job descriptions at the end of this proposal.)

The proposed NAMI San Diego Program Manager is Michelle LeFever. She brings five years of experience working with the homeless population in downtown San Diego as a street outreach specialist, a member of an outreach medical team, and as the Lead for the NAMI San Diego Encampment program that has successfully housed over 50 individuals from downtown encampments during the first year of this program.

Joining Michelle LeFever is Lawanda Sullivan, NAMI San Diego’s North County Residential Manager.

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as a leasing agent and managing the day-to-day operations of residential sites. At NAMI San Diego, she started with the new homeless women’s shelter and became the Lead staff, then became the Residential Services Manager to be a part of the VER Housing Stabilization team to provide critical time intervention for encampment residents and recently housed residents.

The five Housing Stability Case Managers will have lived or worked experience in the following disciplines (to include but not limited to): substance use disorder, healthcare/health insurance navigation, San Diego County Housing subsidies, family with minors housing placements, refugee and asylee navigation justice involvement, and trauma informed and harm reduction services. Applicants from NAMI San Diego’s trained peer support staff will be encouraged who meet the employment requirements.

The proposed NAMI San Diego VER Referral and Support Coordinator is Lozen Parker Pitman, who has worked for NAMI San Diego in several departments in direct care, education and advocacy. She sees great value in cultural diversity and spent time internationally learning about the culture and population she serves. She brings valuable de-escalation and problem-solving skills and is very knowledgable about community resources.

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Personnel Expenses
Salaries & Wages 624,682
Benefits & Taxes 173,976
Total Personnel Expenses 798,658
Operating Expenses
Staff Training & Development
includes webinars, conference fees, licensing, certification, other training, etc.
4,357
Program Management Services
includes document retention, liability and operating insurances, audit expenses, etc.
9,404
Program Business Services
includes postage, printing and duplication, membership dues and subscriptions, recuritment and background checks, and employee uniforms, etc.
6,473
Supplies
includes office supplies, program supplies, personal protective equipment, etc.
4,871
Occupancy
includes lease/rent of office space, storage facilities, property and general liability insurance, security and alarm services, etc. 65,154
Utilities & Telecommunications
includes telephone, internet, cell phone services, internet hotspots, electricity, gas, sewer, water, etc.
13,249
Equipment & Software
includes laptops, tablets, mobile devices, leased equipment, minor equipment, equipment maintenance and repair, software services including Zoom and Microsoft applications, etc. 19,556
Vehicles & Automotive
includes vehicle lease/purchase, vehicle maintenance and repair, vehicle fuel and oil, vehicle insurance, towing, etc.
24,908
Total Operating Expenses 147,972
Indirect Costs @ 15% 141,995
Housing Resolution Flex Funds
includes funding for emergency, temporary, transitional and permanent housing placement such as rent deposits, furnshings, trak-phones, hotel/motel stays and other eligible expenses. 783,515
Total 12-Month Budget 1,872,140
NAMI San Diego & Imperial Counties
Proposed 12 Month Budget
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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

VISTA ENCAMPMENT RESOLUTION (VER) SCHEDULE TIMELINE (NAMI San Diego)

Date Started  Activity  Person/Department
Responsible
Date
Completed
09/02/24 Notice of Intent to Award  City of Vista 09/2/24 09/02/24 Review contract award and sign NAMI San Diego Executive team 09/15/24 09/02/24 Schedule internal New Contract
meeting
NAMI San Diego Executive team 09/09/24
09/02/24 Employment ad placed within
NAMI San Diego, & on-line and in
local/ethnic papers
Director of Housing and
Independence
09/02/24
09/02/24 Obtain a 33 month lease for 3
vehicles
Director of Housing and
Independence, Facilities
Director, CFO
09/15/24
09/03/24 Engage Broker and begin search
for program space in Vista
Director of Housing and
Independence and Facilities
Director
09/20/24
09/09/24  Conduct internal New Contract
meeting
Director of Housing and
Independence, NAMI HR Team,
NAMI Accounting Team, NAMI
Facility Director, COO, CFO
09/16/24
09/04/24  Review of resumes to identify
eligible candidates/schedule
interviews
Director of Housing and
Independence, Residential
Program Manager, and City of
San Diego’s Encampment
Resolution Program Manager
09/06/24
09/06/24  Conduct first interviews  Director of Housing and Independence, Residential
Program Manager, and City of
San Diego’s Encampment
Resolution Program Manager
09/10/24
09/10/24 Make internal job offers  Director of Housing and Independence, NAMI HR
09/13/24
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09/16/24  Internal hires start Director of Housing and Independence, NAMI HR
09/16/24

09/17/24 NAMI’s existing outreach teams
go to Vista and make first touch
to encampment community
Director of Housing and
Independence, Residential
Program Manager, and City of
San Diego’s Encampment
Resolution Case Management
Team
09/20/24
09/16/24  Conduct external interviews Director of Housing and Independence Residential
Program Manager, and City of
San Diego’s Encampment
Resolution Program Manager
09/19/24
09/19/24  Make job offers  Director of Housing and
Independence, NAMI HR
09/22/24
09/20/24  Create plan for necessary tenant
improvements at existing or new
location to serve as base of
operations for Encampment
Resolution Team
Director of Housing and
Independence and NAMI’s
Current City of San Diego’s
Encampment Resolution Team
10/15/24
09/30/24   New Hires Start Director of Housing and
Independence, NAMI HR
09/30/24

09/30/24   Candidates’ complete paperwork
& begin other employment
requirements (e.g. TB test,
fingerprints, covid vaccinations)
NAMI San Diego HR  10/02/24
10/03/24   Staff begin New Staff Outreach
Orientation and training on the
Universal Outreach Standards.

Director of Housing and
Independence and NAMI’s
Current City of San Diego’s
Encampment Resolution Team
10/06/24

10/03/24 Set up referral line NAMI San Diego’s Vista Referral and Resource Coordinator
collaborate with NAMI San Diego
IT team and the City of Vista
`10/31/24
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10/03/24 Vista Encampment Resolution
Team register and complete
SOAR Online Course at own
place. On average, this is
completed in one month.

Director of Housing and
Independence, Vista
Encampment Resolution Team
10/31/24
10/04/24 Begin implementation of tenant
improvements at existing or new
location for base of operations.

NAMI Broker, Director of
Housing and Independence and
Facilities Director

10/21/24
10/07/24 Vista Encampment Resolution
Team and NAMI’s existing City of
San Diego’s Encampment
resolution Teams go to Vista and
begin building rapport and
determining eligibility for By
Name List
Director of Housing and
Independence and NAMI’s
Current City of San Diego’s
Encampment Resolution
Team and Vista Encampment
Resolution Team
On going every
other day until
program space
is finalized in
Vista
10/10/24-
10/11/24
Vista Encampment Resolution
Team attend RTFH’s 2 day In-
Person Diversion and Housing
Problem Solving Training

City of Vista Encampment
Resolution Program Manager,
Vista Referral and Support
Coordinator, North County
Residential Manager, and Vista
Encampment Resolution Team
10/11/24
10/21/24  Transition to daily outreach and
engagement in Vista
Encampment
City of Vista Encampment
Resolution Program Manager,
Vista Encampment Resolution
Team
12/13/24
11/04/24 Begin final draft of official By
Name List
11/20/24
11/04/24  Link and refer individuals who do
not meet eligibility for program
to other resources that meet their
person-centered needs.

Vista Referral and Support
Coordinator, City of Vista
Encampment Resolution
Program Manager, and Vista
Encampment Resolution Team
Continuous
11/18/24  Case management team Establish
case load
City of Vista Encampment
Resolution Program Manager
12/01/24
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and Vista Encampment
Resolution Team
11/26/24  Submit first official By Name List
to the City of Vista for review and
submission to Cal ICH
Director of Housing and
Independence, City of Vista
Encampment Resolution
Program Manager and Vista
Encampment Resolution Team

11/26/24
11/28/24 Determine eligibility of all By
Name List program participants
for family reunification
Director of Housing and
Independence, City of Vista
Encampment Resolution
Program Manager, Program
manager of Residential Services,
North County residential
Manager, and Vista Encampment
Resolution Team

12/20/24
12/02/24  Begin program agreements with
all individuals on by name list
City of Vista Encampment
Resolution Program Manager,
North County residential
Manager, and Vista Encampment
Resolution Team
12/31/24
01/06/25  Prepare remaining encampment
residents for encampment
resolution enrolment closure.

City of Vista Program Manager,
North County residential
Manager, and Vista Encampment
Resolution Team

01/31/25
01/06/25  Encampment residents that are
now interested in joining
program enrollment are
determined for final eligibility
Resolution Service Coordinator,
City of Vista Encampment
Resolution Program Manager,
North County residential
Manager, and Vista Encampment
Resolution Team

01/15/25
01/08/2025 Begin Online IPS Practitioner
Skills - 12-week course
City of Vista Encampment
Resolution Program Manager,
03/15/25
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North County residential
Manager, and Vista Encampment
Resolution Team
01/15/25  Finalize and submit By Name List
modifications if needed and
submit to the City of Vista to
submit to Cal ICH
Director of Housing and
Independence, City of Vista
Encampment Resolution
Program Manager, North County
residential Manager, and Vista
Encampment Resolution Team
01/31/25
01/31/25  Last day of daily Encampment
outreach
City of Vista Encampment
Resolution Program Manager,
North County residential
Manager, and Vista Encampment
Resolution Team
01/31/25
01/31/25   Set benchmarks for all program
participants. All need to have
realistic time line for attainment
of Documents, Health Insurance,
Benefits application, Employment
or other sustainable income
goals.

City of Vista Encampment
Resolution Program Manager,
North County residential
Manager, and Vista Encampment
Resolution Team

02/28/25
02/02/25 Canvassing and networking
weekly to fund shared housing
options for program participants
City of Vista Encampment
Resolution Program Manager
and North County Residential
Manager
Continuous
03/03/25  Internal benchmark that all
program participants have
attained documents
City of Vista Encampment
Resolution Program Manager,
North County residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
03/30/25
05/05/25  Internal benchmark that all
program participants are either
applying for SSI, SSDI, HDAP, or
are an active job seeker.

City of Vista Encampment
Resolution Program Manager,
North County residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
05/30/25
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07/01/25 If needed NAMI San Diego attains
additional master leases or
partners with communal living
programs to establish sustainable
hosing solutions.

City of Vista Encampment
Resolution Program Manager,
North County residential
Manager, and Vista Encampment
Resolution Team

07/30/25
07/07/25 NAMI explores communal living
options in Vista to
City of Vista Encampment
Resolution Program Manager,
North County residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
Continuous
07/07/25  Internal goal to have 40% of
caseload in transitional
communal living or have their
name on a lease
City of Vista Encampment
Resolution Program Manager,
North County residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
08/01/25
07/07/2025 24-month Program agreement
review, updated with new
benchmarks and signed by all
program participants on By
Name List
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
07/30/25
07/07/25

Internal audit on case load and
report any updates to city of Vista
to send to Cal ICH
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support and Coordinator

08/30/25
07/07/25

Employment ad placed for new
Housing Stability Case Manager
Position within NAMI San Diego,
& on-line and in local/ethnic
papers
Director of Housing and
Independence, City of Vista
Encampment Resolution
Program Manager, NAMI HR
07/20/25
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07/14/25  Review of resumes to identify
eligible candidates/schedule
interviews
Director of Housing and
Independence, Residential
Program Manager, and City of
San Diego’s Encampment
Resolution Program Manager
07/30/25
07/17/24  Employment Interviews  Director of Housing and Independence, City of Vista
Encampment Resolution
Program Manager, and North
County Residential Manager

08/10/25
07/21/25 Job Offers Director of Housing and
Independence, NAMI HR
08/15/25
08/01/25 Internal audit of caseloads to
ensure that all program
participants have attained
income.

City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
ongoing to
monthly till
contact end
10/01/25 Internal goal 80% of by name list
is in transitional housing or
housed
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team

10/01/25
11/06/25 Engage those who have not
moved from unhoused status and
re-asses housing stability plan
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team

11/20/25
12/02/25 Review all who have been in
housing for a year and set final
suitability plan
City of Vista Encampment
Resolution Program Manager,
North County Residential
Continuous
monthly
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Manager, and Vista Encampment
Resolution Team
05/01/26 Internal goal 90% of by name list
is in transitional housing or
housed
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team

5/30/26
07/01/26 Have all By Name List Clients
review and sign the Final Year
Program agreement, confirming
that they have subsidy support
until 06/30/27
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
Support Coordinator, and Vista
Encampment Resolution Team
07/30/26
07/01/26 Internal benchmark that all By
Name program participants have
set up a bank account.

City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
09/01/26
07/07/26 Employment ad placed for new
Housing Stability Case Manager
Position within NAMI San Diego,
& on-line and in local/ethnic
papers
Director of Housing and
Independence and NAMI HR

07/07/26
07/14/26  Review of resumes to identify
eligible candidates/schedule
interviews
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager
07/20/26
07/17/26 Employment Interviews  Director of Housing and Independence, City of Vista
Encampment Resolution
Program Manager, North County
Residential Manager
07/30/26
07/21/26 Job Offers Director of Housing and
Independence, NAMI HR
07/30/26
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07/27/26 New hire start Director of Housing and
Independence, NAMI HR
08/03/26
08/03/26 Final audit conforming all
program participants have
sustainable income
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
09/30/26
10/01/26 All program participant set their
own benchmarks to transition to
taking over rental payments
independently.

City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
11/25/26
11/25/26 Program participants who have
not established transition plans,
or who are not hitting
benchmarks that they sent for
themselves, are given case
conference support options
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
12/15/27
12/20/26 Program prepares 6-month
sunset plan
Director of Housing and
Independence, City of Vista
Encampment Resolution
Program Manager, North County
Residential Manager, Vista
Referral and support
Coordinator, and Vista
Encampment Resolution Team
12/31/27
01/04/27 City of Vista Encampment
Resolution Case Management
Team explores community
resources and makes
personalized plans for all on their
caseload
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
Continuous
01/04/27 Alert all landlords that there is a
transition in 6 months for lease
holder to take over lease
payments
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
01/10/27
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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

support Coordinator, and Vista
Encampment Resolution Team
02/01/27 Clients who have not attained
income yet are put on a program
agreement that has income
benchmarks and realistic
transition plan out of the housing
unit if they are not able to attain
income by 06/30/27
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
02/28/27
03/04/27 Program prepares clients for
sunset
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
06/30/27
03/01/27 Warm handoffs to other
programs that can take over light
case management after
06/20/27
City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
ongoing
06/01/27 Final rental subsidy checks are
distributed.

City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team
06/01/27

06/30/27 Program sunsets City of Vista Encampment
Resolution Program Manager,
North County Residential
Manager, Vista Referral and
support Coordinator, and Vista
Encampment Resolution Team

06/30/27

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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

ORGANIZATION
CHART

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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

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PO BOX 23700 SAN DIEGO CA 92193-3700 • Phone: 858-634-6580 • E-mail: [email protected] NAMI San Diego’s Family & Peer Support Helpline: 800-523-5933 www.namisandiego.org

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Rev. 5/08/2024
POSITION TITLE: City of Vista Encampment Resolution Program Manager Company Description: NAMI San Diego & Imperial Counties (National Alliance on Mental Illness) is a nonprofit organization that provides free education, support services, and advocacy to improve the quality of life of everyone affected by mental illnesses.

Primary Responsibilities/Function:The City of Vista Encampment Resolution Program Manager manages day- to-day operations Resolution Program. This program supports clients from their encampment setting to a housing solution their choosing and continues past housing placement, providing case manage for up to 2 years to ensure housing stability.

The City of Vista Encampment Resolution Program Manager will oversee a team of Housing Stability Case Managers and will go out in the field alongside their team to provide case management and rap around services to encampment residents and housed residents alike. Additionally, the City of Vista Encampment Resolution Program Manager will also manage the North County Residential Manager and Vista Referral and Support Coordinator to provide critical time intervention for residents, community members and landlords. The ideal candidate is person centered, understands outreach best practices and is goal oriented to work closely with the community to identify sustainable housing solutions.

Duties and Responsibilities:

Facilitate trainings and support of Housing Stability Case Managers North County Residential Manager and the Referral and Support Coordinator
Create and implement schedules for outreach coverage.

Ensures that data entry deliverables are met by the Housing Stability Case Manager team.

Oversees daily in person field outreach or in person visits to recently housed neighbors at scattered sites Coordinates and dispatches rapid respond to self-referrals from clients, referrals from providers, and community referrals
Advises the Housing Stability Case Management team to link, case manage, and provide transportation to unhoused neighbors or recently housed neighbors to housing or community supports that are based on the clients goals and interests
Refer and coordinate shelter and program referrals and engage in care coordination Ensure clients benchmarks are attain for document attainment and sustainable housing income attainment.

Ensure all clients in program have: health insurance, are connected with primary care, mental health and SUD treatment if necessary, and are actively working towards sustainable income Support clients in family and significant others mediation and family reunification coordination Maintain a caseload up to 10 highly vulnerable program participants Ensure team and client follow through with client goals and support for up to 2 years.

Drive company or personal vehicle
Other duties as assigned.

Accountability: Reports to the Director of Independence and Housing. Oversees the City of Vista Housing Stability Case Manager Team, the North County Residential Manager and the Vista Referral and Support Coordinator.

Physical Demands: The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with qualified disabilities to perform the essential functions.

Prolonged periods sitting at a desk and working on a computer.

Prolonged periods of standing and walking.

Must be able to lift up to 30 pounds at times.

