17 S
ection 13.4 Gifts
The Board may accept on behalf of the Corporation an y contribution, gift, bequest, or devise for the charitable or public purposes of the Corporation.
ARTICLE 14 CONSTRUCTION AND DEFINITIONS
Unless the context requires otherwise, the general provisions, rules of construction, and definitions of California Nonprofit Corporation Law shall govern the construction of these Bylaws. Without limiting the generality of the above, the masculine gender includes the feminine and neuter, the singular number includes the plural, the plural number includes the singular, and the term <person= includes both the Corporation and a natural person. All references to statutes, regulations and laws shall include any future statutes, regulations and laws that replace those referenced.
ARTICLE 15 AMENDMENTS
Section 15.1 Amendment by Directors
The Board may adopt, amend or repeal bylaws. Such p ower is subject to the following limitations:
(a) Where any provision of these Bylaws requires the vote of a larger proportion of the Directors than otherwise is required by law, such provision may not be altered, amended or repealed except by the vote of such greater number.
(b) No amendment may extend the term of a Director beyond that for which such Director was elected.
(c) If bylaws are adopted, amended or repealed at a meeting of the Board, such action is authorized only at a duly called and held meeting for which written notice of such meeting, setting forth the proposed bylaw revisions with explanations therefor, is given in accordance with these Bylaws, unless such notice is waived in accordance with these Bylaws.
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18 CER
TIFICATE OF SECRETARY
I certify that I am the duly elected and acting Secretary of Townspeople, a California nonprofit public benefit corporation; that these Amended and Restated Bylaws, consisting of the foregoing 17 pages, are the Amended and Restated Bylaws of this Corporation as adopted by the Board of Directors on ; and that these Amended and Restated Bylaws have not been amended or modified since that date.
Executed on at , California.
Secretary (Signature): ___________________________________________ Erica Snyder
08/16/2022
08/16/2022 Carlsbad
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BRENDA VIVEROS
San Diego, CA | 847.894.7176 | [email protected] A results-driven bilingual professional with inspirational leadership abilities and proven management experience to positively impact company success. Skilled in leading and motivating teams by implementing solid practices and interactive training to engage teamwork and efficiency while delivering exemplary customer service. Dynamic and results-oriented leader with a proven record of exceeding job expectations, generating and building relationships. Thrives in fast-paced and deadline driven environments.
Core Competencies
▪ Team Leadership
▪ Coaching & Mentoring
▪ Operational Excellence
▪ Cross Functional Collaboration
▪ Stakeholder Management
▪ Relationship Building
▪ Verbal & Written Communication
▪ Team Building & Staff Development
▪ Continuous Process Improvement
▪ Performance Management
▪ Multi-Tasker
▪ Customer Service
▪ Strategic Planning & Analysis
▪ Documentation & Reporting
▪ HIPAA Compliance
▪ Workflow Development
▪ Training
▪ Problem Evaluation & Resolution
Highlights & Accomplishments
➢ Commended by management for dedication, problem solving, reliability and ability to exceed customer needs. ➢ Led a team to achieve monthly performance targets and ensure positive client results. ➢ Created the Community Supports programs at FHCSD, aligning with DHCS policy guidelines. Oversaw the development and implementation of the program including creating policies, procedures, workflows, assessments, plans, performance metrics, training and guides.
➢ Demonstrated organizational expertise by triaging, prioritizing and adapting to meet organizational and client demands. ➢ Passionate about providing excellent customer service to both external and internal stakeholders.
Professional Experience
FAMILY HEALTH CENTERS OF SAN DIEGO | San Diego, CA 02/2022 – Present Community Supports Program Supervisor – CalAIM
▪ Supervise the daily operations of program services, including Housing Transition Navigation Services, Housing Deposits, and Housing Tenancy and Sustaining Services.
▪ Consistently monitor program deliverables to ensure compliance with grant and departmental requirements. ▪ Offer direct supervision to a team comprising of Housing Care Managers and a Benefits Specialist. ▪ Foster positive relationships, motivate team to excel, devise career development plans, and maintain a responsible workforce. ▪ Provide guidance and corrective measures promptly through coaching, counseling, and disciplinary actions when necessary. ▪ Collect, input, and evaluate program data, generating pertinent reports on staff performance metrics and program outcomes. ▪ Cultivate and sustain relationships with Managed Care Plans including Blue Shield Blue Promise, Community Health Group, and Molina), and community partners, identifying avenues for program expansion and new referral pathways. ▪ Exercise oversight over patient cases, conduct file reviews and audits, attend appointments, and deliver timely feedback to team. ▪ Conduct individual service recovery sessions and offer continuous support and direction to team members. ▪ Oversee both direct and referral-based patient intake processes, conduct organization-wide program education, and collaborate with other departments to ensure seamless service coordination and patient care. ▪ Assist the Program Manager in daily operations, manage staff schedules, and coordinate calendars. ▪ Coordinate and ensure timely completion of all new hire and annual trainings, including training the Enhanced Care Management team of 35 Care Managers.
Key Achievements
▪ Created the Community Supports programs, aligning with DHCS policy guidelines. Oversaw the development and implementation of program including policies, procedures, workflows, assessments, plans, performance metrics, training, and guides. ▪ Expanded the program from a single housing care manager to a team of three housing care managers and one benefits specialist.
This growth led to a 30% increase in patient enrollments. ▪ Consistently achieved monthly patient engagement rates of 80% or higher, resulting in positive outcomes for patients, claims and reimbursements.
▪ Trained the Social Services ECM case management team of 35 plus members on community supports.
THE REGIONAL TASKFORCE ON HOMELESSNESS | San Diego, CA 10/2020 – 12/2021 Coordinated Entry System Specialist II
▪ Demonstrated comprehensive knowledge of housing and support resources within CoC to identify gaps and available resources. ▪ Developed and monitored metrics aimed at measuring broad community outcomes with a focus on ending homelessness. ▪ Monitored and reported any discrepancies, anomalies, or deficiencies in data to the Homeless Management Information System (HMIS).
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BRENDA VIVEROS | Page 2
San Diego, CA | 847.894.7176 | [email protected] ▪ Offered system guidance and support, as well as strategic planning for Housing and Urban Development mandated programs such as the Coordinated Entry System and HMIS.
▪ Identified and prioritized the most vulnerable clients experiencing homelessness for available housing resources through data analysis, provider communication, and direct client interaction. ▪ Assisted in coordinating services for clients and make referrals to community resources as needed. ▪ Facilitated large project lease-up referrals for various housing initiatives including MVKM, The Ivy, The Trinity, St. Teresa of Calcutta.
▪ Upheld confidentiality and privacy standards regarding service-partner protected health information and other relevant data, in accordance with agency policies and applicable regulations including HIPAA. ▪ Ensured quality assurance by maintaining up-to-date documentation of service delivery and client progress in HMIS, and collaborated with providers to rectify any data inaccuracies. ▪ Addressed inquiries and requests for Coordinated Entry System (CES) guidance from the community and providers, in compliance with established policies and procedures.
▪ Assessed client calls and directed to community resources, providing guidance and education on the Homeless Response System. ▪ Created relationships with Housing Providers, Access sites, and other CES partners to ensure the effective and efficient functioning of the CES program.
▪ Conducted Youth Case-conferencing sessions to facilitate resource coordination and information sharing with San Diego community partners within Trusted Network, including youth housing providers, case managers, street outreach teams, and coordinated entry staff.