Minimum Requirements, including linguistic and cultural skills, education, experiences, licenses and certifications:
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Bachelor's degree a social science and one year of working with homeless, mental illness, substance use disorder or with vulnerable populations, or equivalent work experience Preferred lived experience in SMI, SUD or housing insecurity of self or direct support to an individual with SMI, SUD or Housing Insecurity.

A minimum of 2 years' experience working with un-housed neighbors who have SMI and/or SUD.

A minimum of 2 years' experience in management
Strong networking skills
A clean driving record and a reliable vehicle.

Must be able to pass a criminal background check.

Computer proficient in Outlook, Microsoft 360, Excel.

Experience with HMIS Clarity Coordinated Entry System is preferred Fluency in English required; fluency in Spanish or other threshold language preferred.

Salary: $30.00- $34:00 hourly Full-time (40 hours a week)

To apply: Please send cover letter and resume to [email protected]

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Rev. 5/08/2024
POSITION TITLE: Housing Stability Case Manager for the City of Vista Company Description:NAMI San Diego & Imperial Counties (National Alliance on Mental Illness) is a nonprofit organization that provides free education, support services, and advocacy to improve the quality of life of everyone affected by mental illnesses.

Primary Responsibilities/Function:Housing Stability Case Manager for Program is a case manager with specialized training that serves unhoused neighbors that reside in the Vista encampment, and recently housed encampment neighbors in the City of Vista communitythought a mental health lens. This position is within a team of Housing Stability Case Managers that all leverage their specialties to create person centered plans tailored to each client and their unique needs. Once the client has been placed in a housing solution of the client choice, the Housing Stability Case Manager stays with that same client on their caseload and shifts their case management to focus on building and implementing skills to sustain their housing independently.

Ideal candidates have lived or work experience in the fallowing or are willing to complete required training and/or certifications for the fallowing disciplines: substance use disorder, healthcare/ health insurance navigation, justice involvement, TAY youth, harm reduction, intellectual and developmental disabilities, family with minors housing placements, refugee and asylees navigation, LGBTQIA+ service navigation, San Diego County housing subsidies, SSI application, IPS employment, financial literacy, California real estate, GED and higher education, or fluency in one of San Diego Counties 6 threshold languages other than English. Additionally, NAMI is a peer run organization.

Lived experience in being unhoused, having a SIM or SUD is preferred.

Duties and Responsibilities:

Daily in person field outreach or in person visits to recently housed neighbors at scattered sites Rapid respond to self-referrals from clients, referrals from providers, and community referrals Link, case manage, and provide transportation to unhoused neighbors or recently housed neighbors to housing or community supports that are based on the clients goals and interests Refer and coordinate shelter and program referrals and engage in care coordination Ensure clients are supported to attain documents required for housing and employment Ensure all clients on case load have: health insurance, are connected with primary care, mental health and SUD treatment if necessary, and are actively working towards sustainable income Developing and sustaining positive landlord relationships Support clients in family and loved one mediation and family reunification coordination Work collaboratively local service providers to ensure transition from unhouse status into interim housing Maintain a caseload of up to 20 active program participants Fallow through with client goals and support for up to 2 years.

Document all case management services and client progress in HMIS Clarity system Drive company or personal vehicle
Other duties as assigned.

Accountability: Reports to the City of Vista Encampment Resolution Program Manager 06/10/2025
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Physical Demands: The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with qualified disabilities to perform the essential functions.

Prolonged walking outside daily, at times in inclement weather.

Prolonged periods sitting at a desk and working on a computer.

Prolonged periods of standing and walking.

Must be able to lift up to 30 pounds at times.

Minimum Requirements, including linguistic and cultural skills, education, experiences, licenses and certifications:

Must have lived or work experience in one of the ideal candidate requirements above, or are willing to complete required training and/or certifications to attain skillset.

Must be able to pass a criminal background check.

Must have a satisfactory driving record.

Must be willing to drive company vehicles.

Able to communicate effectively, verbally and in writing.

Basic knowledge of computer software (Microsoft Office, Word, Excel) and web navigation.

Demonstrated ability to maintain confidentiality.

Reliable and consistent attendance.

Salary: $24 - $27 hourly Full-time (40 hours a week)

To apply: Please send cover letter and resume to [email protected] 06/10/2025
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POSITION TITLE: Resolution Services Coordinator
Company Description: NAMI San Diego (National Alliance on Mental Illness), is a nonprofit organization that provides education, support services, and advocacy to improve the quality of life of everyone impacted by mental illnesses.

NAMI San Diego has an excellent career opportunity for a talented eligibility and fund management specialist to join our Resolution Services team. We offer balanced work/life work hours, a competitive wage and benefit package, including paid holidays, vacation and sick time, medical, dental, vision, life insurance and 403b plan.

Primary Responsibilities/Function: The Resolution Services Coordinator is an integral member of the housing team and our organization, providing internal reviews of housing resolution funds to ensure accuracy and compliance with eligibility standards. This role involves reviewing expense and client documentation, processing eligible expenses through the accounts payable system, issuing payments, and retaining proper documentation of expenses.

Duties and Responsibilities:

Work with and resolve case manager requests to utilize fund(s) for resolutions services, confirming client and expense eligibility according to funder requirements.

Collaborate with program staff (directors, managers, case managers, etc.) to ensure timely processing financial transactions and proper record-keeping.

Assist program staff with reviewing clients and expenses for cross-program eligibility.

Enter payment requests data with a high-level of accuracy, ensuring compliance with client anonymity requirements.

Prepare, issue, and distribute housing resolution funding instruments, including check and eft transactions, generally within a two-hour deadline.

Manage recurring resolution funding services payments on behalf of clients, such as partial rent or utility subsidies.

Conduct routine client and expense eligibility reviews to detect errors or inaccuracies.

Maintain correction logs and documentation.

Resolve vendor inquiries, disputes, credits, and payment errors.

Maintain fund and expense tracking forms and schedules.

Perform quarterly, annual, and contract specific fund and expense reconciliations.

Assist in monthly closing of records and posting of financial information.

Assist with streamlining and improving efficiencies within the resolution funding process.

Participate in programmatic and financial audits, reviews, and monitoring visits.

Maintain confidentiality, discretion and integrity in all duties and communications.

Support the department with administrative tasks as needed.

Perform other duties and contract specific projects as needed by the organization and assigned.

Accountability: This position may be supervised by the Director of Resolution Services or the Chief Financial Officer.
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To apply: Please send cover letter and resume to [email protected] Physical Demands: The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made to enable individuals with qualified disabilities to perform the essential functions.

Prolonged periods sitting at a desk and working on a computer.

Must be able to lift up to 20 pounds at times.

Operate office equipment and computers with ease.

Minimum Requirements, including linguistic and cultural skills, education, experiences, licenses and certifications:

High School Diploma or equivalent required.

Minimum of two (2) experience in payment processing, accounts payable, or general accounting and booking required.

Degree in behavioral health, social services, social work, business or accounting, preferred.

Solid knowledge of accounts payable, fund balancing, and eligibility screening processes.

Prior experience in determining eligibility for housing assistance programs such as housing opportunity vouchers, partial rental subsidies, rapid rehousing services, housing navigation or homeless shelter services preferred.

Possess a general, working knowledge of accounting principles, procedures and controls for safeguarding the company funds and assets.

Initiative, follow through and effective problem-solving skills with high attention to detail and accuracy.

Excellent computer skills, data entry and software experience with QuickBooks Online, Microsoft Excel, Word, Outlook and other applicable software applications.

Knowledge and familiarity with MSTeams, Approvals, or other Automation and Collaboration software preferred.

Experience with third party eligibility screening and verification databases. HMIS or AIRES experience is a plus.

Excellent interpersonal and written communication.

Demonstrated aptitude for building and maintaining collaborative relationships with staff, directors, external stakeholders, and agencies.

Strong organizational, time management, prioritization skills; work independently with minimal supervision.

Maintain high level of integrity, confidentiality, ethical standards - assumes personal responsibility for scope of position.

Recognition of the importance of documentation; proven ability to maintain accurate records in both the cloud and at the office.

Values continuous learning and a company culture that appreciates diversity in the workplace.

Reliable and consistent attendance.

Ability to travel within the County using personal transportation.

Pass criminal background, credit, and DMV checks required.

Valid License and Proof of Insurance.

COVID Protocols and Work Environment. As an essential worker, successful candidate will follow CDC guidelines, state guidelines and local mandates for COVID 19 prevention. COVID-19 Vaccination required for employment.

Work Location: Corporate Offices located in Clairemont Mesa Status: Full time (40 hours/week)
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To apply: Please send cover letter and resume to [email protected] Classification: Non-Exempt
WC Classification: 8810 Clerical Employees
Benefits Eligibility: All Full-Time Benefits

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Personnel Expenses
Salaries & Wages 624,682
Benefits & Taxes 173,976
Total Personnel Expenses 798,658
Operating Expenses
Staff Training & Development
includes webinars, conference fees, licensing, certification, other training, etc.
4,357
Program Management Services
includes document retention, liability and operating insurances, audit expenses, etc.
9,404
Program Business Services
includes postage, printing and duplication, membership dues and subscriptions, recuritment and background checks, and employee uniforms, etc.
6,473
Supplies
includes office supplies, program supplies, personal protective equipment, etc.
4,871
Occupancy
includes lease/rent of office space, storage facilities, property and general liability insurance, security and alarm services, etc. 65,154
Utilities & Telecommunications
includes telephone, internet, cell phone services, internet hotspots, electricity, gas, sewer, water, etc.
13,249
Equipment & Software
includes laptops, tablets, mobile devices, leased equipment, minor equipment, equipment maintenance and repair, software services including Zoom and Microsoft applications, etc. 19,556
Vehicles & Automotive
includes vehicle lease/purchase, vehicle maintenance and repair, vehicle fuel and oil, vehicle insurance, towing, etc.
24,908
Total Operating Expenses 147,972
Indirect Costs @ 15% 141,995
Housing Resolution Flex Funds
includes funding for emergency, temporary, transitional and permanent housing placement such as rent deposits, furnshings, trak-phones, hotel/motel stays and other eligible expenses. 783,515
Total 12-Month Budget 1,872,140
NAMI San Diego & Imperial Counties
Proposed 12 Month Budget
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This is our approach. Home cooked ribs, potato salad and beans. Case managers chatting with clients over lunch. Peer support “Navigation Coaches” serving the homeless and then sitting down to share the meal. Relationships being built while doing life together. People with lived experience helping their neighbors overcome hurdles to housing, addiction, poverty and trauma. Individual solutions and problem solving for each client. This is Retread’s approach to homelessness at the Buena Creek Navigation Center and this will be our approach to Outreach as well.

Since opening on March 4th of this year, Retread Housing Services has served 128 unique clients from the cities of Vista and Encinitas. Most of these clients came from living on the streets or in their cars and over half of them had been homeless for a year or more. In fact, 17 of these clients had been homeless for over 5 years. Some had even been on the street for 40 years.

At Retread, these clients were met with a warm shower, a clean bed, 3 meals a day, and loving staff. We were able to provide clients with support to help them achieve their personal goals. Retread case management services has helped clients rebuild their lives after living on the streets starting from the most basic stepping stones, including getting an ID, a social security card, a cell phone, and access to their bank account and beneﬁts.

If Retread was granted the outreach contract, we would be able to kickstart these clients’ journeys to begin while they are still living on the streets so that by the time they enter the shelter, they are ready to focus on larger and harder to reach goals such as ﬁnding sustainable housing and long-term employment or training opportunities. Our case managers have already been able to help Retread clients achieve these lofty goals and have connected clients to 22 job placements (*NOTE ABOUT JOB PLACEMENTS…not 22 clients have been placed in jobs because some clients have gotten multiple job placements, so be careful about the way that you 06/10/2025
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communicate this stat) and have helped 22 clients get matched to housing through HMIS. Out of those 22 matches, 14 (64%) have been matches to Permanent Supportive Housing.

If granted the outreach contract, our case management services would have aligned goals from the time our clients were ﬁrst met on the streets by outreach workers to the time that they found a permanent housing solution. We would be able to work cohesively as a team to ensure that our clients could smoothly transition from living in a homeless situation, to living in a shelter, to living in a home. With Retread facilitating both outreach case management and shelter case management, we would have the ability to promote deeper levels of safety, security, and trust between our clients and their case managers.

Even now, Retread Case Managers have exited 30% of our clients into permanent housing solutions, 9% of our clients into temporary housing solutions, and 16% of our clients into institutional situations where they can address immediate health concerns including addiction and other medical needs. In total, 55% of clients leave Retread with an improved situation. We have experienced success at the BCNC. We have seen reuniﬁcation of fathers and daughters, of sisters, of parents and children, of spouses. We have seen transformation of clients from experiencing substance use disorder on the streets to entering rehab and moving into permanent housing situations. We have seen clients experience health and growth by encouraging and empowering our residents and by connecting them to the resources that they need. We have helped our clients face immigration struggles, custody battles, mental health struggles, and addiction and we have celebrated success.

At the BCNC, Norma Martinez will replace Marsha Duka as the Lead Case Manager, and a new case manager will be hired. Nanette Steenstra will split her time between the BCNC and Outreach. T o ensure quality data and records are maintained, each Retread program will have a designated assistant to complete data entry and organizational tasks under Nanette’s direction. Retread will have two multi use offices at Green Oak Ranch for storage of outreach supplies, phone reception, and any tasks or meetings that require a more private setting than is offered currently at the BCNC.

Retread is committed to meeting all insurance requirements as outlined in the RFP . We will be prepared to begin outreach beginning in September of 2024, to continue for a contracted period of 34 months.

We have completed this proposal with equal parts imagination, contemplation and trepidation. We are prepared to take on the challenge as an organization and are confident that we can grow into outreach without harming the good work we do at the BCNC.

Hannah Gailey
Executive Director
Retread Housing Services
[email protected]
760-525-8919
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Overview: Retread proposes to partner with the City of Vista to provide full-time outreach including proactive street-based case management and housing navigation. We are committed to a coordinated effort with the city and local agencies to provide the highest level of care to PEH in the designated areas of the City of Vista outlined in the RFP . Our intention is to know every PEH in the City of Vista by name, keep a by name list, and have a detailed record of each entered into HMIS Clarity/ CES according to RTFH Guidelines. We aim to provide individualized care and connection to local services while maintaining high quality data on the PEH in our region. Retread Outreach will provide housing retention services for up to 12 months, ensuring that PEH are not only matched with housing, but receive wrap around care to ensure the long term success of our clients.
• Retread will provide three outreach teams, each with a vehicle, laptops and phones to perform street-based outreach services including transportation of clients within the designated area of the City of Vista. Outreach will follow a low-barrier, harm reduction, housing first approach, viewing each client as a valuable individual. Each team will be equipped to provide case management in the field, with one specialized team designated for crisis intervention including mental health emergencies, chronically homeless individuals and co-occurring disorders. All teams will maintain excellent relationships with the County’s Health and Human Services Agency representatives, mental health providers, Vista COPPS, and local service providers. All staff members will receive outreach training to meet the standards set forth by the San Diego CoC guidelines, including de-escalation, mental health first aid and Narcan administration.

Additionally, staff will be trained to recognize the signs of a mental health crisis or severe drug intoxication, including when to call for a specialized team in house and/or an outside organization such as the COPPS team or an agency specializing in mental health or addiction.

When appropriate, outreach workers will reach out to local organizations to join them, to enhance the services and case management opportunities for PEH.

T eam 1: Case Manager & Peer Support Specialist
T eam 2: Case Manager & Peer Support Specialist
T eam Paul: Social Worker, Mental Health Provider, Peer Support Specialist • Retread will provide one full time person to answer all calls from the City of Vista and Community members regarding PEH. Our phone receptionist will be equipped to answer questions about the BCNC as well as the Retread Outreach program, knowledgable of community programs and resources for PEH, and trained in de escalation, suicide prevention, 06/10/2025
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and harm reduction. They will then either send Marsha information about the state and location of PEH, connect community members with our rapid rehousing resource personnel, connect PEH directly to community resources, or call emergency services directly. • Comprehensive Biopsychosocial assessment will be completed by a staff case manager or social worker at first encounter. Each client will be entered into CES/HMIS as soon as the initial encounter, and a VI SPDAT will be completed as soon as the client is willing and able to do so with a sound mind. Outreach workers will develop a detailed individual service plan for each client that includes but is not limited to: identifying barriers to housing, medical care needs, behavioral health issues, and income goals. The outreach worker will engage the client using motivational interviewing to set goals together to achieve client based milestones toward housing and life improvement. T ogether, clients and staff will identify barriers to housing and work towards achieving successful outcomes within a mutually agreed upon timeline.

Retread has previously used Clickup to track client progress internally. This has allowed us to share anonymized data easily with city staff. For this project, Retread has budgeted for Mission Tracker, a proven software program designed specifically for programs such as ours, which can be integrated with HMIS/Clarity to record client demographics, notes, progress, etc. directly.

The program is being used successfully by the San Diego Union Rescue Mission at the Oceanside Navigation Center, and we believe it will add efficiency and transparency to all of Retread’s programs.
• Outreach staff will be empowered to provide, without causing dependency, goods and services that will increase quality of life and opportunities for housing. Flex funds in the amount of $100,000 over the 34 month contract may be used by staff to assist with the following services:

Housing applications
Medical services
Mental health services
Prescription medication costs
Addiction and recovery services
Transportation
Vehicle repair
Vehicle Registration
Employment costs such as interview clothing/ transportation Social Security Retirement/ Disability
Social Security Cards
Identification cards
Driver’s License fees- new/ renewal/ reinstatement
Storage of Personal Belongings
Pet Care
Transportation Passes
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As an additional incentive to clients. Retread proposes a gift card incentive program for clients who successfully complete a drug & alcohol recovery program or sign up for educational programs.