▪ Maintained eligibility and housing provider matrices, email lists, and other contact information, including Access Points and Outreach Workers, and disseminated CES updates as directed by the Senior Program Manager of CES and Housing Strategy.
C2 EDUCATION | San Diego, CA 08/2019 – 09/2020 Center Director/Sales Director
▪ Achieved or surpassed monthly sales goals and enrollments by acquiring new clients and upselling to existing ones. ▪ Attained or surpassed key performance targets by cultivating a high-performing team of educators and implementing effective communication and engagement strategies for both virtual online and in-center operations. ▪ Conducted virtual conferences with customers to assess child's needs and facilitate new enrollments in C2's programs and services. ▪ Hosted virtual conferences with parents and students to review progress, adjust academic plans, and renew enrollments. ▪ Ensured that the delivery of C2 online programs and initiatives aligned with the company's mission. ▪ Developed academic plans for students and oversee teachers to ensure achievement of student outcomes. ▪ Recruited, hired, managed and provided ongoing development and support to teachers and center staff, including regular class observations to maintain teacher quality in the online environment. ▪ Managed class schedules to efficiently staff tutoring sessions and meet company efficiency and usage targets. ▪ Established and maintained organized online record-keeping for all staff and student files. ▪ Conducted daily huddle calls with teachers and the education coordinator. ▪ Safeguarded company assets, including virtual center sites, intellectual property, online curriculum, personnel, and financia l assets. ▪ Provided guidance, knowledge, and support to all center staff regarding online applications and systems used by C2 Education.
RAM RACING – ENMOTIVE – RAM PRODUCTIONS | Buffalo Grove, IL 05/2016 – 05/2019 Participant Experience Event Liaison
▪ Sold customized group registration packages to corporate groups, organizations, and non-profits across all Hot Chocolate 15k/5k markets and Chicagoland series events.
▪ Engaged with incoming warm leads and employed sales prospecting techniques to attract new business opportunities. ▪ Collaborated with the IT department for the ongoing enhancement of the proprietary online team registration module. ▪ Coordinated and communicated team deadlines, registrations, and associated benefits including group packet pickup, additional bonus items, and VIP team packages.
▪ Fostered client relationships to ensure annual retention and foster growth. ▪ Developed and issued group invoices, and responsible for collecting all accounts receivables. ▪ Provided comprehensive workflow and activity reporting to management. ▪ Travelled to major race expos internationally, nationally, and locally to enhance brand visibility, expand the customer datab ase, and facilitate on-site registrations.
▪ Managed booth layout, design marketing materials, and oversee giveaway inventory at expos. ▪ Handled the loading in, setup, teardown, and loading out of merchandise stores at various expos and health and fitness organizations.
▪ Facilitated marketing partnerships with significant event organizations. 10/02/2025
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BRENDA VIVEROS | Page 3
San Diego, CA | 847.894.7176 | [email protected]
▪ Executed logistics pertaining to RAM Racing local packet pickups. ▪ Engaged in multiple race day roles, including providing information services, handling gear check, coordinating entertainment, and managing the finish line.
TUTORING CHICAGO | Chicago, IL 08/2014 – 05/2016 SMART Program Manager
▪ Supervised the personnel, facilities, and atmosphere of the tutoring site to ensure smooth and effective daily operations. ▪ Attended to the needs of 70 students, families, and tutors every Monday through Wednesday evening. ▪ Developed, organized and delivered well-prepared educational materials and resources for students and tutors. ▪ Managed the transportation of resources and supplies between the tutoring site and the main center. ▪ Arranged and dismantled the physical tutoring area and associated resources. ▪ Provided translation services from English to Spanish for parental and community communications as required. ▪ Oversaw the security and safety coordinator and interns stationed on site. ▪ Supported the Volunteer Coordinator in matching students with tutors based on their academic and social requirements. ▪ Collaborated with staff and non-profit tutoring organizations to schedule training, orientations, and conferences for tutors. ▪ Consulted with the Executive Director to procure necessary equipment and materials for tutoring sites. ▪ Met with staff and board of directors annually to review past year, strategize for upcoming year and establish goals and outcomes. ▪ Organized and oversaw numerous special events for students, families, volunteers, and stakeholders throughout the year, including our 50th Anniversary Gala, annual picnic, golf fundraiser, tutor training conference, and various tutor fundraising and socia l gatherings.
DR. MARTIN LUTHER KING HIGH SCHOOL COLLEGE PREPARATORY & MATHER HIGH SCHOOL | Chicago, IL 09/2008 – 12/2013 Spanish Teacher
▪ Educated non-native speakers in Spanish language and culture. ▪ Designed, developed and executed original daily lesson plans for Spanish I, II, IV, and Advanced Placement courses for students in grades 9 through 12.
▪ Worked collaboratively with the department to craft a common core curriculum, scope and sequence, objectives, lesson plans, activities, and assessments.
▪ Crafted authentic formative and summative assessments in reading, writing, listening, and speaking skills. ▪ Served as a passionate mentor, tutor, and motivator to inspire students to achieve success.
Key Achievements
▪ Served as a selective enrollment recruitment representative for potential student applicants at various CPS and charter elementary schools and fairs.
▪ Participated in school-wide Instructional Learning Teams and conducted instructional rounds and observations with colleagues. ▪ Administered and supervised PSAE/ACT and PLAN and EXPLORE testing material with the counseling team. ▪ Planned and held informational AP nights of class selections for potential students and parents with colleagues. ▪ Organized several AP Spanish and Spanish IV Summer Study Camps with the department for students enrolled for the incom ing school year.
▪ Assisted the soccer coach during the summer with training and strength conditioning the boys’ and girls’ team. ▪ Chaperoned an International Educational Trip to China for 12 days in 2011.
Education
Bachelor of Arts (BA) in Education and Spanish, GPA: 3.8, Northeastern Illinois University, Chicago, IL
Certifications
▪ ISBE: Standard Type 10- Special Teaching, State of IL ▪ Endorsement: Foreign Language Spanish K-12, State of IL ▪ Project Management Training Program, Certificate of Completion, San Diego Continuing Education, San Diego, C A, 2020
Technical Skills
Microsoft Office 365, Slack, External provider portals
Languages
Bilingual fluency in English and Spanish
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Sydney Wildes Pongyoo
3592 De Luz Heights Drive ⚫ Fallbrook, CA 92028
Phone: (310) 418-7558 ⚫ E-Mail: [email protected] SWP
Experience
Chews Life Rescue January 2013 – Present
Founder/President
Manage rescue operations (i.e. daily physical care of animals, volunteer coordinating, oversee adoptions, grant writing, maintenance of finances, maintaining and submitting legal and tax paperwork) City of Oceanside Housing and Recreational Services June 2013 – August 2015 Housing Specialist
Maintain Section 8 Housing records, create new ways to improve housing opportunities in the community, relate to housing recipients with personal, patient and compassionate demeanor
North County Lifeline – La Casita Youth Development Program January 2018 – January 2020 After School Tutor
Teach critical thinking, reading, writing, and math skills to at-risk youth; create personal bonds and encourage confidence and creativity Bryant & Stratton College – Online December 2019 – Present Adjunct Sociology/Psychology Instructor
Teach Psychology and Sociology college courses online by creating course content, supplemental materials, and engaging in daily discussions with my students as well as grading assignments and offering frequent and continuous feedback to ensure student success.
Bryant & Stratton College – Online August 2021 – Present Subject Matter Expert Course Content Creator
Create Sociology and Psychology courses by writing lectures, creating weekly assignments, assessments, tests, etc.
Milestone House July 2022—October 2022
Mental Health Worker
Provide childcare, supervision, and protection of children and non-minor dependents in a temporary residential treatment program.
Interfaith Community Services October 2022–December 2023 City of Oceanside Housing Case Manager
Support individuals and families in locating and securing affordable housing through the Housing Choice Voucher Program (Section 8).
Provide guidance, advocacy, and coordination of services to ensure clients successfully obtain and retain stable housing.
Townspeople January 2023–Present
Shared Housing Navigator – Vista
Responsible for helping individuals experiencing homelessness secure stable, shared housing arrangements. Work closely with clients, potential roommates, landlords, and service providers to create and support successful shared living situations. 10/02/2025
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Education
Santa Monica Community College August 2010 – June 2012 Sociology Associate’s Degree
University of California, Santa Barbara August 2012 – December 2013 Arizona State University August 2014 – May 2016
Sociology Bachelor of Science Degree
Sociology Master’s Degree August 2016 – August 2019 Walden University August 2021 – Present
PhD in Human Services (Family Studies and Intervention) References
Melissa Maldonado Ingrid Vasquez Brianna White Supervisor Bryant & Stratton College Supervisor Oceanside Housing Board Member of Chews Life Rescue (727) 902-5139 (760) 828-6644 (760) 842-4948
[email protected] [email protected] [email protected]
Skills
Compassionate empathizer
Extensive knowledge and background in Sociology, Psychology, and Educational Studies Excellent motivator, efficient trainer, and team leader Innovative and collaborative
Trauma-informed care approach
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GRANT MONITORING FINANCIAL REPORT
Completed by: Leena Mantri, Grant Accountant
Date: 5/12/25
Reviewed by: Emad Gewaily, Manager of Finance
Date: 5/21/2025
A. Yes No N/A
1 2
2 3
Did you discuss any problems or findings identified here with the organization's management? List date and person it was discussed with.
Do you deem the findings identified here serious enough to withhold future grants from the organization?
When does the organization anticipate it can submit a
Corrective Action Plan (CAP) for any monitoring visit
findings?
CONCLUSION AND NEXT STEPS
FINDINGS/NEXT STEPS Comments
Was there any findings or recommendations based on the
monitoring? List findings and recommendations.
GRANT INFORMATION
List contract/grant year, funding sources,
amount for each founding source, name of
programs, and match required
-
Grant Year: FY25
-
Funding Source: PSH CoC
-
Programs & Funding: Gamma: $604,330, 34th St.: $247,884 -
Required match is 25% for each program.
Does subrecipient receive vouchers from SDHC? No
Address: 4080 Centre St., Suite 204
Name & Title of Fscal Contact Person: Melissa Peterman, Executive Director Telephone Number/email address [email protected], [email protected] SDHC Staff Conducting Visit: Leena Mantri
Monitoring Date: Monday, May 12, 2025
SUB-RECIPIENT INFORMATION
Sub-Recipient Name: Townspeople 34th St and Gamma
MONITORING INFORMATION
Monitoring Type: Site Visit Desk Audit
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4 5
A. Yes No N/A
1 2
3 4
B. Yes No N/A
1 2
3 4
5 6
7 Were there material weaknesses or reportable conditions? If answer is no, skip to #10.
If yes to #5, has the sub-recipient developed a Corrective Action Plan (CAP)? Please submit as soon as available.
When did/will the sub-recipient submit the CAP to SDHC? Was the latest audited FS provided? 12/31/2023
Was the latest single audit (A-133) provided? If N/A, please add in comments reasoning for no single audit.
FYE 12/31/23 single audit
If a single audit was conducted, was the Single Audit
submitted to the Federal Audit Clearinghouse (FAC) within 9 months after the close of the sub-recipient's fiscal year? (website: http://harvester.census.gov/sac/). Provide proof of submission.
Accepted by FAC
n. Audits
AUDIT Comments
Please provide the latest audited financial statements, to include the single audit report. 12/31/2023 audited FS and single audit provided. k. Financial Reporting Procedures
l. Investing/Banking Policies
m. Budgeting
h. Revenue
i. Expenses
j. Policy for Writing Off Delinquent Debt
e. Cash Receipts
f. Cash Disbursements
g. General Ledger Account Coding
b. Checks
c. Payment of Bills
d. Petty Cash
Who approves procedures updates? Reviewed by the Finance Committee and sent to the Board for approval
Do the procedures include the following components:
a. Accounting Methods Accrual Basis
FINANCIAL & ACCOUNTING PROCEDURES Comments
Does the sub-recipient have Financial & Accounting
Procedures?
When were the procedures last updated (date)? 8/7/2023
Who will be responsible for preparing the CAP?
If there are significant findings, did you communicate to the organization that you will visit them again within a defined period to ensure that the CAP is being implemented?
1. EVALUATION OF SUB-RECIPIENT ABILITY TO ADMINISTER GOVERNMENT FUNDS
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8 9
10 C. Yes No N/A
1 2
3 D. Yes No N/A
1 2
3 4
If answer to #2 is: no, inquire of what process they have in place to ensure that MTW-funded HAP payments collected
are matching their needs (expenses / HAP payments to
landlords/property management agencies).
DETAILED ADDITIONAL COMMENTS
Does the subrecipient also receives MTW vouchers HAP
payments? If no, skip this section and go to the conclusion section (up top)
Does the subrecipient reconciles on a regular basis the HAP amount received from SDHC to the HAP amount paid out to landlord?
If answer to #2 is: yes, please provide reconciliation. Does the reconciliation provides reasonable explanation for
variance?
If yes, then internal control is in place and adequate.
If it doesn't, request explanation from subrecipient:
-
I
f the explanation is not deemed reasonable, consider
drafting a finding.
-
I
f explanatin is reasonable, consider recommending that
explanation for variances be systematically documented on the reconciliation.
Were the costs used for match reasonable? Were they used towards the same program?
4. MTW VOUCHERS RECIPIENTS
MTW VOUCHERS RECIPIENTS Comments
MATCH/LEVERAGE Comments
Does the sub-recipient have a match/leverage requirement? (CoC 25%, ESG 100%)
Does the sub-recipient track the required match? Please provide match tracker.
2. DETAILED REVIEW OF GRANT EXPENSES
As a detailed review of 100% of grant expenses is completed by SDHC on a monthly basis (review of Requests for Reimbursements- RFRs), no additional monitoring in this area is needed.
3. MATCH/LEVERAGE
When was/will the CAP (be) fully implemented?
Is further follow-up required?