Free Services will also be procured including the following:

EBT/ SNAP benefits
Social Security Benefits/ Disability
Mental Health Services
Homeless Court
Free ID
Mobile Medical/ Dental Care
Showers
Pet Care
Many of the listed services are available to clients of the BCNC, and Retread Outreach will leverage these services as often as possible to take advantage of the relationships, services and personnel that are already providing services for PEH in the City of Vista.

Building client income will be a critical part of the case management provided by staff. We will provide resume assistance, transportation to job fairs and job interviews, facilitate job training opportunities and encourage continued education and job training through local organizations and community colleges such as Mira Costa College and Palomar College.

Clothing, Hygiene items, food, beverages, harm reduction supplies, weather gear, backpacks, etc. will be provided as needed and stored in the office/ storage space rented on Green Oak Ranch Ministries. These everyday outreach supplies will be funded by a separate budget line item for Outreach Supplies, and donations will be sought whenever possible. • The primary purpose of the Retread Outreach program is to provide ongoing case management to PEH. This includes creating an individual service plan based on client goals with the ultimate goal in mind of getting each client permanently placed in affordable, safe, appropriate housing. In order to accomplish these goals in a collaborative way, case managers and outreach workers will need to make sure their clients are prepared to accept housing.

Clients will need to be in good health. This includes mental health, physical health, dental care, etc. Outreach workers will be prepared to coordinate services through local partners to make sure that wellness checks are available, prescriptions are current, and mental health is being attended to. In the event that there is immediate care needed for a physical issue, OW will reach out to Live Well, VCC or Tru Care for mobile services or transport clients to a healthcare provider. Likewise, an immediate mental health crisis will require the intervention of T eam Paul or a mental healthcare provider. In the event of a health or mental health related emergency, OW will contact the COPPS team and/or call 911.
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Paperwork will need to be in order as well. OW will be prepared to assist with identification, social security, cal fresh, etc. They will also be well equipped to assist with required paperwork for identification, social services and housing.

If PEH are willing to enter treatment facilities for alcohol or drug addiction, OW will facilitate. If PEH are interested in a job or school, OW will get them a monthly transit pass, clean clothing and resources.

And of course, most importantly, OW will enter each and every client into CES and Clarity. OW will be trained well in completion of VI SPDAT s and will monitor each client’s progress to eradicate homelessness and get everyone safely housed with a Housing Retention Specialist to help keep them successfully housed!
Every effort will be made to find housing for clients outside of Clarity as well, including home share programs, low income housing options, and family reunification. Our proposal includes $10,000 to assist at least 25 clients with family reunification services to include transportation, court fees, or whatever might be necessary to reunite PEH with family members. Family reunification funding can provide support through bus fare, train or plane tickets, court fees, etc. • Whenever possible, Retread will connect clients directly to permanent housing solutions. In many cases, clients who have been matched with housing through Clarity will benefit from more intense and frequent case management services while solidifying the housing plan. In these cases, outreach workers will coordinate with the BCNC to place clients in the BCNC as bridge housing to help expedite the housing match. This is one of the most incredible benefits of Retread having both the outreach contract and the operating contract for the BCNC. There will be considerable crossover between the two functions of Retread. We will seamlessly move clients from the street to the navigation center with continued support for our clients. Outreach staff will retain access to clients while at the BCNC and clients will benefit from having both teams assisting with their case. Additionally, when clients choose to accept housing at the BCNC before receiving a housing match, they will enter the BCNC with an up to date profile in HMIS/Clarity and ideally, a current, active VI SPDAT . This will reduce the time clients spend at the BCNC before being matched with housing resources. Furthermore, if clients are exited from the BCNC and return to the street, Retread will easily be able to continue case management through the outreach program. The synergy created through our organization will mean increased, ongoing, comprehensive care for our clients. • The Retread Outreach program will include a Housing Retention position to follow up with clients that have been housed by Retread through Outreach or the BCNC. This position will be responsible for visiting, supporting, and or following up by phone call each client that has been housed on at least a monthly basis.

Retread will form a committee to oversee the distribution of Rapid Rehousing money. This committee will be made up of Executive Director Hannah Gailey, Admin Statistician Nanette Steenstra, the Housing Retention Specialist, an outside financial consultant, and Program 06/10/2025
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Director Marsha Duka. The City of Vista will be an incredibly important resource here as well and we will work to develop this program with city oversight. We acknowledge that the RFP determines that $2,500,000 in Rapid Rehousing funds is intended to assist at least 125 families or individuals with a limit of $20,000 per household. Funds will be used for housing related expenses including but not limited to the following:

Moving costs
Rental application fees
Security deposits/ First month’s rent
Utility startup costs
Basic household necessities
Furnishing
Short term rental assistance
Storage fees
Pet deposits
Pest control
Vehicle repair
The Rapid Rehousing Committee will meet on a weekly basis to review requests for funding, determine eligibility, and approve or deny requested funds. We will extend the program to include PEH from the City of Vista that have chosen to stay at the BCNC. Criteria for eligibility will be determined by the committee and expenditures will be reviewed quarterly and a detailed report will be provided on a monthly basis for review by the Standing Committee on Homelessness.
• The Retread staff at the BCNC has experience successfully placing PEH in permanent housing, permanent supportive housing, addiction recovery and transitional housing based on clients’ individual service plans and goals. Retread Outreach will continue to use the same methods, with the added resource of substantial rapid rehousing and flex funds. Retread staff is looking forward to collaborating with city staff, community partners and the City of Vista Housing Navigator to identify housing options, encourage and assist with successful placement. Case managers from outreach and the BCNC are committed to helping clients KEEP their housing.

While for our outreach program, this will fall primarily to our Housing Retention Specialist, following up with clients is an important part of all homeless services. • The January 2024 Point in Time Count identified 170 unduplicated PEH in the City of Vista, a number that continues to increase. Retread Outreach would like to know 100% of the PEH in the City of Vista BY NAME at the end of 6 months.

Retread anticipates the following results within the first 12 months:
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HMIS
Housing
Match
Family
Reunification
Rapid
Rehousing
BCNC Other:

Shelter,
Addiction
Recovery
Refusal of
Services/
Choice to
Remain
10% 10% 10% 30% 10% 30%
17 17 17 51 17 51
Additionally, of clients that are housed, we anticipate a 50% retention rate over 12 months. • The Retread Outreach team, Program Director Marsha Duka in particular, is committed to maintaining regular communication, both written and verbal, with the Vista COPPS unit and Housing & Homeless Services division staff. Whenever possible, Retread is committed to integrating data between homeless services and the justice system. We would be very interested in collaborating with law enforcement to include criminal and/or citation records in a comprehensive client history through HMIS, Mission Tracker or Clickup. Program Director, Executive Director and/or representatives from the outreach program will attend any and all regular public and private meetings, including the monthly Standing Committee Meeting on Homelessness and City Council Meetings, to review and discuss the state of homelessness in the City of Vista and overall program progress. Statistics, finances and general data will be maintained by Retread Administrative Statistician Nanette Steenstra and provided monthly and by request.
• Over the last several months, Retread has built relationships with a myriad of community providers. We are committed to maintaining these relationships and working closely with the Vista COPPS unit and Housing & Homeless Services division staff. The list below includes many of our valued partners, all of whom will be incredibly helpful to our outreach program:

Vista Community Clinic
Exodus Recovery
PATH Outreach
San Diego Humane Society
Restore Church
Anthem Church
Green Oak Ranch Ministries
Humanity Showers
San Diego County Homeless Court
Interfaith Community Services
Oceanside Navigation Center
Feeding San Diego
Regional Alliance for Homeless Solutions
City of Vista
Vista Community Clinic
Project Street Vet
MHS/ Turn
Alpha Project for the Homeless
RTFH
LQBTQ Resource Center
7Sixty Fades Barber SHop
Bellus Academy
County of SD HHSA
Home Depot
Mira Costa College
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• Retread, as operators of the BCNC currently attend regular Homeless Outreach events coordinated by the City and other partners. Retread Outreach is looking forward to joining any event, meeting or effort that will increase our chances of or opportunities to connect PEH to necessary services. A few of our favorites include the Vista Homeless Outreach Event, monthly Regional Alliance for Homeless Solutions gatherings, and the City of Vista’s Strategic Planning meetings.
• Retread understands that the contracted services will entail repeated interactions with at-risk populations that may be experiencing mental health disorders or substance abuse issues.

Retread is committed to ensuring the safety of our staff at all times including while doing street outreach or transporting clients. Retread will establish an incident procedure which will include utilizing T eam Paul and the Sheriff’s Department for law enforcement intervention. All qualifying incidents will be reported to city staff including any threats and/or acts of violence that occur between outreach staff and PEH during the performance of the Services. Existing Retread staff receive de escalation and safety training bi annually through the Escondido Police Department.

Outreach employees will receive extensive safety training as well. • Program Director, Marsha Duka has been the lead case manager and intake coordinator at the BCNC since opening. She is incredibly thorough with her case notes and has helped bring our case management team up to par on documentation in HMIS/ Clarity and internally, Clickup. All outreach staff including case managers and peer support specialists will receive training from Marsha Duka, BCNC Program Director & Outreach Worker of the Year, Pete Haggard, and HMIS directly. Maintaining complete, accurate and thorough documentation of all client meetings, goals, progress, and milestones is an important priority for all facets of Retread.

County of San Diego and RTFH guidelines will be upheld at all times.

All expenses will be well documented internally and submitted to the city for reimbursement by Administrative Statistician Nanette Steenstra and submitted for reimbursement by the 15th of each month following the reimbursement period.
• The opportunity to provide feedback regarding homeless services in the City of Vista and the Strategic Plan is a privilege. We are more than willing to help the city identify gaps in homeless services and assistance needs in Vista. Retread Executive Director Hannah Gailey will collect feedback from the outreach team, the staff of the BCNC, and clients of each throughout the year. Our organization as a whole will collaborate to develop a written report of recommendations for community and program improvements in support of the Strategic Plan.

Hannah will submit a comprehensive report to the City of Vista at the end of the contract term and/or as requested.
• Retread Outreach is prepared to cover all costs for general office supplies, printing, and postage associated with normal office and service operations related to case management duties. A rental agreement has been secured with Green Oak Ranch Ministries for storage and 06/10/2025
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office space. Additionally, outreach will have access to office spaces and equipment already established by Retread through the BCNC. Office supplies and office space, are listed in the proposed budget.
• Retread Outreach staff is excited to collaborate with the City of Vista to expand our reach in the community and provide even more services to more of our homeless neighbors in need. We will see you at the Strategic Plan to Address Homelessness meeting! • Primary point of contact for outreach program related communications:

Marsha Duka, Retread Outreach Program Manager
[email protected]
619-395-3160
• Primary point of contact for data reporting, reimbursements:

Nanette Steenstra, Retread Administrative Statistician
[email protected]
760-703-7302
For questions about this proposal or the Retread organization as a whole, please contact Hannah Gailey, Executive Director, Retread Housing Services [email protected]
760-525-8919
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Item
One Time
Cost Monthly Annual 34 months
10 Surface Pros/ data accounts 10,000 200 2,400 16,800
10 Cell Phones/
Monthly service 6,000.00 337.5 4,050 10,000.00
10 HMIS accounts 1,750 250 3,000 8,500
10 Microsoft Accounts 30 360 1,020
Mission Tracker Software 2,893 0 9,000 29,893
Three Vehicles:

Toyota Camry Hybrid, 15K miles/year
Available Mid-September: 36 months required
$371/ month each 15,000 1,113 13,356 55,068
Vehicle Insurance 681 8,172 24,516
Vehicle Maintenance 75 900 2,700
Fuel
15,000 miles per year per car
50 miles per gallon
300 gallons in one year
$6.00/gallon 450 5,400 16,200
Flex Funds 2,941 35,292 100,000
Housing Assistance 73,529 882,353 2,500,000
Outreach Supplies 2,170 26,040 73,780
Storage Room/ Office Rental 1,500 18,000 51,000
Office Supplies 100 1,200 3,400
Staff Appreciation/ Mental Health 400 4,800 13,600
Payroll
Management/ Administration
Executive Director 2,500 30,000 85,000
Outreach Program Director 7,083 85,000 240,833
Part Time Statistical Administration 3,333 40,000 113,333 06/10/2025
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Phone Calls/ Assistant ($17-20/hour) 3,466 41,600 117,866 Housing Retention Specialist ($24-26/hour) 4,506 54,080 153,226 Outreach
Case Manager ($26-30/hour) 5,200 62,400 176,800
Case Manager ($26-30/hour) 5,200 62,400 176,800
Outreach Worker ($24-26/hour) 4,506 54,080 153,226
Outreach Worker ($24-26/hour) 4,506 54,080 153,226
Outreach Worker ($24-26/hour) 4,506 54,080 153,226
Multidisciplinary Team:

Mental Health Specialist 6,666 80,000 226,666
Social Worker 6,666 80,000 226,666
Payroll Taxes 400 4,800 13,600
Insurance Benefits 4,000 48,000 136,000
Payroll Service 400 4,800 13,600
Worker’s Comp 1,200 4,800 40,800
Umbrella Insurance 25,000 75,000
Rapid Rehousing Consultant 500 6,000 17,000
Contingency 3.2% 3,000 36,000 102,000.00
Total 5,281,345
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34 Month Budget Target $5,281,345.02
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Designated Hours Position Responsibilities
Monthly Annual 34 Months
Administration/ Management
Executive Director Hannah Gailey 30% outreach
oversight, rapid rehousing funds committee,
staffing, training, insurance requirements,
fundraising, partnerships, program development
2,500 30,000 85,000
Outreach Program Manager Marsha Duka 100% outreach 50+ hours outreach program operations
schedule outreach teams,
maintain partnerships, oversee payroll
followup with community calls for outreach
rapid rehousing funds committee
7,083 85,000 240,833
Part Time Statistical Administration
Nanette Steenstra
Applied Statistics
Bilingual 50% outreach 20+ hours
maintain and report financial and statistical data
rapid rehousing funds committee
3,333 40,000 113,333
Housing Retention Specialist/ Rapid
Rehousing
50% housing retention
50% rapid rehousing
allocate rapid rehousing and housing retention funds
in partnership with City of Vista & rapid rehousing funds committee. provide detailed reports and accurate records of funds
follow up with PEH monthly to support permanent housing retention 6,666 80,000 226,666
Phone Calls/ Assistant ($17-20/hour)
Jacqueline Campos
Psychology
Bilingual 100% outreach 40 hours
receive phone callls from city staff and community members regarding current PEH in the City of Vista
connect people to housing retention and/or program manager assist statitician with everyday tasks including clerical, printing & copying, data entry
3,466 41,600 117,866
Outreach
Case Manager 1
($26-30/hour)
Ryan Black
PSS in Training
75% street outreach
25% other case mgmt services
manage PEH onsite
enter PEH into CES/ clarity
complete vispdat
assist with housing and social services resources
case notes, lead street outreach team
5,200 62,400 176,800
Case Manager 2
($26-30/hour)
Todd Myers
Counseling Psychology
75% street outreach
25% other case mgmt services
manage PEH onsite
enter PEH into CES/ clarity
complete vispdat
assist with housing and social services resources
case notes, lead street outreach team
5,200 62,400 176,800
Hourly Outreach Workers ($24-26/hour)
Warren Henderson
EMT
PSS in progress
75% street outreach
25% other case mgmt services
manage PEH onsite
enter PEH into clarity
complete vispdat
assist with housing and social services resources
case notes
4,506 54,080 153,226
Hourly Outreach Workers ($24-26/hour)
Alex Barragan
PSS in Training
Bilingual
75% street outreach
25% other case mgmt services
manage PEH onsite
enter PEH into clarity
complete vispdat
assist with housing and social services resources
case notes
4,506 54,080 153,226
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Hourly Outreach Workers ($24-26/hour)
Molly Vidal
Peer Support Specialist
75% street outreach
25% other case mgmt services
manage PEH onsite
enter PEH into clarity
complete vispdat
assist with housing and social services resources
case notes
4,506 54,080 153,226
Multidisciplinary Team:

Mental Health Specialist
50% street outreach
50% other case mgmt services
provide specialized care for PEH requiring a higher level of care due to mental health disorders, extreme SUD
may have crossover with the BCNC
6,666 80,000 226,666
Social Worker
Ruth Strode
Social Worker
MA in progress
Bilingual
50% street outreach
50% other case mgmt services
provide specialized care for PEH requiring a higher level of care due to mental health disorders, extreme SUD
may have crossover with the BCNC
6,666 80,000 226,666
Payroll Total 60,298 723,640 2,050,308
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Retread’s Outreach Contract Support Letter

To Whom it May Concern,
My name is Pete Haggard, Program Director of the Buena Creek Navigation Center. This is my statement of my support for Retread’s proposal for the City of Vista’s outreach contract. As the Program Director of the Buena Creek Navigation Center, I believe it would be beneﬁcial for the City of Vista to have the same organization managing the Navigation Center and the city's outreach contract. I believe one of the biggest problems in the realm of homeless solutions is the miscommunication and congruity of organizations working together. I have been working in the ﬁeld of Homeless Services for 5 years now professionally, and practically my entire life through faith-based organizations as well as watching my mother as a child inviting those experiencing homelessness into my home, holiday celebrations, and family events. One of my earliest childhood memories is of my mom taking me to Kids Explosions in downtown Kansas City, a city outreach for families experiencing homelessness. I have seen how intentional and consistent compassion, care, and connection can transform individuals' lives, one person at a time, but I have also seen “The System” fail individuals more times than I can count. I want to change that, I want to raise the standard to providing clear, honest, and communicative service across the board when an individual navigates “The System” .