Does the sub-recipient have a current registration on the US Federal Contractor Registration?
https://www.uscontractorregistration.com/
Expires: 2/03/2026
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Comment:
Comment:
Comment:
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Code Enforcement Homeless Cases
Opened between 11
/1/2024 and 6/30/2025
(45 Cases)
CASE DATE STATUS LOCATION
CE24-1804 11/1/2024 CLOSED 224 N Emerald Dr (CHEVRON GAS STATION) CE24-1969 11/15/2024 CLOSED 757 N. Santa Fe Avenue (Vacant Lot) CE24-2195 12/10/2024 CLOSED 825 S Santa Fe Ave
CE24-2227 12/18/2024 CLOSED 650 Sycamore Avenue - Under Burlington Bridge CE24-2229 12/21/2024 OPEN 938 Taylor st
CE24-2230 12/21/2024 OPEN 552 W BOBIER DR
CE25-0007 1/7/2025 OPEN 757 N. Santa Fe Avenue (Vacant Lot) Eaton Way CE25-0093 1/16/2025 CLOSED 1370 E. Vista Way - Beverage House 4 CE25-0101 1/21/2025 CLOSED HACIENDA DR - 166-440-4200
CE25-0172 1/31/2025 CLOSED 1220 E VISTA WAY
CE25-0204 2/6/2025 CLOSED BREEZE HILL RD (166-150-49-00) AC FRM WANDERING ROAD CE25-0249 2/13/2025 CLOSED 200 HUFF STREET (POSSIBLE ON U-STORE IT PROPERTY) CE25-0333 2/22/2025 CLOSED 879 S SANTA FE AVE
CE25-0351 2/24/2025 CLOSED 1260 E Vista Way
CE25-0353 2/25/2025 CLOSED 879-883 S Santa Fe Ave (BHD CRICKETT) CE25-0354 2/25/2025 CLOSED GRAND AVE (217-251-24-00)
CE25-0355 2/25/2025 CLOSED 2360 GREEN OAK
CE25-0364 2/25/2025 OPEN 417-425 La Tortuga Dr
CE25-0394 2/28/2025 CLOSED 600 - 698 Paseo Buena Vista / Townsite CE25-0454 3/4/2025 CLOSED 101-133 Lado de Loma Dr
CE25-0476 3/3/2025 CLOSED 310 SYCAMORE AVE (OLD WALGREENS) CE25-0536 3/6/2025 CLOSED 1070 S SANTA FE
CE25-0537 3/6/2025 CLOSED 650 SYCAMORE AVE (OLD BURLINGTON BLDG) CE25-0594 3/8/2025 CLOSED 1625 W. VISTA WAY
CE25-0595 3/11/2025 CLOSED VALE TERRACE - 176-360-28-00 CE25-0604 3/11/2025 CLOSED 251 S Melrose Dr
CE25-0759 3/26/2025 CLOSED 650 SYCAMORE AVE
CE25-0761 3/26/2025 CLOSED 730 Sycamore Ave
CE25-0882 4/21/2025 CLOSED 1070 S Santa Fe Ave
CE25-0883 4/21/2025 CLOSED Sycamore Ave & GREEN OAK (LOT AT CORNER) CE25-0890 4/22/2025 CLOSED 985 VALE TERRACE
CE25-0930 4/28/2025 CLOSED 636 W California Ave
CE25-0935 4/28/2025 CLOSED 446 Lado de Loma Dr
CE25-0964 4/29/2025 CLOSED 1160 HACIENDA DR (VACANT LOT) CE25-0970 4/29/2025 CLOSED 1000 VALE TERRACE
CE25-0992 5/5/2025 OPEN GRAPEVINE RD & W VISTA WAY (CNR VACANT LOT) CE25-1012 5/9/2025 CLOSED 204 Sweet Bay Court Laurel Creek CE25-1070 5/13/2025 OPEN 636 SYCAMORE AVE (GM GAS STATION) CE25-1151 5/22/2025 CLOSED 1070 S Santa Fe Ave
CE25-1189 6/4/2025 CLOSED 1120 SYCAMORE AVE
CE25-1206 6/5/2025 OPEN 2070 HACIENDA & THUNDER (BHD VISTA SIGN) CE25-1217 6/8/2025 CLOSED 960 POSTAL WAY
CE25-1218 6/9/2025 CLOSED 165 EUCALYPTUS AVE
CE25-1223 6/9/2025 OPEN APN 2172122600 (next to 1 Viper) WOODED AREA CE25-1226 6/10/2025 CLOSED 950 S Santa Fe Ave
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EXHIBIT 4
May 7, 2024
John Conley
City Manager
City of Vista
200 Civic Center Dr.
Vista, CA 92084
Re: Housing Innovation Pilot Award Letter
Dear John Conley,
The Regional Task Force on Homelessness (RTFH) is pleased to award City of Vista funding for the Housing Innovation pilot program in the amount of $336,809.25. This project is a collaborative partnership between City of Vista, City of La Mesa and Townspeople. The funding will require a collaborative MOU of the partnership.
Your contract is forthcoming and we will get this to you as soon as possible. Upon receipt of the contract, please review for the full terms and conditions of the grant award.
RT
FH supports the critical work of the City of Vista in providing persons who are currently experiencing homelessness with shelter and wrap-around services to focus on permanent housing and long-term stability. We look forward to our continued partnership in making homelessness in San Diego rare, brief, and non-recurring.
If you have any questions or need any assistance, please feel free to contact the Grants & Contracts Manager, Susan Kim at [email protected].
In Partnership,
L
ahela Mattox
Chief Operating Officer
Regional Task Force on Homelessness
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EXHIBIT 5
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Alliance for
Regional Solutions
Shelter Provided to the
Homeless in
North San Diego County
Bridge Housing Between
07/1/2024 - 06/30/2025
Report prepared by:
Regional Task Force on Homelessness
4699 Murphy Canyon Road
San Diego, California 92123
858-292-7627
http://www.rtfhsd.org
August 2025
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EXHIBIT 7
Acknowledgements
This report was prepared by the Regional Task Force on Homelessness (RTFH), on behalf of the Alliance for Regional Solutions (ARS).
The authors greatly appreciate the efforts of the member agencies and staff operating the ARS Bridge Housing.
In particular, we would like to commend the data collection and data entry staff, whose thoroughness and attention to detail have made this report meaningful and rich. 10/02/2025
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Table of Contents
Introduction 1
Background 1
A. Data Collection 1
B. Data Analysis 1
C. Limitations 1
D. Scope 1
Results 2
A. Location and Length of Service 2
B. Demographic and Prior Living Situation Information 4
1. Information Collected from All Clients 4
C. Income, Non-Cash Benefits, and Employment Situation 20 D. Length of Participation in Shelters 25
E. Destination upon Leaving Shelter 27
F. Clients exiting 2023-2024 and returning in 2024-2025 28 Summary 33
Appendix A – Recommendations 34
Appendix B – Data Tables 35
A. Demographic Characteristics of Clients Sheltered, 2024-2025 North San Diego Bridge Housing (n=468 clients) 35
B. 2023-2024 North San Diego Bridge Housing Returning Clients 43 References 45
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Introduction
The Alliance for Regional Solutions (ARS) collected client shelter stay data during its 2024 -2025 Bridge Housing homeless services in North San Diego County. This report describes the number of clients that were sheltered, the demographic characteristics of these clients, the length of shelter provided to these clients, as well as a brief review of clients served during both the 2023-2024 and the 2024-2025 year.
The ARS commission ed the Regional Task Force on Homelessness (RTFH) to analyze the 2024 -2025 Bridge Housing data. The data was entered by Bridge Housing staff into a secure online database and extracted for analysis in July 2025.
Background
A. Data Collection
Shelter staff collected information about the residents who stayed in their respective bridge housing shelters.
This included client demographics and residential information. The staff members entered the data into a secure online homeless management infor mation system (HMIS) database called Clarity which is the designated HMIS for the San Diego City and County Continuum of Care region. Data represents ARS bridge housing program entries recorded in Clarity until or before July 1, 2025.
B. Data Analysis
Most of the data manipulation was done using Looker and various HUD reports which generated the final numbers used in this report. Looker is the data analysis tool integrated into Clarity’s web -based HMIS.
Clarity also has several HUD reports built into its system. All graphs and charts were created using Looker and Microsoft Excel.
C. Limitations
Any time data is collected, there can be errors in the data collection or the data entry process. During collection, data may not be completely collected or it m ay be recorded erroneously. Another limitation is that most questions primarily rely upon client self -report, which may or may not be truthful. Self -report, however, is often the only method available.
D. Scope
These findings apply only to the persons wh o used these bridge housing shelter services and not to the homeless population at large in North San Diego County nor to all sheltered clients in San Diego. Whether or not these sheltered clients were similar to those served in other bridge housing in Sa n Diego or to the general homeless population was not examined.
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Results
A total of 468 distinct clients were recorded from the six 2024 -2025 North San Diego ARS bridge housing programs. The three largest Alliance North San Diego Bridge Housing programs provided shelter service to 393 clients, which is about 84% of the total number of clients (Operation Hope North County, Catholic Charities - La Posada De Guadalupe, and Interfaith Community Services - Escondido Family Shelter (Table 1).
A. Location and Length of Service
A total of 157 ARS beds were available to temporarily hou se homeless individuals in the North San Diego area throughout the year (Table 1). Together these beds enabled 53,921 bed -nights to be provided (Bed Nights Available) between the 468 distinct clients. Program utilization (bed -nights used/bed -nights available) ranged from 70% to 99%.
The 468 distinct client stays in the North San Diego Bridge Housing averaged 85 nights (Table 1). Although the number of nights varied from 1 day to 1 year. Fourteen percent were sheltered for 7 to 29 nights (1 week - 1 month) and thirty-one percent (31.2%) of the clients were sheltered for 30 to 89 nights (1 -3 months) (Graph 1).
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Table 1. Shelter Capacity and Shelter Provided, 2024-2025 North San Diego Bridge Housing
Program Name
Clients served
Program Capacity Shelter Provided
Number of
Beds 1
Number of
Operating
Nights 2
Bed-Nights
Available 3
Bed-Nights
Used 4
Bed-Night
Utilization Enrollments in
the programs
Client
count6
Interfaith Shelter Network-North County Coastal 5
Men, women and families 12 83 996 708 71% 14 14
Catholic Charities - La Posada De Guadalupe
Men 35 365 12,775 11,910 93% 160 151
Carlsbad ERF - La Posada De Guadalupe
Men 15 365 5,475 4,127 75% 43 39
Operation Hope North County
Families and women 45 365 16,425 12,113 74% 146 146
Interfaith Community Services-Haven House
Bridge Housing
Men and women
10 365 3,650 3,605 99% 35 35
Interfaith Community Services-Escondido Family
Shelter
Men, women and families
40 365 14,600 10,151 70% 104 99
Total 157 1,908 53,921 42,614 80% 502 468
1 Number reported by project staff.
2 Dates of operation reported by project staff; operating nights were calculated based on what was reported to the RTFH during the 2025 Housing Inventory Count (HIC). 3 The number of beds multiplied by the number of operating nights. 4 One person staying one night is a bed-night. It is calculated using the sum of enrollment days in the project for each provider. . 5 Interfaith Shelter Network North County Coastal was operating for 83 nights, from January 6, 2025 to March 30, 2025 6 Total distinct client count may not add up to the listed provider’s client count since duplicate clients are served in different programs.
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Graph 1
Number of Nights of Shelter per Client per Stay,
2024-2025 North San Diego Bridge Housing
(n=468 Clients)
B. Demographic and Prior Living Situation Information
Demographic and prior living situation information for the clients served is presented below. The data was collected on adults and children, unless the description explicitly states otherwise.
1. Information Collected from All Clients
As seen in the graphs that follow (Graphs 2 and 3), 69.44% of sheltered individuals were males, and 28% of all clients were of singularly Hispanic/Latino/a/e origin. The majority of sheltered individuals (43%) identified as white, followed distantly by Hispanic origin (28%) (Graph 3). Less clients reported as a combination of both White and Hispanic ethnicities (18%) as opposed to singularly Hispanic (28%). 10/02/2025
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Graph 2
Gender distribution of Clients Sheltered,
2024-2025 North San Diego Bridge Housing
(n=468 Clients)
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Graph 3
Race and Ethnicity distribution of Clients Sheltered,
2024-2025 North San Diego Bridge Housing
(n=468 Clients)
Table 2. Race and Ethnicity distribution of Clients Sheltered
* Numbers adjusted for rounding
Race distribution of Clients Sheltered
Client Percent*
Race and Ethnicity Hispanic Non-Hispanic
White 18% 25%
Hispanic/Latina/e/o 28% 0%
American Indian, Alaska Native, or Indigenous 0% 1%
Multi-Racial 1% 2%
Black, African American, or African 2% 17%
Asian or Asian American 0% 1%
Native Hawaiian or Pacific Islander 0% 1%
Client prefers not to answer 0% 2%
Total 232 236
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Breaking down the age demographics of sheltered clients, 13.5% were aged between 45-54, 10.3% fell within the 55-61 age bracket, and 10.9% were aged 62 and above. Notably, children (those 17 years or younger) constituted 31% of the clientele with young kids aged 5 -12 representing the largest portion of youth at
14.1%. This means that a significant 69% of the sheltered clien ts were adults, ranging from 18 to 62 years and older (Graph 4).
Graph 4
Age Group of Clients Sheltered,
2024-2025 North San Diego Bridge Housing
(n=468 Clients) 1
1Age of the client at the project start.
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Analyzing the enrollment patterns, 49.89% of clients registered alongside family members, while the slight majority, 50.11%, enrolled as individuals (see Graph 5). When examining the types of households served, 21% are categorized as “Households with children,” whereas a significant 78% fall under “Single Adult” households (refer to Graph 6).
Graph 5
Family versus Individual Client Enrollments,
2024-2025 North San Diego Bridge Housing
(n=468 Clients)
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Graph 6
Households Served by Households Type,
2024-2025 North San Diego Bridge Housing
(n=330 Households)1
1Total number of households..
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Out of the 468 clients, a slight majority of 50.11% are single adults. In contrast, 49.47% are part of “Households with children” (illustrated in Graph 7). Delving deeper into the 233 clients from “Households with Children” (graph 8), adults constitute 38.2%, while children represent a larger portion at 61.8%.
Graph 7
Total Clients Served by Households Type,
2024-2025 North San Diego Bridge Housing
(n=468 Clients)
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Graph 8
Households with Children and Adults Served
2024-2025 North San Diego Bridge Housing
(n=233 Clients)
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An overwhelming 76% of clients who provided data indicated that they experienced homelessness within San Diego County just before entering the project. Specifically, 70% of these clients pinpointed their location of homelessness to North County San Diego. The primary areas within North Coun ty include Carlsbad (41.8%), Escondido (24%), Vista (2.2%), and Oceanside (2%). Furthermore, about 1% of clients experienced homelessness outside of California prior to their project entry (refer to Graph 9).
Graph 9
Location Immediately Prior to Entry
2024-2025 North San Diego Bridge Housing
(n=400 Clients)1,2
1 Response categories Client Doesn’t Know/Client prefers not to answer/Missing were collapsed into one category, “Data not Collected”. 2 Clients could have more than one enrollment, and therefore more than one location prior to entry.
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Demographic details were specifically gathered for adult clients aged 18 and above, totaling 322 individuals.