A few of my accomplishments in my professional life of homeless services was seeing the organization PATH (People Assisting The Homeless) grow from one small outreach contract, the Mid-City Contract (a partnership between North Park and City Heights Business Districts), into multiple city and county funded outreach efforts around San Diego County. When I started at PATH I was the 4
th outreach worker with one contract and one little Toyota Prius, and yet when I left PATH 3 years later we had 54 outreach workers! Concentrated Regional Outreach with passionate and compassionate street-based case management works!! In 2021 I was voted District 9’s Mid-City Hero of the District, and in 2022 I followed it up by receiving the award for Outreach Specialist of the Year, at the Regional Task Force’s ﬁrst-ever convention to end homelessness! They called my name and declared over me “You are the KEY to ending Homelessness” That may have just been an affirming catchphrase, but I took it as a Declaration and Calling over my life! In 3 years at PATH, I was able to Permanently house 88 individuals experiencing homelessness and countless others into shelters and recovery programs! In 2022 alone I helped transition 36 individuals into Permanent Housing! How did I do this? First, My faith is incredibly important to me and second, I UNDERSTAND HOW THE SYSTEM WORKS!

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In 2023 I joined forces with Hannah Gailey from Green Oak Ranch Ministries to start a new Homeless organization titled Retread Housing! We operate the Buena Creek Navigation Center, and yet Outreach is ingrained into our DNA here at Retread Housing! All of the Case Managers at the Buena Creek Navigation Center have experience in outreach services. Hannah Gailey, the Executive Director of both Retread Housing and Green Oak Ranch Ministries, has a passion for helping those experiencing trauma, addiction, and homelessness in North County! Green Oak Ranch has a faith-based men’s 9-month recovery program, a Women in Need program, and a Transitional Living program! Even with the sale of a portion of Green Oak Ranch to Solutions For Change, all these programs are still intact! The City of Vista is getting showered with support from great organizations and individuals who have a heart to help those experiencing homelessness! It is exciting to be a part of all of this! Please excuse my long-windedness when speaking about this topic, it is my passion! Let’s get back to why I believe it would be in the City of Vista’s best interest to choose Retread for this upcoming outreach contract.

1. The experience and passion of Retread’s leadership regarding outreach services.

2. The “In House” communication obetween the outreach workers and Navigation Centers case managers. This would be beneﬁcial to Case Conferencing and warm handoffs from the outreach team to the BCNC, but also warm handoffs from the BCNC to Outreach Specialists when clients are negatively exiting the BCNC. THIS IS VITAL and beneﬁcial for the long run of ending an individual's episode of homelessness.

3. Case Managers who are professionally trained and experienced in navigating HMIS and the VI- SPDAT housing assessment. I cannot explain to you how crucial this is! Every single individual experiencing homelessness in Vista will have an active and accurate VI-SPDAT done! OUTREACH WORKERS WILL BE PROFESSIONALLY TRAINED IN HMIS’s Coordinated Entry System! I will offer the Outreach Specialist free training, that will not conﬂict with my efforts at the BCNC but help the BCNC run more efficiently in the long run.

4. Marsha Duka, a military Veteran and former PATH outreach worker, and CAL-AIMS program CM, who is an exceptional leader and case manager will be leading the charge!

5. The outreach team would have clear communication and access to the BCNC, Green Oak Ranch’s Men's Recovery Program, and their Women In Need home! As well as building strong relationships with Intake coordinators of other organizations within the city of Vista, and County of San Diego!

6. A Data Specialist who keeps up-to-date, on-the-spot, and accurate data!

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I could go on and on, but I hope this encourages whoever is reading that Retread is ready to take on this honorable task in the effort to end homelessness for the City of Vista! Thank you so much for your consideration! Please feel free to reach out to me if you have any questions,
Pete Haggard: (442) 320-6962, [email protected]

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Form
(Rev. March 2024)
Department of the Treasury
W-9
Intemal Revenue Service
Print or type.
ructions on page
Before you begin. For guidance related to the purpose of Form W-9, see Purpose of Form, below.

See Speclfic
Retread, Inc.
1 Name of entityfindividual. An entry is required. (For a sole proprietor or disregarded entity, enter the owner's narne on line 1, and enter the business/disregarded entity's name on line 2.)
2 Business name/disregarded entity name, if different from above. 3a Check the appropriate box for federal tax classification of the entity/individual whose name is entered on ine 1. Check only one of the following seven boxes.

Individual/sole proprietor
Other (see instructions)
1237 Green Oak Rd
Part I
6 City, state, and ZIP code
Request for Taxpayer
ldentification Number and Certification
Go to www.irs.gov/FormW9 for instructions and the latest information.

LLC. Enter the tax classification (C =C corporation, S=S corporation, P= Partnership) Vista, CA 92081
5 Address (number, street, and apt. or suite no.). See instructions.

Part Il
Note: Check the "LLC" box above and, in the entry space, enter the appropriate code (C, S, or P) for the tax classification of the LLC, unless it is a disregarded entity. A disregarded entity should instead check the appropriate box for the tax classification of its owner.
3b Hon line 3a you checked "Partnership" or "Trust/estate," or checked "LLC" and entered "p" as its tax classification, and you are providing this form to a partnership, trust, or estate in which you have an ownership interest, check this box if you have any foreign partners, owners, or beneficiaries. See instructions 7 List account number(s) here (optional)
C corporation
Taxpayer ldentification Number (TIN)
Certification
Under penalties of perjury, I certify that:
s corporation
Enter your TIN in the appropriate box. The TIN provided must match the name given on line 1 to avoid backup withholding. For individuals, this is generally your social security number (SSN). However, fora resident alien, sole proprietor, or disregarded entity, see the instructions for Part I, later. For other entities, it is your employer identification number (EIN). If you do not have a number, see How to get a TIN, later.

Note: f the account is in more than one name, see the instructions for line 1. See also What Name and Number To Give the Requester for guidelines on whose number to enter.

3.I am a U.S. citizen or other U.S. person (defined below);: and Sign Signature of
Here US. person
General Instructions
Partnership
501 C3
What's New
Section references are to the Internal Revenue Code unless otherwise noted.

Future developments. For the latest information about developments related to Form W-9 and its instructions, such as legislation enacted after they were published, go to www.irs.gov/FormW.

Trust/estate

4. The FATCA Code(s) entered on this form (if any) indicating that I am exempt from FATCA reporting is corect.

Line 3a has been modified to clarify how a disregarded entity completes this line. An LLC that is a disregarded entity should check the appropriate box for the tax classification of its owner. Otherwise, it should check the LLC" box and enter its appropriate tax classification.

Cat. No. 10231X

1. The number shown on this form is my correct taxpayer identification number (or I am waiting for a number to be issued to me); and Give form to the
requester. Do not
send to the IRS.

Requester's name and address (optional)

2.I am not subject to backup withholding because (a) l am exempt from backup withholding, or (b) | have not been notified by the Internal Revenue Service (RSj that l am subject to backup withholding as a result of a failure to report all interest or dividends, or () the IRS has notified me that I am no longer subject to backup withholding; and
4 Exemptions (codes apply only to
certain entities, not individuals;
see instructions on page 3):

Date
Exempt payee code (if any)
Exemption from Foreign Account TaX
Compliance Act (FATCA) reporting
code (if any)
Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding because you have failed to report all interest and dividends on your tax returm. For real estate transactions, item 2 does not apply. For mortgage interest paid, acquisition or abandonment of secured property, cancellation of debt, contributions to an individual retirement arrangement ((RA), and, generally, payments other than interest and dividend_, you are not required to sign the certification, but you must provide your corect TIN. See the instructions for Part I, later.

Applies to accounts maintained
outside the United States.)
Purpose of Form
Social security number
Employer identification number
93 08 4 1
3l2324
New line 3b has been added to this form. A flow-through entity is required to complete this line to indicate that it has direct or indirect foreign partners, owners, or beneficiaries when it provides the Fom W-9 to another flow-through entity in which it has an ownership interest. This change is intended to provide a flow-through entity with information regarding the status of its indirect foreign partners, owners, or beneficiaries, so that it can satisty any applicable reporting requirements. For example, a partnership that has any indirect foreign partners may be required to complete Schedules K-2 and K-3. See the Partnership Instructions for Schedules K-2 and K-3 (Form 1065).

An individual or entity (Form W-9 requester) who is required to file an information return with the IRS is giving you this form because they Form W-9 (Rev. 3-2024)
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Approach
Strategic outreach is a part of a larger approach that includes low barrier shelter, holistic rehabilitation and after care support.

SDRM is a regional leader in strategic outreach. This first began in 2020 when SDRM was contracted by the Little Italy Association to provide outreach services. The key to SDRM’s success was using the CoC Street Outreach Standards. The outreach staff demonstrated the power of doing street-based case management. The team participated in coordinated case conferencing held weekly with other City of San Diego outreach workers. With the addition of shower trailers to the outreach efforts, SDRM increased its impact by including viable volunteer opportunities enabling the community to participate. SDRM does not believe in simply offering a service. Services must be connected to a system of care with the goal of moving a person from homelessness to a thriving community member. Coordination with other service providers and shelter placement are a part of shower trailer operations.

When SDRM was preparing for a Lighthouse to open in National City, SDRM began using the shower trailer and encouraging the use of outreach standards to influence coordinated outreach events across South County. SDRM was seen as a bridge builder and improved the overall effectiveness of outreach. When the Lighthouse opened in 06/10/2025
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June 2024, trust and collaboration between SDRM, various city staff and other service providers resulted in a noticeable impact.

SDRM is committed to bringing this quality of effort and services to the City of Vista.

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 Lighthouses and always integrates when doing outreach with other providers already serving in a geographic area.

Because of this contract's nature, SDRM has a Coordinator position in the project to stay connected and manage relationships with other agencies. The Project Manager will have the lead in building trust and facilitating relationships. The Coordinator will provide administrative support and assist in day-to-day collaboration to allow the Program Manager to maintain a strategic focus.

The relationship with city staff will be critical. In situations where the city has an established relationship, SDRM will support and maintain the relationship. When there is an informal relationship or no relationship with a critical stakeholder, SDRM will engage. If appropriate, SDRM will recommend establishing a Memorandum of Understanding to enable accountability and set expectations in the relationship.

The request for proposal specifically mentioned partnerships with County Health and Human Service Agency, mental health providers, Vista COPPS Unit and other service providers. SDRM currently works with these agencies minus Vista COPPS. Specifically for North County, these relationships are managed through SDRM’s efforts at the North County Lighthouse.

Upon request, SDRM can provide additional details about the work being done in Oceanside and South County regarding collaboration.

Prioritization and the By-Name List
There will be two competing priorities within this project: encampments and individuals who are high utilizers of services.

SDRM advocates for by-name lists. In August 2024, SDRM hosted a Mayor’s Symposium with all 18 cities represented. SDRM challenged the mayors to have a by- name list and offered support to help them review certain cases on the list to help move the PEH forward.

SDRM will work with the City of Vista to develop a by-name list to enable focused effort on those who are disproportionally impacting the rest of the community because of being identified as high utilizers of services.
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SDRM will also evaluate the geographic area provided as Exhibit A. In partnership with the City of Vista, SDRM will prioritize the encampments found in the area. This prioritization will enable a work plan to be prepared.

This will allow for two ongoing efforts to be put into place. First, SDRM will begin engaging encampments with the goal of removing them. Second, SDRM will actively work with the by-name list to help those on the list move forward and out of homelessness.

When SDRM begins working with a specific encampment, it will also create an encampment-specific by-name list to facilitate better coordination and case conferencing.

Information Technology
SDRM has a robust data integration strategy. SDRM uses the Homeless Management Information System (HMIS) to include the Coordinated Entry System (CES). It also uses Mission Tracker, a case management software with data sharing capabilities. Currently, SDRM pushes data from Mission Tracker into HMIS. Mission Tracker also has the Biopsychosocial assessment and the self-sufficiency matrix integrated to facilitate a single depository of client information.

SDRM is currently working with 211 San Diego for enhanced data integration. By November 2024 SDRM will have a single login capability with Mission Tracker and the Community Information Exchange (CIE) with bidirectional data exchange. While this will facilitate better referral tracking in the delivery of services, it will also enable tracking of client wellbeing beyond the recidivism data provided by HMIS. The goal is to have longitudinal data demonstrating program efficacy.

Engagement
Based on the prioritized list of encampments, SDRM will engage a specific encampment. The engagement period will consist of daily encounters for thirty to forty- five days. This is in keeping with the best practices outlined in RTFH’s policy guidance for addressing unsheltered homelessness and encampments.

SDRM will utilize a multi-disciplinary approach in encampment engagement. SDRM’s team will include an Outreach Lead, Outreach Worker and a Licensed Clinical Social Worker (LCSW). The Coordinator will facilitate other service providers and appropriate key stakeholders to be present and engaged.

SDRM will always have at least two people working together when engaging in outreach in the encampments. This will primarily be accomplished by an Outreach Lead who will provide street-based case management supported by an Outreach Worker.

SDRM has a rich history of hiring people with lived experience of homelessness. Our budgeted positions do not include a Peer Support Specialist. This is because SDRM will 06/10/2025
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prioritize hiring people with lived experience, especially in the Outreach Lead and Outreach Worker positions.

SDRM has structured the team to manage encampment engagement and work the by- name list. The team will consist of two Outreach Leads and three Outreach Workers, accounting for time off and any other unforeseen circumstances to maintain a minimum two-person team.

Case Management and Case Conferencing
With the prioritized lists, SDRM will engage in street-based case 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. Regardless of the lead in case management, there will be regular case conferencing facilitated by the SDRM LCSW.

All case management expectations outlined in the RTFH community standards will be utilized in serving PEH as a part of this project. This includes but is not limited to:
• Create an individualized plan with goals developed through a person-centered, strength-based, and trauma-informed approach. This will include a timeline and measurement of goal attainment accomplished in partnership with the PEH. • Specifically develop a housing plan identifying barriers and opportunities for housing. This will include entry into CES.
• Specifically develop an income strategy to enable ongoing financial stability. • Utilize HMIS for tracking and reporting purposes for the City of Vista. This includes getting information to understand the basic demographic and history of the PEH.
• Help the person get connected to the appropriate resources such as (but not limited to) medical, mental health, addiction and recovery services, food, clothing, transportation, employment, Social Security Retirement/Social Security Disability, and financial assistance based on the client’s individual plan. • Assist the client in obtaining appropriate identification and key documents to 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 biopsychosocial assessment will be conducted to provide insight and support the individual plan. While this should be possible with a multidisciplinary team, it should be noted that at no time will a client’s autonomy be violated. A client’s refusal to participate in a screening or assessment will not be a factor in whether they receive services.
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SDRM staff are trained in motivational interviewing to facilitate case management. This will be expected and encouraged for all organizations engaging with PEH in encampments.

SDRM understands the complexity of issues facing PEH. In addition to trauma, there can be behavioral health concerns and substance use. This is why SDRM utilizes a relational model and supports the CoC community standards. Success comes through a trusting relationship between the service provider and the PEH. SDRM does this regularly in both outreach and shelter operations. This is why SDRM places a high value on collaboration. The right organization with the right person who can connect and build trust will result in people moving forward. SDRM is committed to a multidisciplinary approach with effective partners who are willing to engage and build trust.

Case conferencing will happen with respect to the specific encampment being addressed (and for the overall by-name list) on a regular basis. Ideally, this would be weekly, but at least bi-weekly based on city staff and collaborative partners’ availability.

When appropriate, both the flexible funding pool and the family reunification funding offered in the proposal will be utilized to help the client achieve their goals toward ending their homelessness and ensuring long-term stability. SDRM is receiving the flex fund training from RTFH and has activly participated in family reunification efforts.

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

SDRM will work with the shelter network and other temporary housing opportunities to place individuals and help get them off the streets immediately. This includes access to SDRM’s Lighthouses and Mission Academy.

In cases where it is appropriate, the case management responsibilities will shift to the shelter or temporary housing program. This will happen through a case conferencing process to determine whether the client will be able to obtain their long-term goals at the shelter or program they are entering.

If the housing plan includes utilizing the housing assistance fund, case management responsibilities will stay with SDRM in partnership with the shelter or program until the person is housed and SDRM offers ongoing assistance to enable housing stability.

Housing Stabilization
Housing assessments will be conducted on all individuals being engaged. As appropriate, PEH will be entered into CES for possible matching to either Permanent Supportive Housing (PSH) or Rapid Rehousing (RRH).

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SDRM’s proposal includes a Housing Advocate. This is the case manager who will manage clients receiving housing assistance from the housing assistance fund offered as a part of this proposal. This position will help provide ongoing support to allow for twelve months of housing stability post-home placement with the goal of sustainability.

SDRM will case conference specifically with the City of Vista to identify individuals who can best receive services from this fund to move into stable housing. This will be after all other alternatives have been evaluated and this is the best case for the client.

Other uses of the Housing Assistance Fund
If authorized by the City of Vista, SDRM would recommend flexibility in utilizing the funds to provide bridge housing while permanent housing is being coordinated. This may include hotel vouchers or other temporary lodging with associated costs. This would only be utilized if there is a clear path forward for housing stabilization.