Of these adults, 4.66% reported a history of military service (refer to Graph 10). A closer look reveals that 94% of these veterans are male and 6% female, while a notable 47% of all homeless veterans in the reporting cohort are chronically homeless (details in Appendix B, Table 9, 10).
Graph 10
Military History
2024-2025 North San Diego Bridge Housing
(n=322 Adult Clients)1
1 Military history was not collected from all 468 clients because it is only applicable to adult clients.
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Approximately 16% of adults disclosed a history of domestic violence (refer to Graph 11). Analyzing this by gender, of the 52 victims of domestic violence, 55.77% identified as female, and 44.23% as male (see Graph 12).
Graph 11
Domestic violence victims
2024-2025 North San Diego Bridge Housing
(n=322 Adult Clients)1
1 History of domestic violence was not collected from all 468 clients because it is only applicable to adult clients.
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Graph 12
Domestic violence victims History by Gender
2024-2025 North San Diego Bridge Housing
(n=52 Adult Clients)
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Forty-eight percent (48.14%) of clients indicated they have a disabling condition, whereas 50.41% stated they do not have such a condition (refer to Graph 13).
Graph 13
Disabling Condition
2024-2025 North San Diego Bridge Housing
(n=468 Clients)1
1 Some clients have more than one enrollment throughout the reporting period; hence, there are more than 468 disabling condition responses.
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Among the number of disabilities reported by clients, mental health disorders and chronic health conditions were the most commonly reported conditions with 127 and 113, respectively. Physical disabilities were cited 108 times, substance abuse was cited 71 times , and there were 41 affirmations of a developmental disability.
A minimal number, about 1% (3), represented having HIV/AIDS (see Graph 14).
Graph 14
Disability Type
2024-2025 North San Diego Bridge Housing
(n=236 Clients)1
1 In determining the total number of distinct clients with a disablement, it was found that there are 236 clients. This figure takes into account that certain clients have been diagnosed with multiple conditions. Therefore, the total number of disabilities exceeds the number of unique clients.
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Out of the total clients served, 56% (or 133 clients) reported having two or more co -occurring disabling conditions. Meanwhile, 43.64% (or 103 clients) indicated they have just one type of disability. Specifically,
29.24% (or 69 clients) mentioned two co-occurring disabilities, and 27.12% (or 64 clients) reported three or more types of disabilities. (Refer to Graph 15).
Graph 15
Disabilities by Number
2024-2025 North San Diego Bridge Housing
(n=236 Clients)
Chronic homelessness is defined by prolonged or recurrent periods of homelessness, typically manifesting as life on the streets, in emergency shelters, or in safe havens, coupled with a persistent disabling condition. In the 2024-2025 operating year, 26% of all clients served were identified as chronically homeless upon their enrollment into an ARS shelter (see Appendix Data Table 20). A gender breakdown reveals that 89% of these individuals were male, while 11% were fe male (refer to Graph 16). The age group 55 -61 stood out, with 25% of the chronically homeless clients falling into this category, making it the most represented age bracket (Appendix Data Table 22). At the point of project entry, 65 of these chronically homeless individuals reported mental health issues, 41 indicated substance use disorders, and 60 cited physical disabilities (details in Appendix Data Table 23).
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Graph 16
Chronic Homelessness amongst Clients Sheltered
2024-2025 North San Diego Bridge Housing
(n=114 Clients)1,2
1 In this analysis, all chronically homeless adults were included without consideration for family status. 2 HUD Chronic Homelessness Definition: an individual (1) with a disabling condition or expected to be of long–continued and indefinite duration and substantially impairs ability to live independently of physical disability, developmental disability, chronic health con dition, HIV/AIDS, mental health problem or substance abuse, and (2) who enter from streets, emergency shelter or safe haven, and (3) has been continuously homeless for a year or more, or has had at least four episodes of homelessness in the past three years, OR (4) a household member of a head of household (who may be a child) or any adult in the household meeting the previous disability & homelessness criteria outlined in 1, 2 and 3. (HMIS Standard Reporting Terminology Glossary, October 2015, Version 2.2).
Data detailing the living conditions of clients the night prior to their shelter program entry was compiled for adult clients (n=322, see Graph 17). A significant 64% reported their immediate prior living situation as a 'place not meant for habitation’. This encompasses areas like streets, cars, abandoned buildings, fields, beneath highway overpasses, and other similar locations. Beyond these unconventional dwellings, a predominant number (39%) of clients transitioned to the shelter from unstable or temporary accommodations. This includes emergency shelters, motels or hotels (either funded by an organization or the client themselves), residences of family or friends, or institutional settings. However, self-pay motels aren't considered a homeless situation and may not be eligible for housing subsidy. It shows people most often are on the streets (64%), shelter (19%), or trying to make it on their own (7%) in a very expensive stop-gap.
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Graph 17
Living Situation Prior to First Shelter Night for Sheltered Adult Clients, 2024-2025 North San Diego Bridge Housing
(n=322 Adult Clients)
C. Income, Non-Cash Benefits, and Employment Situation
Information about a client’s income at project entry was recorded for adult clients served. Only clients who were adults at entry had their income recorded upon entry into the shelter (n=322). Also, 50 .8% of adult clients reported having at least one source of income, and 48.9% said they did not have any source of income at entry into the shelter (Graph 18).
Of those with a source of income, a large plurality of clients reported receiving earned income from employment (27.7%), Social Security Income (SSI) (20.9%), or General Assistance (GA) (13.6%) (Graph 19).
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Graph 18
Income Received for Adult Sheltered Clients
2024-2025 North San Diego Bridge Housing
(n=322 Adult Clients)
Graph 19
Income Source for Adult Sheltered Clients
2024-2025 North San Diego Bridge Housing
(n=164 Adult Clients)1
1 Percentages add up to be greater than 100% because clients could report more than one source of income.
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Income levels spanned a wide range among clients at ARS shelters. Monthly incomes ranged from a minimum of $40 to a maximum of $4,975 (refer to Table 3). A significant 92.2% of client enrollments fell into the 'extremely low income' bracket, earning less than 30% of the Area Median Income (AMI). Another 7.8% were classified as 'very low income', earning between 31 -50% of AMI (see Graph 21). The mean monthly income for clients who reported earnings stood at $1,513.13, with a median of $1,208. This shows a positive skew of the data (as seen in Graph 20) because the clients who reported higher incomes cause the mean to overestimate the income.
Graph 20
Monthly Average Income Levels - Count of Clients at each Income Brackets reported at Entry 2024-2025 North San Diego Bridge Housing
(n=164 Adult Clients)1
1 Income amounts from all sources averaged for each client because clients can have multiple enrollments.
Table 3. Income Amount for Adult Clients Sheltered, 2024-2025 North San Diego Bridge Housing (n=164 adults with income amounts reported)
Summary of Income Amounts Reported
Minimum Maximum Median Average
$40 $4,975 $1,208 $1,513.13
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Graph 21
Area Median Income – AMI as reported at Entry
2024-2025 North San Diego Bridge Housing
(n=164 Adult Clients)
Non-cash benefits serve as a crucial resource for many clients. Upon project entry, 193 adult clients indicated they were beneficiaries of such non -cash aids, while 136 stated they weren't receiving any (refer to Graph 22). Diving into specifics, 187 clients were recipients of SNAP (Supplemental Nutrition Assistance Program, commonly known as food stamps), and 6 clients reported availing other types of services (as depicted in Graph 23).
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Graph 22
Non-Cash Benefit for Sheltered Adult Clients at Project Start 2024-2025 North San Diego Bridge Housing
(n=322 Adult Clients)
Graph 23
Non-Cash Benefit Type for Sheltered Adult Clients at Project Start 2024-2025 North San Diego Bridge Housing
(n=193 Adult Clients)1
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D. Length of Participation in Shelters
Using HMIS data, we assessed the duration of unique shelter stays for clients in the ARS North County emergency shelter programs. A large majority of stays, 82%, fell in the range of within 180 days, with a significant 28% of enrollments having continuous stays of 91-180 days (see Graph 24). A small but notable 2% of enrollments had length of stays of over 1 year, but exited the program during this reporting period.
Graph 24
Length of Stay - All Clients
2024-2025 North San Diego Bridge Housing
(n=502 Enrollments)1
For the context of this report, a 'stayer' is defined as a client who remains enrolled in an ARS shelter up to the report's concluding day. Conversely, a 'leaver' refers to an individual who was enrolled at some point during the reporting year but was not enrolled in any ARS shelter by the end of the reporting period. The distribution of stayers and leavers is similar to the overall distribution of client length of stay, with the majority being less than 180 days (refer to Graphs 25 and 26). For stayers, the majority had stays of 61-180 days during the reporting period, while for leavers, the majority had stays of 30 days or less or 91-180 days.
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Graph 25
Length of Stay - Stayers
2024-2025 North San Diego Bridge Housing
(n=116 Enrollments)1
Graph 26
Length of Stay - Leavers
2024-2025 North San Diego Bridge Housing
(n=386 Enrollments)1,2
1This graph shows number of enrollments, rather than clients, because clients can have multiple enrollments with varying lengths of stay. 2 The number of stayers and leavers does not equal the total number of distinct clients due to there being more than 468 total enrollments. 10/02/2025
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E. Destination upon Leaving Shelter
For the 2024-2025 reporting period, exit data was captured for 77% of clients leaving shelters (362 out of 468).
Of the 377 departures from the shelters by the year's end, 38% (or 142 ex its out of 377) were to a homeless situation, such as another emergency shelter, while nearly half, 49% (or 186 exits out of 377), were to temporary or permanent housing solutions (see Graph 27). The predominant exit destination of these 362 clients, represented by 104 departures (28%), was to a place not meant for habitation (see Graph 28). The next most frequent exit was rental by client, representing 80 departures (21%). An exit interview was unable to be completed for 35 enrollments (9%) (as depicted in Graph 28).
Graph 27
Exit Destination upon Leaving Shelter
2024-2025 North San Diego Bridge Housing
(n=362 Clients)1
1 There are more exit destinations than the number of unique clients (362) due to the multiple enrollments of some clients into these programs throughout the reporting period.
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Graph 28
Exit Destination upon Leaving Shelter (by Category)
2024-2025 North San Diego Bridge Housing
(n=362 Clients)1
1 There are more exit destinations than the number of unique clients (362) due to the multiple enrollments of some clients into these programs throughout the reporting period.
F. Clients exiting 2023-2024 and returning in 2024-2025 To gain a comprehensive understanding of the clientele served by North San Diego Bridge Housing, we juxtaposed the list of clients sheltered during the 2024-2025 operating year with those from the preceding 2023-2024 year. Notably, around 6% (or 26 out of 468) of this year's clients had also been served in the previous year. About 73% of these returning clients were adults (refer to Graph 31).
Examining the gender distribution of these returning clients, approximately 69.23% were male, while 30.77% were female (see Graph 29). A small fraction of returning adults, 5.26% (1 client), identified as a veteran (illustrated in Graph 30). Of this group of 26 returning clients, 50% of them reported a disabling condition (Graph 32).
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Graph 29
Gender of Returning Clients Sheltered
North San Diego Bridge Housing
(n=26 Clients)1
1 Clients with shelter stay(s) during the 2023-2024 year returning for shelter stay(s) during the 2024-2025 year.
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Graph 30
Veteran History of Returning Adult Clients Sheltered
North San Diego Bridge Housing
(n=19 Adult Clients)1
1 Clients with shelter stay(s) during the 2023-2024 year returning for shelter stay(s) during the 2024-2025 year.
Graph 31
Age Group of Returning Clients Sheltered in both
2023-2024 & 2024-2025 North San Diego Bridge Housing
(n=26 Clients)1
1 Clients with shelter stay(s) during the 2023-2024 year returning for shelter stay(s) during the 2024-2025 year. 10/02/2025
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Graph 32
Disabling Condition Status of Returning Clients Sheltered North San Diego Bridge Housing
(n=26 Clients)1
1 Clients with shelter stay(s) during the 2023-2024 year returning for shelter stay(s) during the 2024-2025 year.
Upon examination of the post-shelter exit destination for returning clients across the two years, noticeable variations emerged (as depicted in Graph 33). The following data pertains to the cohort of 26 clients who had an enrollment in each reporting year. These individuals had exited during the 2023-2024 year and subsequently returned in the 2024-2025 year.
In the 2023-2024 period, the predominant exit destination for returners was to emergency shelter (9 clients), followed by a place not meant for habitation (5 clients). In comparison, the predominant exit in the 2024- 2025 period was to a place not meant for habitation (12 clients), followed by rental by client (5 clients), and not all clients had exited the program by the end of the reporting year. Overall, of the returning clients who exited within the reporting year, there was an increase of exits to a homeless situation (48% vs 55%) while exits to permanent or temporary housing situations stayed about the same (27%).
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Graph 33
Exit Destinations of Returning Clients Sheltered in Each Year North San Diego Bridge Housing
(n=26 Clients)
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Summary
During the 2024 -2025 fiscal year, the North San Diego ARS Bridge Housing accommodated 468 distinct individuals. The majority of these clients were predominantly white, male, and not part of a family unit, as indicated in Graphs 2, 3, 5, and 7.
The age brackets most frequently utilizing the shelter were those between 25 -34, 35-44, and 5-12 years of age, constituting 15%, 14.3%, and 14.1% of the total population, respectively (See Appendix B, T able 3).
Approximately 48% of the clients disclosed having at least one disability (Appendix B, Table 14). Mental health disorders were the most commonly reported disability, affecting 27% of the clientele with a disability, followed by chronic health cond itions at 24%. HIV/AIDS was the least reported condition, making up just about 1% of the cases (Appendix B, Table 15). Nearly 16% of the adult clients indicated that they were survivors of domestic violence (Appendix B, Table 12). Among these, 56% identified as female and 44% as male (Appendix B, Table 13).
When it comes to exiting the ARS shelter system, roughly 49% of leavers transitioned to a temporary or permanent housing situation such as other shelters, staying or living with family or friends on temporary tenure, a rental by client with an ongoing housing subsidy, and others. Approximately 38% departed to a homeless situation (Graph 27). Given the emergency -focused nature of Bridge Housing shelters and their transient operational periods, it's noteworthy that 52% of stays for leavers during the 2024-2025 year were within a span of 90 days (Graph 26).
Cyclic shelter use—exiting and re-entering shelters—is sometimes a step in a client's journey toward resolving homelessness. Data shows that 6% (or 26 i ndividuals) of the clients served this year had also utilized ARS shelter services in the previous year, 2023-2024. These returning clients were predominantly male (69%), non- veterans (96%), and a majority of them were below the age of 45 (54%) (Appendix B, Tables 24, 25, 26).