Transportation
SDRM will procure two vans and provide other transportation to support this effort. The vans purchased for this 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 community to know who to call if they have concerns or 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 goal of building trust and encouraging self-referrals for individuals who decide to get on a path to ending their homelessness.

Communication and Engagement
The Program Manager will build trust and maintain communication with all key stakeholders and will be the primary point of contact for the City of Vista. The Project Manager will also attend all meetings designated by the City of Vista to include the monthly Standing Committee Meeting on Homelessness and City Council Meetings.

Reporting and Evaluation
SDRM will provide a monthly report detailing outcomes. The following items will be reported:
• Number of unduplicated individuals served
• Exits from street homelessness
• Exits to permanent housing
• Individuals maintaining housing after 12 months of housing placement • Demographics of those being served with a focus on Diversity, Equity and Inclusion
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• Number of people served through shower trailer events • Type of service interactions
• Progress on the by-name list
• Progress on the encampment prioritization list
• Success stories
• Community engagement activities
SDRM sees the reporting as an opportunity for dialogue with the City of Vista and would work to develop a report that is meaningful and demonstrates impact.

SDRM will also provide quarterly reports assessing the overall quality of the homeless service ecosystem and provide recommendations for any system gaps or needs identified while executing the contract.

The goal of SDRM is to be a partner with the City of Vista in addressing homelessness resulting in a change in the state of homelessness where it is rare, brief and non- recurring.

De-Commissioning of the Program
If this project is successful, there needs to be a plan to adjust the people and resources to other projects. SDRM will plan on this project being successful and will work with the City of Vista and the staff SDRM hires to have a plan in anticipation of this project’s success. SDRM will be looking at this as a thirty-four-month project with 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
SDRM will also be looking to leverage a shower trailer program known as Hub Spots in the City of Vista. This is a partnership with a church who will host the shower trailer and provide a bridge for PEH to connect with homeless services. This is primarily volunteer driven. It enables SDRM to increase impact by increasing opportunities for PEH to get connected.

SDRM operates both shelter and outreach operations in the City of Oceanside. SDRM will look for opportunities to coordinate and collaborate with both cities to increase impact.

SDRM will leverage in-kind donations to offset any 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 has a robust volunteer program and process to ensure safety of all involved.

SDRM does provide intern opportunities in partnership with local universities. This is discussed in the staffing document.
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Other Items of Interest
CalAim. SDRM is currently working with Molina to provide services through CalAim. 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.

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

SDRM has training and is mandated to report any abuse of children or older/disabled adults.

Standard expectations. All homeless service providers should operate and SDRM does operate in a person-centered, trauma informed and strength-based approach. The County of San Diego operates in a Housing First environment. SDRM is committed to operating in this environment with the goal of helping people exit homelessness and become thriving members of the community.

Structural Issues. SDRM strives to help people get connected to the social services they need. This is especially true for behavioral health and substance use treatment.

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 promises of connecting people to these resources. While there continues to be progress in this area, there is still a lot of work to be done. SDRM will work with the City of Vista to identify growth areas with the goal of strengthening the overall system.

Conclusion
Thank you for taking the time to review this proposal. SDRM is grateful for the opportunity and looks forward to the chance to make an impact on the issue of homelessness for your great city.

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Staffing
The following provides the positions that will be involved in executing this project. It provides a brief description of the position’s responsibilities and the 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 program success.

Qualifications:
• Education: Minimum Master’s degree in Business Administration, Psychology, Ministry, Family Therapy or Social Work, or related field from an accredited institution.
• Experience: Minimum 5 years (increasingly management) 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 position is responsible for policies and procedures and staying connected with CoC, County and city efforts regarding coordinated outreach. 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 program success.

Qualifications:
• Education: Minimum Bachelor’s Degree in Social Work, Marriage and Family Therapy, Clinical Psychology or related field from an accredited institution, or commensurate experience (Master’s degree/commensurate experience preferred 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.

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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 be the lead position and will be overall responsible for the ERF3 project. This position will report to the Director of Outreach.

This position will manage reporting, coordinate with the City of Vista and manage the 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.

Licensed Clinical Social Worker (LCSW)(Exempt). This position will provide clinical support in case management and lead case conferencing for PEH served by this project.

Qualifications:
• Education: Minimum Master’s Degree in Social Work , Marriage and Family Therapy, Clinical Psychology or related field from an accredited institution. • Experience: Minimum 2 years full -time work experience with individuals experiencing homelessness, facing various addiction challenges, mental illness and/or dually diagnosed is preferred. Nonprofit experience preferred. Must be licensed for at least 2 years and able to provide clinical supervision to staff • Experience working the SMI population with adults/older adults and children
• Special License/Certification: Current and valid license to practice as a LMFT, LCSW or LPCC in California and must be kept current during length of employment Advocate-Housing (Hourly). This position will be the case manager for those being placed in housing.

Qualifications:
• Education: Minimum bachelor’s degree in Social Work, Psychology, Human Development, Ministry or related field from an accredited institution (or commensurate experience). MSW preferred.
• Experience: Preferred 2 years full -time work experience with individuals experiencing homelessness, various addiction challenges, mental illness and/or dually diagnosed is preferred. Nonprofit experience preferred.

Coordinator (Hourly). This position will be the liaison with other service providers and community support. This is to enable effective collaboration by having a staff person responsible for managing and coordinating these critical relationships. 06/10/2025
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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). This will be a street case manager who will lead direct street outreach within the encampments.

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 Worker (Hourly). This position will support the work of the Outreach Lead and provide outreach services to those within the encampment.

Other Support
Additional staff support will be provided by the Director of Volunteer Services and the Social Service Director. Time associated with this project will be commensurate with the level needed to address issues and ensure program success. • The Director of Volunteer Services will provide opportunities when appropriate for volunteers to support efforts as outlined in the approach. • The Social Service Director will give additional guidance to the LCSW and the team about professional social services available for those being served.

Additional support will also be provided through SDRM’s internship program. SDRM has relationships with San Diego State University, Point Loma Nazarene University and the University of Southern California.

Of note, SDRM is currently operating both outreach and shelter services in the City of Oceanside. While this will not provide direct support, it will offer indirect support as needed.

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Hiring Policy and Procedures
Objective
San Diego Rescue Mission (SDRM) believes that hiring qualified individuals to fill positions contributes to the overall success of the organization. Each employee is hired to make a significant contribution to SDRM. In hiring the most qualified candidates for positions, the following process should be followed.

Hiring Process and Procedures
Requisitions
Requisitions must be completed to fill SDRM positions. Requisitions must be initiated by the HR Manager and approved by the department vice president and then returned to 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
• Essential job functions and qualifications (or a current job description may be attached)
• Any special recruitment advertising instructions
Job postings
SDRM’s HR Department will create job postings that briefly describe the job opening and communicate SDRM’s brand. All job openings will be posted on SDRM’s website Careers page for external use and an email will be sent out internally when new positions open. Internal candidates will fill out required paperwork and attach updated resume before submitting to supervisor for approval. Jobs will remain posted until the position is filled. The HR department will be responsible for tracking all applicants and retaining applications and resumes as required.

Internal applicants
Current employees with a satisfactory employment status may apply for internal job openings. The consent of the employees’ manager and the HR department will be necessary for any internal candidate applying for an open position. Employees with less than one year of service with SDRM will not be eligible to move positions. 06/10/2025
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All applicants for a posted vacancy will be considered based on their qualifications and ability to perform the job successfully. Internal candidates who are not selected will be notified by the HR department.

Interview process
The HR department and the hiring manager will screen applications and resumes prior to scheduling interviews. Initial interviews are conducted by the hiring manager.

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

The HR department will notify applicants who are not selected for positions.

Reference checks
HR will conduct professional reference checks and employment verification on the top candidates based on the results of the candidate evaluation forms completed by the 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 satisfactory completion of required background checks and screening. Background checks will be performed through ADP and fingerprinting done through DOJ/FBI. A drug screening and TB test will also be required for any open position.

Once the HR department receives satisfactory results from all required background checks and screening, candidates will be provided with information to start their onboarding and orientation process.
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34 Month Contract Sep 24 - Jun 25 Jul 25 - Jun 26 Jul 16 - Jun 27 Direct Services
6214 - Flexible Funding $100,000 $29,410 $35,290 $35,300 6214 - Family Reunification $10,000 $2,941 $3,529 $3,530 6214 - Housing Assistance Fund $2,500,000 $735,264 $882,352 $882,384 Subtotal $2,610,000 $767,615 $921,171 $921,214
General Operating 3% Proforma 3% Proforma
6180 - Cellular Phone $10,236 $2,916 $3,605 $3,715
6230 - Dues & Subscriptions (HMIS, Eponic, MT) $13,160 $3,750 $4,635 $4,775 6365 - Mileage $1,445 $400 $515 $530
6370 - Outside Services (Training and staff support) $2,890 $800 $1,030 $1,060 6480 - Supplies $64,510 $30,000 $17,000 $17,510
6520 - Vehicle Fuel $59,400 $19,200 $19,800 $20,400
6550 - Vehicle Repairs & Maintenance $52,800 $44,000 $4,350 $4,450 Subtotal $204,441 $101,066 $50,935 $52,440
Staffing (Fully burdened cost) 3% Proforma 3% Proforma
Manager ($75,000) $273,990 $78,080 $96,507 $99,403
LCSW ($95,000) $341,397 $97,330 $120,230 $123,837
Advocate-Housing ($27/hour) $203,499 $57,992 $71,678 $73,829 Coordinator ($27/hour) $203,499 $57,992 $71,678 $73,829 Outreach Lead ($27/hour) $203,499 $57,992 $71,678 $73,829 Outreach Worker ($22/hour) $169,588 $48,328 $59,734 $61,526 Outreach Lead ($27/hour) $203,499 $57,992 $71,678 $73,829 Outreach Worker ($22/hour) $169,588 $48,328 $59,734 $61,526 Outreach Worker ($22/hour) $169,588 $48,328 $59,734 $61,526 Subtotal $1,938,147 $552,362 $682,651 $703,134
Project subtotal $4,752,588 $1,421,043 $1,654,757 $1,676,788 Administrative overhead (10%) $475,259 $142,104 $165,476 $167,679 Total Budget $5,227,847 $1,563,147 $1,820,233 $1,844,467 Not to exceed $5,281,345
Over/Under $53,498
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Project Schedule
September 2, 2024. Contract awarded.

September-October 2024. Staff hired and onboarded. Office identified and furnished.

Vehicles acquired.

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

November-December 2024. Mapping, prioritization and creation of a by-name list Task associated:
▪ Team will familiarize itself with the ERP3 Area of Operations ▪ Map identified encampments
▪ Begin building relationships
▪ Review information available about those identified in the encampments
▪ Develop a by name list to prioritize efforts and resources ▪ Develop a prioritized plan of engagement by encampment.

January 2025 to June 2027. Engage the population with a goal of removing encampments, ending people’s homelessness and changing the state of homelessness in the City of Vista.

Quarterly. Evaluate and Adjust
Task associated:
▪ Evaluate the prioritization list
▪ Evaluate the by name list
▪ Evaluate outcome data
▪ Adjust operations based on the evaluations
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August23,2024
JonathanLung
HomelessServicesProgramManager
200CivicCenter Dr.

Vista,CA92084
Greetings,Mr.JonathanLung
On behalfoftheSocial WorkActionGroup(SWAG),wewouldliketothankyoufor theopportunityto submitanactionplantoaddresshomelessnessintheCityofVista.

SWAG seeks to transform the way society approaches homelessness by restoring humanity, one person at a time. Our unique model demonstrates that if you first restore confidence, strength, and self-esteem, individuals are better equipped to tackle the road ahead. For those most vulnerable living on the streets and not necessarily asking for help, we aim to provide services and linkage to substance abuse treatment, behavioral health, and housing stability to achieve independence; an environment that promotes accountability; and a community that offers compassion, support, and hope. For all with the capacity and desire to serve local government, law enforcement, service providers, faith-based organizations,educational institutions,volunteers,etc.-weseektoengageyou in the profound experience of empowering individuals to achieve what once seemed impossible through the seemingly simple acts of taking action and being a part of the solution. It takes a well-rounded approachtohelpour neighborswithouthomestomovetowardself-sufficiency.

SWAG is prepared to meet the City of Vista’s insurance requirements and execute the city’s standard contract for services as written, and will not make any changes tothe projecttermwithout authorizationofthecity.

We are greatly appreciative of the possibility that we may be able to serve in your community. We look forward to the opportunity to address the growing needs and restore hope to many homeless individualsresidingin the CityofVista.

WithGratitude,
MonicaSapien,MSW
ExecutiveDirector
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________________________________________________________________ Table of Contents
About SocialWorkActionGroup(SWAG)…………………………………………………………………2 ExecutiveSummary……………………………………………………………………………………...…….3 ResearchontheSWAGModel…………………………………………………………………………..……4 OutreachtotheCommunity-at-Large .……………………………………………..……………………..5 OutreachandCaseManagement totheUnshelteredHomeless…………………………….………..6 Censusof UnshelteredHomeless .…………………………………………………………………………7 TripHomeandFamilyReunifications ………………………………………………………………………7 CrisisStabilization …………………………………………………………………………………………….7 HousingNavigation………………………………………….…………………………………………………8
RapidRe-Housing……………………………………………………………………………………………...9
MeasurableOutcomes………………………………………………...………………………………..…......9 Project Schedule……………………………………………………………………………………………….9
ComplianceandReportingMechanisms…………………………………………………………….……10 ProposedStaff ….……………………………………………………………………………………..………13 Budget………………………………………………………………………………………………………...…14
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________________________________________________________________ About SocialWork ActionGroup(SWAG)
In 2017, the founders of SWAG left their positions in Homeless Services within the local city government to expand thepositiveimpacttheycouldachieveandreachmorepeoplethrough their own non-profit, unburdened by bureaucraticobstacles.TheSWAGteamismadeupofindividualswhohave diverse education and experience in social services. Our expertise is in program design and implementation of direct services to those experiencing homelessness.SWAG team members have extensive experience dealing with homelessness at the city, county, state, and federal levels.Team members have direct street outreach experience, supportive housing case management, and management of homeless housing programs. This includes operating Emergency Housing/Shelters, Project Roomkey, Homekey, Encampment Resolution, Governor’s100-DayChallenge,HEAPFunding, Emergency Solutions Grants, Crisis Stabilization, Rapid Rehousing for individuals and families, and PermanentSupportiveHousing for individualsand familiesexperiencinghomelessness.

Mission
SWAG’s mission is to advocate, educate, and inspire marginalizedindividualsandfamiliesin Southern Californiatoachievesustainableindependencethroughcommunitysupport.

Vision
Restoringhumanity,onepersonatatime.

Approach
SWAG’s innovative and systematic approach towards addressing homelessnessisnotgeared towards the services themselves, but rather the ultimate outcome of measurable success. For example, when addressing homelessness,anemergencyshelter stayisaverytemporaryresult,andweare lookingfor a series of results that will equal a permanent housing solution. To further expand a full-range of supportive services to address the whole person, SWAG provides crisis stabilization and linkage to medical,behavioral healthandsubstanceabuseservices.
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________________________________________________________________ Executive Summary
A growing number of people are experiencing homelessness in the City of Vista, a common situation across California and the United States. During 2024, an estimated 170 people in the City of Vista experienced homelessness according to the yearly Point-In-Time count, and the city recorded an astonishing 93% growth in unsheltered homelessness (88 individuals in 2023 to 170 in 2024). A significant number of this population are classified as chronically homeless, defined as being without shelter for 12+ months and having a disabling condition such as a physical health condition, mental health condition, and/or substance abuse disorder. 40% of respondents cited mental health,38%cited alcohol dependency, and 26% cited substance abuse issues as significant barriers to them getting off the street. These numbers are often under-reported as individuals do not regularly self-disclose personal and sensitive information. Without the connection of appropriate services, chronically homeless individuals cycle in and out of hospital emergencyroomsandinpatienthospital staysaswell as psychiatric centers, detoxification programs, and jails resulting in higher cost impacts to local government.

San Diego County provides a diverse but fragmented array of medical and mental health care, substance abuse treatment, housing and social services. These services are under-coordinated and frequently geographically dispersed. Access to safety-net housing, mental health, and treatment is limited and/or not easy to navigate. Most services focus on the low-income population who are not experiencing severe behavioral health and substance abuse issues as those individuals require much more intensive services. Some programs have extensive waiting lists and most have multiple complex stepsrequiredtoaccessservices.

A strategic plan has been developed to address the issues of homelessness in the City of Vista. The plan includes strategies that visibly reduce the number of unsheltered homeless individuals, which is known as the chronicallyhomelesspopulation.Thiswill be throughprioritizingcomprehensiveoutreach tothemostvulnerable and inneedasidentifiedonour By-NameListfor theCityofVista. 06/10/2025
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________________________________________________________________ Researchonthe SWAGModel
SWAG’s outreach approach has been recognized as the model outreach approach by CaliforniaState University, Sacramento’s case study on “Addressing Unsheltered HomelessinCalifornia”fromprojects utilizing the State’s Homeless Emergency Aid Program (HEAP) funding. In reference to SWAG’s outreach approach, the case study states that SWAG shows promise in addressing behavioral health and substance abuse barriers while maintaining the goal of permanent housing.Thisstudyrecognizes SWAG’s multifaceted approach to meeting homeless individuals where they are and bringing the necessary services out to them. These services include case management, housing navigation, medical services, behavioral health and substance abuse services. This model approach is SWAG’s foundationtoaddressinghomelessness.

In “The PublicAdministrator’sCompanion:APractical
Guide”, SWAG’s partnership with the Rialto Police
Department, specifically conducting outreach, is
highlighted as a successful working relationship. The
partnership between SWAG and the police
department reflects a recognition of the complex
nature of homelessness and the importance of a
cooperative effort between social services and law
enforcement. Due to the Rialto Police Chief’s
recognition of the need for assistance in homeless
services to ensure that the officers are focusing on
their assigned duties. The real-time representation of
homelessness-related issues through centralized
reports, shared case conferencing, and daily
interactioninthefieldindicatesacoordinated andproactiveresponse.

In 2023, Molina Healthcare partnered with SWAG to meet CalAIM priorities.Thispartnershipsignalsa holistic approach, indicating that it goes beyond just providing shelter or basic assistance. By working with Molina, SWAG can offer more comprehensive support, potentially including healthcare services, addressing medical issues, and overcoming physical barriers that may be hindering the well-being of thechronicallyhomelesspopulation.

In 2023, California Baptist University conducted a qualitative study on women over the age of 50 residing at the Anchor. The Anchor is SWAG’s innovative approach at a Crisis Stabilization Unit that provides a true low barrier emergency housing facility. Selected in the first round of HomeKey and is unique in that sobriety is not a barrier for entry. In 2024, SWAG is partnering with California Baptist University to conduct a 3-year longitudinal study that highlights the need for SWAG’s outreach model and The Anchor model in addressing the barriers associated with chronic homelessness. This collaborativeresearcheffortreinforcesSWAG’sdedicationtoitsmission.

Cost Analysis
In 2017, the University of California, Irvine and The United Way, published “Homelessness in Orange County: The Costs to our Community” that studies the overall costs a community incursbyproactively and reactively serving homelessindividuals.Thestudyconcludesthatper year,onaverage,chronically homeless individuals cost a community$100,759 per person,while the top 10% or whom we are calling “Super-Utilizers” cost a community $439,787 per person. In assisting with 40 identified homelessindividuals,theCityofVistawill seea costsavingsofupto $7,420,640. 06/10/2025
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________________________________________________________________ 40 ChronicallyHomelessx$100,759 = $4,030,360
10“Super Utilizers” x$439,787= $4,397,870
_____________________________________________
Sumof allAnnualCosts= $7,420,640
Outreachtothe Community at Large
Community Outreach is seamlessly integrated into our daily activities at SWAG, where we actively connect with various stakeholders, including community members, local business owners, faith-based organizations, and other local entities. This multifaceted engagement occurs both in person and over the phone, serving as a vital channel for inquiries about SWAG services or guidance on addressing issuesrelatedtohomelessness.

The most successful models to address homelessness are developed through robust community engagement. Diversity of thought, experience, resources, and program philosophies facilitate the development of solid public/private partnerships and models. Additional benefits of community engagementinclude:
.
● Provide opportunities for community residents and businesses to express concerns and participateinsolutions.
● Foster communitybuy-inandownership.
● Bringtogether diverse stakeholder groupsthatwerenotpreviouslyworkingtogether. ● Increasetransparency.Buildtrust.Increaseunderstanding.Improvecommunication. ● Developmethodstoresolveconflicts.
● Establish local networks of community stakeholders who can work together towards common goals.
● Identifycreativeandpractical solutions.Identifyunmetneedsandservicegaps. ● Leveragepublicandprivate sector resourcesoftime,talent,andtreasure. ● CoordinateanddisseminatetheAnti-PanhandlingCampaign.

Central to our approach is the cultivation of responsible compassion, a cornerstone of the SWAG philosophy. Responsible compassion extends beyond merely offering assistance; it involves actively discouraging negative behaviors such as panhandling, while also empowering community members with knowledge on the appropriate steps to take when encountering a homeless individual. Our commitment to responsible compassion encompasses educating stakeholders abouttheimportanceof reporting instances of homelessness and refraining from permitting individuals to camp on their property.Byfosteringopen communicationandprovidingeducationonresponsiblecompassion,SWAG not onlyaddressesimmediateconcernsbutalsoworkstowardsbuildingacompassionateandinformed community. This proactive engagement ensures that our outreach efforts contribute to the overall well-beingofboththehomelesspopulationandthecommunityat-large. 06/10/2025
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________________________________________________________________ OutreachandCase Management tothe UnshelteredHomeless
Our multidisciplinary Outreach Team will provide street outreach and linkage toappropriateservicesto individuals found living in a place not meant for human habitation within the proposed ERF3 zone.

SWAG will coordinate efforts with city staff, code enforcement, law enforcement and community stakeholders to identify thosemostvulnerabletocreateaprioritylist.Thisprioritylistwill bedetermined by an individual’s need for assistance rather than their willingness to accept it. Our responsibility is to helpthemrecognizethattheydeserve the supportandguidetheminaccessingit.

Street outreach and case management must be intensive, consistent, strategic and needs the partnershipofcity/countystaffandlawenforcementtoidentifyandlocatethoselivingon the streetsand most vulnerable. For each individual encountered, an intake assessment, which addresses the individual’s issues and behaviors that resultedinhomelessness,iscompleted.Theteamthendevelops an action plan that directs activities and interactions with the individual to achieve specific outcomes, both short and long-term. Often, this includes linkage to mental health andsubstanceabusetreatment services and ultimately a permanent housing solution. SWAG will work with the network of homeless service providers within the City of Vista, County of San Diego, Sheriff’s Team, Department of Behavioral Health, Housing Authority, Department of Aging & Independence Services, Coordinated EntrySystem(CES),etc.

SWAG maintains robust physical and digital client files that track clients across many dimensions of human existence, including past, present, and potential future considerations. Our client intakes track criminal history, probation/parole status, whether the individual has to participate in a registry of some kind, mental/physical health, family ties, and many other facets of their lives. SWAG implements a phased approach to case management, with a focus on acquiring vital documentation (ID, Social Security, Mainstream Benefits, etc.), creating an Individualized Service Plan (ISP) with client centered goals, and completing a BioPsychoSocial-Spiritual (BPSS) assessmentwiththeclientinthe1stphase.

A BPSS has various questions pertaining to their medical and physical health, psychological state/mental health diagnosis, identifying people/groups that they have strong relationships with, and identifying their religious beliefs. In the second phase we focus on a targeted approach to dismantling client barriers that are keeping the individual from successfully exiting the street. A Vulnerability Index-Specialized Prioritization Decision Assistance Tool (VI-SPDAT) may be completed with the intention of entering the individual into the county’s Coordinated Entry System for permanent housing, an in-depth Individual Service Plan will be completed that will hone in on client goals and motivations, and a client may be connected to programs such as Housing and Disability Assistance Program (HDAP) and/or Supplemental Security Income(SSI)/Social Security Disability Insurance (SSDI) dependingoneligibilityduringthe2ndPhase.

Throughout our case management process, we respond to client input regarding any planning. We emphasize a client-centered approach that puts collaboration above so-called expert opinion. At any time during the process, if a client feels that they no longer want services or that they want to take a different approach, our case managers are trained to respond positively to this in the hopes that the client will feel empowered and motivated to continue working towards stability in a manner that is conducivetotheir long-termgoals.

SWAG will provide a toll free number dedicated to the CityofVistacommunitytoreportandself-report personsexperiencinghomelessness.
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________________________________________________________________ Census of UnshelteredHomeless
In every community, it is vital to conduct a thorough and comprehensive census of the unsheltered homeless population. City staff, local law enforcement agencies and SWAG will work together to accurately locate, identify, surveyandtracktheindividuals,throughthecreationofaBy-NameList.The list provides the date and location the team encountered the individual and gives an overview of the length of time the person has lived in the identified city, the length of time he or she has been on the streets,andsomeofthebarrierstoexitinglifeon the streets.

A comprehensive assessment will provide an in-depth look at the individual, the circumstances and incidents that led to homelessness such as severe trauma(s). SWAG will alsodetail one’sconnections and support systems in the city to leverage those individuals and incorporate those resources. This information can be used to develop an individualized service plan. This will be done on an ongoing basisasnewindividualsenter thecity.

TripHome/Family Reunification
When an individual is found living on the streets of Vista and wants to reconnect with family or a positive support system, we will initiate the Trip Home/ Family Reunification process. First, SWAG will contact the family/ support system to ensure they are willing to accept and house the individual. Next, the Family Reunification/ Trip Home request will be submitted for internal approval. The SWAG Outreach Team will purchase, facilitate a method of transportation, and ensure the individual boards.

The SWAG team will contact the family or support system to confirm the individual made it to the destination. Finally, SWAG will submit a request for reimbursement for the cost of the transportation alongwithall applicable documentation.

Crisis Stabilization
SWAG’s homeless street outreach program is dedicated to providing crisis stabilization services with the goal of reducing inpatient hospitalizations for physical andmental healthissuesandminimizinglaw enforcement involvement in homeless-related calls. Our ultimate objective is to end the cycle of homelessnessfor theindividualsweserve.

When we first meet a client, our outreach teams focus on building rapport and assessing their immediate needs. Often, clients on the streets are in crisis, whether due to medical emergencies, behavioral health issues, or substance abuse issues. Our approach functions like a first-response unit withinour ownteam,addressingtheseurgentneedsbeforeanythingelse.

Once immediate crises are stabilized, we continue to work with the individual to set and achieve longer-term goals. Our experience has shown that after addressing their immediate needs, we can effectively re-assess and overcome barriers by connecting clients with appropriate services such as behavioral health crisisteams,detoxification services,andemergencymedical support. 06/10/2025
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________________________________________________________________ HousingNavigation
Housing navigators bridge the gap between homelessness and stable housing by connecting individuals and families to permanent housing solutions. The SWAG team assists clients with addressing individuals andstructural barrierstohousing,supporting the clients,and maintainingstrong, sustainable relationships with landlords, property owners, and leaders in the City of Vista. Case Managers meet with clients one-on-one for housingnavigation.Eachclient’spathtohousingisunique.

While some are ready to gostraighttoanapartment,room&board,or reunitewith family,mostrequire entry into mental health or substance abuse treatment. Treatment also serves as emergency housing and one’s first step on their path towardending homelessness.Thekeyhereistoprovidehousingwith connection to treatment services or the success rate ofone’sabilitytomaintainthathousing drastically decreases.

Housingoptionsinclude:
● EmergencyShelters
● EmergencyMotels
● HousingVouchers
● Reunificationwithfamilymemberswho arehoused
● RoomandBoard
● Sober livinghomes
● TreatmentProgramsfollowedupwith housingplacement
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________________________________________________________________ RapidRe-Housing
Housing Case Managers will collaborate with the City ofVista’sHousing Specialisttoidentifyand work with landlords to secure units and administer paymentstolandlords.HousingCaseManagerswill work with the outreach teams to identify, assess and place individualsswiftlyintothe securedhousingunits.

Theywill provideconsistentsupportiveservicesto ensureclientsabilitytobecomeself-sufficient.

Measurable Outcomes
Measurable Goal 1
Identify 150 unduplicated individuals served.

Measurable Goal 2
Provide a minimum of 75 Substance Abuse Service connections to the identified population.

Measurable Goal 3
Provide a minimum of 115 Mental Health / Medical Service connections to the identified population.

Measurable Goal 4
Provide Rapid Re-Housing / Interim housing connections for 113 households, and 99 of those households will be connected to permanent housing. (40 connections will be chronically homeless and/or “super-utilizers”.)
Project Schedule
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________________________________________________________________ End of Project- The SWAG homeless services team will produce a comprehensive report with recommendationsfor programimprovementinsupportoftheCityofVista’sHomelessStrategicPlan.

Compliance andReportingMechanisms
The SWAG team employs a systematic approach to managing and assisting homeless individuals, utilizing three primary reporting formats: the By-Name-List (BNL), Snapshot, and Street Exit Narrative.

These detailed reports are a crucial component of SWAGs operations in continuous communication with partners.Havingreportingdocumentsthatshowthe transparencyoftheshared successesand the constant barriers faced by our team and our clients improves the ability for partners to understandthe holisticapproach toaddressinghomelessness.

The BNL is a comprehensive list that keeps record of every client that has been served in the city/project. It can be viewed as a program roster. This list keeps records ofclient’sthatareactiveand inactive. After 3 months of no contact, a client is determined to be inactive. In addition, the BNL provides crucial information about homeless individuals encounteredonthestreets, including location, lastengagementdate,lengthofhomelessness,residencyinthecity,anddisabilities. 06/10/2025
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________________________________________________________________ The Snapshot is generated on a
monthly basis by the outreach and
facility teams. This document
records the number of services
provided each month. It also
provides demographic information
for any new clients served in the
month period. The items the report
covers is a breakdown ofindividual
contacts and services provided,
encompassing housing and shelter
referrals, mental and physical
health services, substance abuse
services, and other miscellaneous
support. The document has month
numbers available which allows for
ayear to datecount.

ThemonthlyStreetExitNarrativeisadocumentthatisbrokenupinto4sections:
● StreetExit’s- Detailswhen aclientexitsthestreetandgoesintoaprogramor service. ● Permanent Housing Placements - Details the summary of where the client was placed for permanent residency. When providing transportation for Family Reunifications, itisimportantto note that SWAG staff make contact with the family of the clients prior to placing them on thor transportationtoensurethattheyarewillingtoreceivethemandhavestableresidency. ● Return to Streets - To promote transparencySWAGdocumentswhenapreviousclientthatwas astreetexithasreturnedtothe streets/tohomelessness.
● Service Connections - Details the summary of the services the client was connected to based ontheclient’spersonalizedplan.
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________________________________________________________________ Beyond SWAG's internal reporting, the team maintains records in our HIPAA compliant database. A profile is created for each client, and when the necessary documentation – including the Vulnerability Index Service Prioritization Decision Assistance Tool (VI-SPDAT), homeless verification, and disability verification – is collected, it is uploaded into the client’s profile on the HMIS System. Obtaining these documents is prioritized upon a client's intake, at which point they are entered into the Coordinated Entry System, ensuring a comprehensive and coordinatedapproachtomanaginghomelessnesswithin thecommunity.
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________________________________________________________________ ProposedStaff
Program Manager- The Program Manager will oversee and coordinate the work of employees, providing specialized support to the Project Coordinator and staff. This role involves establishing and maintaining effective coordination within the team, ensuring that projects are on track, and meeting organizational objectives. The ProgramManager will alsoberesponsiblefor developingnewprograms, resolvingteamconflicts,andmanagingdisciplinaryactionsasneeded.

Project Supervisor- Program Coordinator will helptoorganize,supervise,andfacilitatetheworkamong employees, as well as provide specialized support to case management and outreach staff under the supervision of the Program Manager.Thispositionwill establishandmaintainaframeworkfor activities in order to build a strong inter-jurisdictional coordination structure, align policies, promote systems integration and promote collaboration among public agencies, businesses, community groups and faith-based organizations; and to do other work as required. All duties will be performed with a multidisciplinaryandmulti agencyteamapproach.

Case Managers- Case Managers will provide case management, housing navigation, and housing retention services to SWAG clients. This position is responsible for providing field based, direct client services alongside a team of outreach workers, case managers, housing locators, and community providers. Case management services include, but are not limited to, outreach/ engagement, case management assessment and service planning, mainstream entitlementapplication and/or connection to employment services, housing location, addressing all service needs to stabilize clients in housing, andpromoterecoveryandcommunityintegration.

OutreachSpecialist- Outreachworkers,under general supervision,will conductdailymobileoutreach to the unsheltered chronically homeless living on the streets and other places not meant for human habitation. In Addition, they will conduct intakes and housing assessments, counseling services, crisis 06/10/2025
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________________________________________________________________ intervention, resource referrals and case management to homeless individualsandfamiliesthroughout the city. Outreach Workers will work within harm reduction andperson centeredmodels.TheOutreach Team will workwithcitystaff,local serviceproviders,healthprofessionals,lawenforcement,faithbased community representatives, local residents and business tohelpcoordinatecommunityeffortstoassist thoseexperiencinghomelessnesspermanentlyexitlifeonthestreets.

Budget
The SWAGhomelessservicesteamwill followaMonday-Friday,7:30am-4:30pmschedule.Thetermof services will be September 15, 2024- June 30, 2027. Homeless Services team members provide full-time, 40 hours per week service, based upon staffing availability. For each hour an Homeless Servicesteammember works,the CityofVistawill bebilledatthehourlyrateslistedbelow:
2024-2027 City of Vista

EXPENSE CATEGORY FTE
Hourly
Rate
Approx.

Annual
Budget
Outreach& Case Management Services
Program Manager .75 $100 $148,200
Program Supervisor 2 $75 $312,000
OutreachSpecialist / Case Manager 5 $60 $624,000
TransportationCosts $105,882
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________________________________________________________________ RapidRe-HousingCosts $552,589
FlexFunds $35,294
AdministrationCosts(5%) $88,235
TOTALPROPOSEDANNUALBUDGET $1,866,200
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Budget
The SWAG homeless services team will follow a Monday-Friday, 7:30am-4:30pm schedule. The term of services will be September 15, 2024- June 30, 2027. Homeless Services team members provide full-time, 40 hours per week service, based upon staffing availability. For each hour an Homeless Services team member works, the City of Vista will be billed at the hourly rates listed below:
2024-2027 City of Vista

EXPENSE CATEGORY FTE
Hourly
Rate
Approx.

Annual
Budget
Outreach & Case Management Services
Program Manager .75 $100 $148,200
Program Supervisor 2 $75 $312,000
Outreach Specialist / Case Manager 5 $60 $624,000
Transportation Costs $105,882
Rapid Re-Housing Costs $552,589
Flex Funds $35,294
Administration Costs (5%) $88,235
TOTAL PROPOSED ANNUAL BUDGET $1,866,200
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EVALUATION SHEET

Scorer and Agency Name: Jonathan Lung, City of Vista Total Score: 87_______

Evaluation Standard Notes Max.
points
Score
Quality of the Approach
Clearly describes the proposed approach to provide services. Clearly defines roles of staff and process/system for referrals.

Documents the ability to meet all scope of services objectives:
1) Provide street-based case management services within the encampment area, at designated community sites independently and in coordination with local stakeholders;
2) Describe approaches to local coordination with community service providers, plans for tracking demographics, and developing quantitative and qualitative reports;
3) Staff a position to receive and follow up with calls for self-referrals and citizen concerns regarding known PEH in the area;
4) Complete a comprehensive assessment for each client and develop a detailed individual service plan. Assist clients to identify interim and permanent housing options based on their individualized service plan; 5) Complete accurate and thorough documentation of client meetings and interactions, including conversations and progress towards goals in a timely manner. Maintain data on each program participant and program milestones and provide reports and monthly invoices as required by the City;
6) Identify gaps in homeless services and assistance needs in Vista; 7) Ensure safety of personnel and inform City of any conflicts; 8) Covers all operating costs related to case management; and 9) Participate in community meetings related to the Strategic Plan to addres homelessness.

Established partners with FQHCs and interfaith is
approved provider for managed care plans.

Describes process and challenges with housing PEH and
discusses important of landlord engagement well.

Participates in CoC Landlord Engagement Committee.

Describes integration of assistance and self-sufficiency during housing stabilization.

Discusses consistency with various CoC community
standards.

Provides short, medium and long term outcomes.

Demonstrates high capacity and deep experience with
providing services according to the RFP
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Organization’s Experience
Describes the organizations experience with similar projects, service to similar target group and provides a history of successfully providing these services.

Thoroughly describes description of the project approach including outreach methods.

Interfaith has long and established experience with this work and the region. Cites other relevant contracts but now accomplishments

20 16
Project Staff Experience and Expertise
Clearly describes staff’s experience and comfort working with the persons experiencing homelessness. Identifies and describes project staff, qualifications and professional experience, along with proposed weekly time commitment towards this project.

Senior management identified. Outreach team
members to-be-hired, and training is well described.

Leveraged SUD counselor.
15 13
Proposed Project Schedule and Outcomes
Provides a detailed scope of work for the project, including objectives, outcomes, and outcome measurements. The objectives are realistic and can be met during the program term. Includes a proposed annual project schedule, including key project tasks, deliverables, specific timelines and sequence The schedule and workplan is realistic.

Short, medium, and long term outcomes well defined.
20 18
Budget
The project budget and value of proposed work is clear. Deliverables for dollars invested is evident. Costs are reasonable and directly related to program activities. In-kind or other leveraged funds are optional.

Budget is reasonable. Some lines are vague/do not
identify # of units e.g. cell phones, vehicles, equipment 20 15

TOTAL 100 87

Additional Scorer’s Notes: Interfaith has well established reputation with this work and region. Did not submit proposal for citywide outreach RFP. 06/10/2025
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EVALUATION SHEET

Scorer and Agency Name: Total Score: ______________

Evaluation Standard Notes Max.
points
Score
Quality of the Approach
Clearly describes the proposed approach to provide services. Clearly defines roles of staff and process/system for referrals.

25 Organization’s Experience
Describes the organizations experience with similar projects, service to similar target group and provides a history of successfully providing these services.

Thoroughly describes description of the project approach including outreach methods.

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Project Staff Experience and Expertise
Clearly describes staff’s experience and comfort working with the persons experiencing homelessness. Identifies and describes project staff, qualifications and professional experience, along with proposed weekly time commitment towards this project.

15 Proposed Project Schedule and Outcomes
Provides a detailed scope of work for the project, including objectives, outcomes, and outcome measurements. The objectives are realistic and can be met during the program term. Includes a proposed annual project schedule, including key project tasks, deliverables, specific timelines and sequence The schedule and workplan is realistic.

20 Budget
The project budget and value of proposed work is clear. Deliverables for dollars invested is evident. Costs are reasonable and directly related to program activities. In-kind or other leveraged funds are optional.

20 TOTAL 100

Additional Scorer’s Notes:
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EVALUATION SHEET

Scorer and Agency Name: Jonathan Lung, City of Vista Total Score: ____77__________

Evaluation Standard Notes Max.
points
Score
Quality of the Approach
Clearly describes the proposed approach to provide services. Clearly defines roles of staff and process/system for referrals.

Mission Tracker software for data collection and
reporting; integrates with HMIS. Identifies key
resources with flex funds and existing services.

Rapid rehousing administered via committee with
weekly meetings.

Cites PITC and intent to identify all PEH by name within 6 months

Does not discuss current gaps in services and proposal
to fill

Restates most of the RFP prompts without meaningful
substance

25 20
Organization’s Experience
Describes the organizations experience with similar projects, service to similar target group and provides a history of successfully providing these services.

Thoroughly describes description of the project approach including outreach methods.

Currently operates BCNC with good success, but with
roughly 6 months of experience and operations.

20 15
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Project Staff Experience and Expertise
Clearly describes staff’s experience and comfort working with the persons experiencing homelessness. Identifies and describes project staff, qualifications and professional experience, along with proposed weekly time commitment towards this project.

Retread is new organization with relevant but limited
experience. Senior staff would split time between BCNC
and outreach, which may not be ideal. Three outreach
teams, including one multi-disciplinary team
15 12
Proposed Project Schedule and Outcomes
Provides a detailed scope of work for the project, including objectives, outcomes, and outcome measurements. The objectives are realistic and can be met during the program term. Includes a proposed annual project schedule, including key project tasks, deliverables, specific timelines and sequence The schedule and workplan is realistic.

Objectives are provided for first 12 months. Does not
discuss objectives for remainder of project and how to
engage with those anticipated to refuse services during first 12 months.
20 15
Budget
The project budget and value of proposed work is clear. Deliverables for dollars invested is evident. Costs are reasonable and directly related to program activities. In-kind or other leveraged funds are optional.

Proposed Toyota Camry leases don’t seem appropriate;
too small. General outreach supplies identified in
narrative but are broad and budget does not clarify or
justify cost. No in-kind or leveraged funds
demonstrated.
20 15

TOTAL 100 77

Additional Scorer’s Notes: Retread identifies key staff and discusses individual staff experience but is inexperienced in outreach as an organization.

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EVALUATION SHEET

Scorer and Agency Name: Angie Baggett scoring for Interfaith Total Score: __90____________

Evaluation Standard Notes Max.
points
Score
Quality of the Approach
Clearly describes the proposed approach to provide services. Clearly defines roles of staff and process/system for referrals.

Documents the ability to meet all scope of services objectives:
1) Provide street-based case management services within the encampment area, at designated community sites independently and in coordination with local stakeholders;
2) Describe approaches to local coordination with community service providers, plans for tracking demographics, and developing quantitative and qualitative reports;
3) Staff a position to receive and follow up with calls for self-referrals and citizen concerns regarding known PEH in the area;
4) Complete a comprehensive assessment for each client and develop a detailed individual service plan. Assist clients to identify interim and permanent housing options based on their individualized service plan; 5) Complete accurate and thorough documentation of client meetings and interactions, including conversations and progress towards goals in a timely manner. Maintain data on each program participant and program milestones and provide reports and monthly invoices as required by the City;
6) Identify gaps in homeless services and assistance needs in Vista; 7) Ensure safety of personnel and inform City of any conflicts; 8) Identify gaps in homeless services in Vista and provide report; 9) Covers all operating costs related to case management; and 10) Participate in community meetings related to the Strategic Plan to addres homelessness.

The proposals addresses each of these components.
25 25
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Organization’s Experience
Describes the organizations experience with similar projects, service to similar target group and provides a history of successfully providing these services.

Thoroughly describes description of the project approach including outreach methods.

Similar projects are listed and but stats and examples of outcomes for those projects are not clearly stated.

More data on agency’s homelessness outcomes would
be helpful.

20 15
Project Staff Experience and Expertise
Clearly describes staff’s experience and comfort working with the persons experiencing homelessness. Identifies and describes project staff, qualifications and professional experience, along with proposed weekly time commitment towards this project.

It looks like project staff that will implement the
project will be hired and trained within 6 months and
ongoing. It is unclear what experience and expertise
the new staff will bring with them prior to being hired.

Having seasoned people in the field alongside new
hires would be important.
15 10
Proposed Project Schedule and Outcomes
Provides a detailed scope of work for the project, including objectives, outcomes, and outcome measurements. The objectives are realistic and can be met during the program term. Includes a proposed annual project schedule, including key project tasks, deliverables, specific timelines and sequence The schedule and workplan is realistic.

The proposal effectively addresses these components. 20 20 Budget
The project budget and value of proposed work is clear. Deliverables for dollars invested is evident. Costs are reasonable and directly related to program activities. In-kind or other leveraged funds are optional.

Meets expectations. 20 20
TOTAL 100 90

Additional Scorer’s Notes:
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EVALUATION SHEET

Scorer and Agency Name: Angie Baggett Scoring for NAMI Total Score: _100_____________

Evaluation Standard Notes Max.
points
Score
Quality of the Approach
Clearly describes the proposed approach to provide services. Clearly defines roles of staff and process/system for referrals.

Documents the ability to meet all scope of services objectives:
1) Provide street-based case management services within the encampment area, at designated community sites independently and in coordination with local stakeholders;
2) Describe approaches to local coordination with community service providers, plans for tracking demographics, and developing quantitative and qualitative reports;
3) Staff a position to receive and follow up with calls for self-referrals and citizen concerns regarding known PEH in the area;
4) Complete a comprehensive assessment for each client and develop a detailed individual service plan. Assist clients to identify interim and permanent housing options based on their individualized service plan; 5) Complete accurate and thorough documentation of client meetings and interactions, including conversations and progress towards goals in a timely manner. Maintain data on each program participant and program milestones and provide reports and monthly invoices as required by the City;
6) Identify gaps in homeless services and assistance needs in Vista; 7) Ensure safety of personnel and inform City of any conflicts; 8) Identify gaps in homeless services in Vista and provide report; 9) Covers all operating costs related to case management; and 10) Participate in community meetings related to the Strategic Plan to addres homelessness.

The proposal effectively addressed each of these
components.
25 25
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Organization’s Experience
Describes the organizations experience with similar projects, service to similar target group and provides a history of successfully providing these services.

Thoroughly describes description of the project approach including outreach methods.

The proposal does a nice job detailing similar projects they are a part of and a detailed history of caseload and outreach efforts.

20 20
Project Staff Experience and Expertise
Clearly describes staff’s experience and comfort working with the persons experiencing homelessness. Identifies and describes project staff, qualifications and professional experience, along with proposed weekly time commitment towards this project.

Current project team members that will implement the
program are identified and detailed experience and job
skill/requirements are provided for positions. The
proposal addresses succession planning should
positions become vacant.
15 15
Proposed Project Schedule and Outcomes
Provides a detailed scope of work for the project, including objectives, outcomes, and outcome measurements. The objectives are realistic and can be met during the program term. Includes a proposed annual project schedule, including key project tasks, deliverables, specific timelines and sequence The schedule and workplan is realistic.

The schedule is consistent with the project
expectations and grant requirements.
20 20
Budget
The project budget and value of proposed work is clear. Deliverables for dollars invested is evident. Costs are reasonable and directly related to program activities. In-kind or other leveraged funds are optional.

The budget addresses the key areas of the project and
seems reasonable. “NAMI San Diego VER program will
furnish and cover all costs for general office supplies, printing and postage associated with normal office and
services operations related to case management
duties.”
20 20
TOTAL 100 100

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EVALUATION SHEET

Scorer and Agency Name: Angie Baggett scoring for REtread Total Score: __87____________

Evaluation Standard Notes Max.
points
Score
Quality of the Approach
Clearly describes the proposed approach to provide services. Clearly defines roles of staff and process/system for referrals.

Documents the ability to meet all scope of services objectives:
1) Provide street-based case management services within the encampment area, at designated community sites independently and in coordination with local stakeholders;
2) Describe approaches to local coordination with community service providers, plans for tracking demographics, and developing quantitative and qualitative reports;
3) Staff a position to receive and follow up with calls for self-referrals and citizen concerns regarding known PEH in the area;
4) Complete a comprehensive assessment for each client and develop a detailed individual service plan. Assist clients to identify interim and permanent housing options based on their individualized service plan; 5) Complete accurate and thorough documentation of client meetings and interactions, including conversations and progress towards goals in a timely manner. Maintain data on each program participant and program milestones and provide reports and monthly invoices as required by the City;
6) Identify gaps in homeless services and assistance needs in Vista; 7) Ensure safety of personnel and inform City of any conflicts; 8) Identify gaps in homeless services in Vista and provide report; 9) Covers all operating costs related to case management; and 10) Participate in community meetings related to the Strategic Plan to addres homelessness.

RE #1: Services available/provided are very detailed,
but unclear how they are implemented on a street-
based case management service model. Experience
with providing services seems limited to BCNC.

The proposal addresses 2-10.
25 20
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Organization’s Experience
Describes the organizations experience with similar projects, service to similar target group and provides a history of successfully providing these services.

Thoroughly describes description of the project approach including outreach methods.

Experience with providing services seems limited to
BCNC.
20 15
Project Staff Experience and Expertise
Clearly describes staff’s experience and comfort working with the persons experiencing homelessness. Identifies and describes project staff, qualifications and professional experience, along with proposed weekly time commitment towards this project.

These are addressed, but again limited to BCNC
opening in Jan. 2024.
15 12
Proposed Project Schedule and Outcomes
Provides a detailed scope of work for the project, including objectives, outcomes, and outcome measurements. The objectives are realistic and can be met during the program term. Includes a proposed annual project schedule, including key project tasks, deliverables, specific timelines and sequence The schedule and workplan is realistic.

Clearly stated. 20 20
Budget
The project budget and value of proposed work is clear. Deliverables for dollars invested is evident. Costs are reasonable and directly related to program activities. In-kind or other leveraged funds are optional.

Detailed and reasonable. 20 20
TOTAL 100 87

Additional Scorer’s Notes:
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CITY OF VISTA ENCAMPMENT RESOLUTION FUNDING PROGRAM, ROUND 3: HOMELESS OUTREACH AND HOUSING NAVIGATION RFP PROPOSAL

EVALUATION SHEET

Scorer and Agency Name:Angie Baggett scoring for SDRM Total Score: _____85_________

Evaluation Standard Notes Max.
points
Score
Quality of the Approach
Clearly describes the proposed approach to provide services. Clearly defines roles of staff and process/system for referrals.

Documents the ability to meet all scope of services objectives:
1) Provide street-based case management services within the encampment area, at designated community sites independently and in coordination with local stakeholders;
2) Describe approaches to local coordination with community service providers, plans for tracking demographics, and developing quantitative and qualitative reports;
3) Staff a position to receive and follow up with calls for self-referrals and citizen concerns regarding known PEH in the area;
4) Complete a comprehensive assessment for each client and develop a detailed individual service plan. Assist clients to identify interim and permanent housing options based on their individualized service plan; 5) Complete accurate and thorough documentation of client meetings and interactions, including conversations and progress towards goals in a timely manner. Maintain data on each program participant and program milestones and provide reports and monthly invoices as required by the City;
6) Identify gaps in homeless services and assistance needs in Vista; 7) Ensure safety of personnel and inform City of any conflicts; 8) Identify gaps in homeless services in Vista and provide report; 9) Covers all operating costs related to case management; and 10) Participate in community meetings related to the Strategic Plan to addres homelessness.

#3 staff position was not discussed
All other items were addressed in the proposal
25 23
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Organization’s Experience
Describes the organizations experience with similar projects, service to similar target group and provides a history of successfully providing these services.

Thoroughly describes description of the project approach including outreach methods.

Some detailed experience provided, but limited- offer
more info upon request.
20 17
Project Staff Experience and Expertise
Clearly describes staff’s experience and comfort working with the persons experiencing homelessness. Identifies and describes project staff, qualifications and professional experience, along with proposed weekly time commitment towards this project.

15 15
Proposed Project Schedule and Outcomes
Provides a detailed scope of work for the project, including objectives, outcomes, and outcome measurements. The objectives are realistic and can be met during the program term. Includes a proposed annual project schedule, including key project tasks, deliverables, specific timelines and sequence The schedule and workplan is realistic.

Outcomes for PEH served and timelines for milestones
were not provided in relation to population served
20 10
Budget
The project budget and value of proposed work is clear. Deliverables for dollars invested is evident. Costs are reasonable and directly related to program activities. In-kind or other leveraged funds are optional.

20 20
TOTAL 100 85

Additional Scorer’s Notes:
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CITY OF VISTA ENCAMPMENT RESOLUTION FUNDING PROGRAM, ROUND 3: HOMELESS OUTREACH AND HOUSING NAVIGATION RFP PROPOSAL

EVALUATION SHEET

Scorer and Agency Name: Angie Baggett scoring for SWAG Total Score: _____83_________

Evaluation Standard Notes Max.
points
Score
Quality of the Approach
Clearly describes the proposed approach to provide services. Clearly defines roles of staff and process/system for referrals.

Documents the ability to meet all scope of services objectives:
1) Provide street-based case management services within the encampment area, at designated community sites independently and in coordination with local stakeholders;
2) Describe approaches to local coordination with community service providers, plans for tracking demographics, and developing quantitative and qualitative reports;
3) Staff a position to receive and follow up with calls for self-referrals and citizen concerns regarding known PEH in the area;
4) Complete a comprehensive assessment for each client and develop a detailed individual service plan. Assist clients to identify interim and permanent housing options based on their individualized service plan; 5) Complete accurate and thorough documentation of client meetings and interactions, including conversations and progress towards goals in a timely manner. Maintain data on each program participant and program milestones and provide reports and monthly invoices as required by the City;
6) Identify gaps in homeless services and assistance needs in Vista; 7) Ensure safety of personnel and inform City of any conflicts; 8) Identify gaps in homeless services in Vista and provide report; 9) Covers all operating costs related to case management; and 10) Participate in community meetings related to the Strategic Plan to addres homelessness.

The proposal did not address #3, #7, and #10
25 20
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Organization’s Experience
Describes the organizations experience with similar projects, service to similar target group and provides a history of successfully providing these services.

Thoroughly describes description of the project approach including outreach methods.

This appears to be a somewhat new organization.

While it is mentioned that the founders had previous
experience, the previous experience is not quantified or expanded on. The programs that they have worked
with are listed, but unclear if that was during SWAG or during the previous time working at City.

20 17
Project Staff Experience and Expertise
Clearly describes staff’s experience and comfort working with the persons experiencing homelessness. Identifies and describes project staff, qualifications and professional experience, along with proposed weekly time commitment towards this project.

There is no mention of having persons with lived
experience or peer support workers as part of the
project team.
15 12
Proposed Project Schedule and Outcomes
Provides a detailed scope of work for the project, including objectives, outcomes, and outcome measurements. The objectives are realistic and can be met during the program term. Includes a proposed annual project schedule, including key project tasks, deliverables, specific timelines and sequence The schedule and workplan is realistic.

Annual project schedule not detailed. 20 19
Budget
The project budget and value of proposed work is clear. Deliverables for dollars invested is evident. Costs are reasonable and directly related to program activities. In-kind or other leveraged funds are optional.

Budget is an overview, not detailed. What is included in transportation costs? Does hourly rate include benefits for employees, etc.
20 15
TOTAL 100 83

Additional Scorer’s Notes: Proposal mentions leaving Homeless Services at local city government- negative connotation when they say “they could achieve and reach more people through their own non-profit, unburdened by bureaucratic obstacles.” Raises concern about willingness to work with imposed local gov and grant guidelines.
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CITY OF VISTA ENCAMPMENT RESOLUTION FUNDING PROGRAM, ROUND 3: HOMELESS OUTREACH AND HOUSING NAVIGATION RFP PROPOSAL

EVALUATION SHEET

Scorer and Agency Name: Jonathan Lung, City of Vista Total Score: ___86_______

Evaluation Standard Notes Max.
points
Score
Quality of the Approach
Clearly describes the proposed approach to provide services. Clearly defines roles of staff and process/system for referrals.

Explicitly discusses by-name list; priority for City.

Further delineates individual BNL for each encampment
– consistent with ERF guidelines and RTFH model.

Utilizes Mission Tracker for bilateral integration with HMIS and CIE.

Not only references RTFH guidance but cites it.

Discusses close coordination with existing shelters to
determine appropriateness and roles of providers
during coordination.

Thoughtful reporting metrics exceeding those in RFP,
but does not specify proposed metric
observations/accomplishments

Senior mgmt. included with admin costs. Utilizes
interns. Hiring Policy and Procedures included.

Timeline vague past implementation.
25 23
Organization’s Experience
Describes the organizations experience with similar projects, service to similar target group and provides a history of successfully providing these services.

Thoroughly describes description of the project approach including outreach methods.

Proposal doesn’t cite previous accomplishments with
outreach, but program design demonstrates strong
grasp of work on paper

20 17
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Project Staff Experience and Expertise
Clearly describes staff’s experience and comfort working with the persons experiencing homelessness. Identifies and describes project staff, qualifications and professional experience, along with proposed weekly time commitment towards this project.

Senior mgmt. well qualified and staff to-be-hired hold
appropriate minimum requirements. Hiring process
thoroughly described
15 14
Proposed Project Schedule and Outcomes
Provides a detailed scope of work for the project, including objectives, outcomes, and outcome measurements. The objectives are realistic and can be met during the program term. Includes a proposed annual project schedule, including key project tasks, deliverables, specific timelines and sequence The schedule and workplan is realistic.

Reporting metrics are well-thought but no outcomes
proposed. Project schedule is broad after
implementation period
20 15
Budget
The project budget and value of proposed work is clear. Deliverables for dollars invested is evident. Costs are reasonable and directly related to program activities. In-kind or other leveraged funds are optional.

Budget is sufficient. “Supplies” not defined and may be high.
20 17
TOTAL 100 86

Additional Scorer’s Notes: demonstrated familiarity with Vista resources; proposal is well informed. Lack of outcomes is troubling. 06/10/2025
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City Services (Non-Construction) (RFP)
1 of 10
San Diego Rescue Mission, Inc
[22422-6] 00022422 8

CONTRACT FOR SERVICES
THIS “CONTRACT” is entered into by and between the “Parties” as of ___________________ (“Contract Date”).

1.0 THE “PARTIES”
The “City”:

CITY OF VISTA, a chartered municipal
corporation
200 Civic Center Drive
Vista, CA 92084
Working Contact: Jonathan Lung
Billing Contact: Jonathan Lung
The “Contractor”
San Diego Rescue Mission, INC, a
California nonprofit corporation,
120 Elm Street
San Diego, CA 92101
Contact: Paul Armstrong

2.0 BASIC TERMS

2.1 The “Services” to be performed by Contractor are set forth in City’s Request for 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 Contractor has submitted to City a Proposal to perform the Services dated August, 23, 2024 (“Exhibit B”).

2.5 The “Contract Ceiling Price” is $ 2,781,345.02

3.0 CONTRACT TERM

3.1 This Contract shall take effect on July 1, 2025.

3.2 This Contract shall be in effect for 12 months (“Term”). The Term may be extended at the City’s option for an additional 12 months, in increments of City’s choice, for a maximum Term of 24 months from the Contract Date.

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 06/10/2025
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EXHIBIT 5
City Services (Non-Construction) (RFP) 2 of 10 San Diego Rescue Mission, Inc [22422-6] 00022422 8
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 of Exhibit A and Exhibit B, the provisions of Exhibit A shall control.

5.0 COMPENSATION

5.1 City shall pay Contractor on a time and material rate as set forth in Exhibit B for the Services to be performed.

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.

5.5 Except as provided in Exhibit B, Contractor shall not be reimbursed for any expenses incurred in rendering services under this Contract.

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City Services (Non-Construction) (RFP) 3 of 10 San Diego Rescue Mission, Inc [22422-6] 00022422 8

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.

9.0 STANDARD OF PERFORMANCE

10.0 CONTRACTOR’S STATUS; CONTRACTOR’S EMPLOYEES

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 06/10/2025
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City Services (Non-Construction) (RFP) 4 of 10 San Diego Rescue Mission, Inc [22422-6] 00022422 8
City’s employees. Contractor expressly waives any claim Contractor may have to any such rights.

11.0 CIVIL RIGHTS

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City Services (Non-Construction) (RFP) 5 of 10 San Diego Rescue Mission, Inc [22422-6] 00022422 8

13.0 ASSIGNMENT AND SUBCONTRACTING

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 liability for acts and omissions of Contractor and employees of the Contractor. Nothing contained in this Contract shall create any contractual relationship between City and any subcontractor of Contractor, but Contractor shall bind every subcontractor and every subcontractor of a subcontractor by the terms of this contract applicable to Contractor's work, unless such change, omission, or addition is approved in advance in writing by the City Manager or the City Manager’s designee. All subcontractors are subject to the prior written review and approval of the City Manager or the City Manager’s designee. 06/10/2025
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City Services (Non-Construction) (RFP) 6 of 10 San Diego Rescue Mission, Inc [22422-6] 00022422 8

15.0 FINANCIAL RECORDS

16.0 OWNERSHIP OF DOCUMENTS

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 06/10/2025
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City Services (Non-Construction) (RFP) 7 of 10 San Diego Rescue Mission, Inc [22422-6] 00022422 8
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

Contractor further agrees that no employee, agent or subcontractor for Contractor shall perform any work for the City pursuant to this Contract which will violate the Conflict Laws.

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City Services (Non-Construction) (RFP) 8 of 10 San Diego Rescue Mission, Inc [22422-6] 00022422 8

20.0 INDEMNIFICATION

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

22.0 SERVICE OF NOTICE

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.

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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City Services (Non-Construction) (RFP) 9 of 10 San Diego Rescue Mission, Inc [22422-6] 00022422 8

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.

[Continued on page 10.]

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City Services (Non-Construction) (RFP) 10 of 10 San Diego Rescue Mission, Inc [22422-6] 00022422 8

30.0 EXECUTION
IN WITNESS WHEREOF; the Parties hereto have executed this Contract as of the Contract Date.
“City”
CITY OF VISTA, a chartered municipal
corporation
By:

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:
“Contractor”
San Diego Rescue Mission, INC, a California
nonprofit corporation
By:

Name/Title
By:

Name/Title

APPROVED
Walter C. Chung
20250520172555
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00022422 8 Exhibit A

EXHIBIT A

REQUEST FOR PROPOSALS

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Release Date: July 15, 2024
Submittal Date: August 12, 2024

Strategic Plan to Address Homelessness:

ERF-3-R Street Outreach RFP 1

City of Vista
Housing & Homeless Services Division

STRATEGIC PLAN TO ADDRESS HOMELESSNESS:

Encampment Resolution Funding Program, Round 3 (ERF3)
Homeless Outreach and Housing Navigation

Request for Proposals

RFP GUIDELINES

Applications Available July 15, 2024

Application Due Date August 12, 2024

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Release Date: July 15, 2024
Submittal Date: August 12, 2024

Strategic Plan to Address Homelessness:

This Request for Proposals (RFP) solicits the services of an experienced homeless services provider who will perform street outreach, case management, and housing navigation and stabilization services at the City’s direction, coordinating as necessary with the Regional Task Force on Homelessness (lead agency of the CoC), County of San Diego’s Health and Human Services Agency representatives, mental health and substance use providers, CalAIM providers, Workforce Development, public benefits administrators, and other 06/10/2025
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Release Date: July 15, 2024
Submittal Date: August 12, 2024

Strategic Plan to Address Homelessness:

This RFP sets forth the requirements of the s olicited activities and contains the guidelines by which each proposal must include.

V. SCOPE OF SERVICES
The City is seeking to partner with an organization that can provide full -time outreach workers to conduct proactive street-based case management , housing navigation, coordinate city wide case conferencing utilizing a By -Name-List, work with the Vista Sheriff’s Department at the City’s direction , along with other 06/10/2025
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Release Date: July 15, 2024
Submittal Date: August 12, 2024

Strategic Plan to Address Homelessness:

ERF-3-R Street Outreach RFP 4
agencies that regularly come into contact with PEH, and provide housing retention services up to 12 months.

• Staff a position to receive and follow up with calls for self-referrals and citizen concerns regarding known PEH in the area.

• Provide ongoing case management related services to clients, to include: advocacy and support to assist with removing barriers and achiev ing stated goals; ongoing assessment of individual needs including housing stability, mental and physical health needs, substance use treatment, and overall safety ; development and review of their service plans, coordination of service plan items; coordination, referral and connection to other service providers and community resources ; crisis intervention services; and liaison or advocacy services to help remove barriers for clients. This includes communication with other community service providers, medical and mental health providers, treatment and recovery providers and family members.
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Release Date: July 15, 2024
Submittal Date: August 12, 2024

Strategic Plan to Address Homelessness:

ERF-3-R Street Outreach RFP 5
o Proposals may include up to $10,000 to assist at minimum 25 households with family reunification.

• Attend regular Homeless Outreach events coordinated by the City and other partners to help connect PEH to necessary services.

• Furnish and cover all costs for general office supplies, printing , and postage associated with normal office and service operations related to case management duties.

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Release Date: July 15, 2024
Submittal Date: August 12, 2024

Strategic Plan to Address Homelessness:

ERF-3-R Street Outreach RFP 6
• Participate in community meetings related to the Strategic Plan to Address Homelessness or case management duties.

• Proposer must identify a primary point of contact respon sible for communications with and reporting to the City and its designees.

Proposers understand that an award for this RFP is contingent upon the award of ERF3 to the City, and the City reserves the right to cancel this RFP at any time.

Questions on this RFP

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

The cover letter must provide a brief overview of the proposer’s qualifications, list key personnel and areas of responsibility, demonstrate that the personnel have the knowledge and skills to provide street based case management, and housing stabilization services as described in this RFP, and emphasize similar contracts or projects that required the performance of similar tasks. The cover letter 06/10/2025
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Release Date: July 15, 2024
Submittal Date: August 12, 2024

Strategic Plan to Address Homelessness:

3. Staffing. Identify and describe program staff, qualifications and professional experience, along with proposed weekly time commitment towards this project.

5. Schedule. Include a proposed annual project schedule, including key project tasks, deliverables, specific timelines and sequence.

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Release Date: July 15, 2024
Submittal Date: August 12, 2024

Strategic Plan to Address Homelessness:

Timeline for Submission and Award:

Activity Date
Public Notice announcing RFP July 15, 2024
Final Date for Submissions of Questions July 31, 2024
Proposal Submission Deadline August 12, 2024, 5:00 p.m.

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EXHIBIT A
ERF3 Proposed Map
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EXHIBIT B
City of Vista Standard Contract for Services
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City Services (Non-Construction) (RFP) 1 of 10 NAMEX
[22422-6] 00022422 8

CONTRACT FOR SERVICES
THIS “CONTRACT” is entered into by and between the “Parties” as of ___________________ (“Contract Date”).

1.0 THE “PARTIES”
The “City”:

CITY OF VISTA, a chartered municipal
corporation
200 Civic Center Drive
Vista, CA 92084

Working Contact: workingname
Billing Contact: billingname
The “Contractor”

NAMEX, statusx
Address
Address

Contact: name

2.0 BASIC TERMS

2.1 The “Services” to be performed by Contractor are set forth in City’s Request for 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 Contractor has submitted to City a Proposal to perform the Services dated 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.

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 06/10/2025
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City Services (Non-Construction) (RFP) 2 of 10 NAMEX
[22422-6] 00022422 8
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 of Exhibit A and Exhibit B, the provisions of Exhibit A shall control.

5.0 COMPENSATION

5.1 City shall pay Contractor on a time and material rate as set forth in Exhibit B for the Services to be performed.

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.

5.5 Except as provided in Exhibit B, Contractor shall not be reimbursed for any expenses incurred in rendering services under this Contract.

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City Services (Non-Construction) (RFP) 3 of 10 NAMEX
[22422-6] 00022422 8

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.

9.0 STANDARD OF PERFORMANCE

10.0 CONTRACTOR’S STATUS; CONTRACTOR’S EMPLOYEES

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 06/10/2025
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City Services (Non-Construction) (RFP) 4 of 10 NAMEX
[22422-6] 00022422 8
City’s employees. Contractor expressly waives any claim Contractor may have to any such rights.

11.0 CIVIL RIGHTS

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City Services (Non-Construction) (RFP) 5 of 10 NAMEX
[22422-6] 00022422 8

13.0 ASSIGNMENT AND SUBCONTRACTING

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 liability for acts and omissions of Contractor and employees of the Contractor. Nothing contained in this Contract shall create any contractual relationship between City and any subcontractor of Contractor, but Contractor shall bind every subcontractor and every subcontractor of a subcontractor by the terms of this contract applicable to Contractor's work, unless such change, omission, or addition is approved in advance in writing by the City Manager or the City Manager’s designee. All subcontractors are subject to the prior written review and approval of the City Manager or the City Manager’s designee. 06/10/2025
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City Services (Non-Construction) (RFP) 6 of 10 NAMEX
[22422-6] 00022422 8

15.0 FINANCIAL RECORDS

16.0 OWNERSHIP OF DOCUMENTS

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 06/10/2025
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City Services (Non-Construction) (RFP) 7 of 10 NAMEX
[22422-6] 00022422 8
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

Contractor further agrees that no employee, agent or subcontractor for Contractor shall perform any work for the City pursuant to this Contract which will violate the Conflict Laws.

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City Services (Non-Construction) (RFP) 8 of 10 NAMEX
[22422-6] 00022422 8

20.0 INDEMNIFICATION

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

22.0 SERVICE OF NOTICE

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.

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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City Services (Non-Construction) (RFP) 9 of 10 NAMEX
[22422-6] 00022422 8

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.

[Continued on page 10.]

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City Services (Non-Construction) (RFP) 10 of 10 NAMEX
[22422-6] 00022422 8

30.0 EXECUTION
IN WITNESS WHEREOF; the Parties hereto have executed this Contract as of the Contract Date.

“City”

CITY OF VISTA, a chartered municipal
corporation

By:

JOHN CONLEY, CITY MANAGER
JOHN B. FRANKLIN, MAYOR

ATTEST:

KATHY VALDEZ, CITY CLERK

By:

APPROVED AS TO FORM:

WALTER CHUNG, CITY ATTORNEY

By:

RISK MANAGEMENT REVIEW:

DOLORES GASCON, RISK MANAGER

By:
“Contractor”

NAMEX, statusx

By:

Name/Title

By:

Name/Title

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00022422 8 Exhibit A

EXHIBIT A

REQUEST FOR PROPOSALS

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00022422 8 Exhibit B

EXHIBIT B
CONTRACTOR’S PROPOSAL

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