Additionally, 26% of clients were categorized as chronically homeless upon entering the ARS Bridge Housing shelters (Appendix B, Table 20).
In summary, the data collected offers valuable insights into the demographics and needs of the clients served by the ARS shelter system in North San Diego County. The ARS Bridge to Housing Committee will be presented with these findings in order to spark ideas for solutions and recommendations on how to best offer services.
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Appendix A – Recommendations
The ARS North County Bridge Housing continues to impress with their consistent and careful data entry practices for data collected. The minimal amount of missing data illustrates their dedication to completing intake/assessment forms and meticul ous data entry into HMIS. Moving forward, we offer the following recommendations:
1. Employee Checklist: Develop and provide checklists for staff to further remember additional steps to increase data competency, such as: ensuring to add the correct prior/current location for clients, ensuring the correct toggles are selected, and that all numerical data (such as client funds) are entered correctly.
2. Client Exit Completion: Continue implementing strategies, such as a communication card for clients to communicate back with the shelters, for data completeness when clients exit programs.
3. Shared Housing Opportunities: Based on the income data in this report as well as recent and ongoing efforts to encourage a shared housing model, it is our recommendation to explore shared housing opportunities between clients in the ARS network of shelters.
4. Enhanced Cross-Verification: : Utilizing the reports available in HMIS, it is our recommendation to develop and/or continue incorporating the use of a cross-check system between HMIS data and actual data about clients staying at the shelters. This will prevent any issues with income, prior living, or any potentially missing exits or enrollments and can enhance HMIS’s ability to act as a live roster
5. Routine Data Quality Reviews and Updates: Participate in the HMIS Monitoring to ensure accurate data quality has been met, in addition to regularly running and reviewing reports such as the APR to ensure timely entry of both enrollment and exit data at all shelters. If any data updates are needed, ARS North County Bridge Housing may correct data quality issues and collaborate with RTFH as needed.
6. Continued Staff Training: Continue to ensure staff who collect and/or record responses related to chronic homelessness are trained and fully aware of the HUD definition. Staff should also be well trained to collect and record disabling conditions appropriately. Staff should also regularly have refresher training to further ensure guidelines are being upheld and lead to higher data competency.
7. Incentivizing Data Competency: Leveraging this performance report and HMIS data as well as reports available in HMIS can lead to the continued fostering of a culture of data competency and literacy in North County San Diego. Data Quality, timeliness, and data completeness check-ins with staff or teams can support an environment of collaboration and positive outcomes.
8. Follow-up Data Collection: Consider introducing more comprehensive follow-up data collection after clients exit the program. This data could provide crucial insights into the long-term impact of the program, contributing to a more informed strategy for sustainable solutions to homelessness.
9. Continued Collaboration with RTFH: As a final recommendation, we suggest maintaining and deepening collaboration with RTFH CoC staff in data analysis, review, and strategy implementation.
ARS is an exemplary leader in community commitment towards solving homelessness in North County. Further collaboration between ARS and RTFH could significantly enhance the entire region’s response to homelessness, using North County and ARS as a model.
As a concluding recommen dation, we strongly advocate for the continuation and enhancement of collaboration with RTFH CoC staff. The process of analyzing, reviewing, and implementing strategies based on the findings of this report has proven to be an effective approach to enhancin g capacity building, system planning, and implementation. The ARS's leadership and unwavering commitment have played a pivotal role in addressing homelessness in North County. By continuing to work in tandem with the RTFH, the ARS can further strengthen their position as a regional leader in the fight against homelessness. The success of these joint efforts can serve as a blueprint for other regions, showcasing how collaborative, data -informed approaches can lead to significant strides in resolving homelessness. This ongoing collaboration between ARS and RTFH has the potential to enhance not 10/02/2025
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2024-2025 ARS North County Bridge Housing Shelter Report
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only North County's response to homelessness but also the response of the entire region, thus amplifying the impact of these valuable initiatives.
Appendix B – Data Tables
A. Demographic Characteristics of Clients Sheltered, 2024-2025 North San Diego Bridge Housing (n=468 clients)
Table 1. Gender
Demographic Characteristic Number Percent*
Male 325 69%
Female 143 31%
Total 468 100%
Table 2. Race and Ethnicity
Race and Ethnicity Number Percent*
White 203 43%
Hispanic/Latina/e/o 129 28%
Black, African American, or African 89 19%
Multi-Racial 14 3%
Client prefers not to answer/DNC 9 2%
American Indian, Alaska Native, or
Indigenous 7 1%
Asian or Asian American 6 1%
Native Hawaiian or Pacific Islander 6 1%
Middle Eastern or North African 5 1%
Total 468 100%
* Numbers adjusted for rounding
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Table 3. Age Group (Age at Project Start)
Age Group Number Percent*
Under 5 54 12%
5-12 66 14%
13-17 26 6%
18-24 25 5%
25-34 70 15%
35-44 67 14%
45-54 63 14%
55-61 48 10%
62+ 51 11%
Total 470 100%
Table 4. Age - Adult versus Child
Age Group Number Percent*
Adult (18+ Years) 324 69%
Child (0-17 Years) 146 31%
Total 470 100%
* Numbers adjusted for rounding
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Table 5. Enrolled with Family versus Individually
Enrolled with Family/Individual Number Percent*
Family 235 50%
Individual 236 50%
Total 471 100%
Table 6. Household Served by Household Type
Household type Served count Percent*
Households without children 1 1%
Households with at least one adult and one
child 70 99%
Total 71 100%
Table 7. Total Clients Served by Household Type
Household type Served count Percent*
Households without children 2 0%
Households with at least one adult and one
child 233 49%
Single Adults 236 51%
Total 471 100%
* Numbers adjusted for rounding
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Table 8. Military Veteran
Military Veteran Number Percent*
Yes 15 5%
No 307 95%
Total 322 100%
Table 9. Chronic Status of Military Veteran
Chronically Homeless Veterans Number Percent*
Yes 7 47%
No 7 47%
DK/PNTA 1 6%
Total 15 100%
Table 10. Gender Distribution of Military Veteran
Gender Number Percent
Male 15 100%
Total 15 100%
Table 11. Age Distribution of Military Veteran
Age tier Number Percent*
25-34 2 13%
35-44 2 13%
45-54 2 13%
55-61 6 40%
62+ 3 20%
Total 15 100%
* Numbers adjusted for rounding
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2024-2025 ARS North County Bridge Housing Shelter Report 39 | Page
Table 12. Domestic Violence History (for adults)
Domestic Violence Victim history Number Percent*
Yes 52 16%
No 273 85%
Client prefers not to answer/Data not collected 2 0%
Total 327 100%
Table 13. Domestic Violence Victim History (By Gender)
Gender Number Percent*
Female 29 56%
Male 23 44%
Total 52 100%
Table 14. Disabling Condition
Disabled (Has a Disabling Condition) Number Percent*
Yes 233 48%
No 244 50%
Client prefers not to answer 7 1%
Total 484 100%
* Numbers adjusted for rounding
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Table 15. Health Conditions of Clients Sheltered
Disability Type Number Percent*
Physical Disability 108 23%
Mental Health Disorder 127 27%
Chronic Health Condition 113 24%
Substance Use Disorder 71 15%
Developmental Disability 41 9%
HIV / AIDS 3 1%
Total 463 100%
Table 16. Number of Disabilities per Disabled Client
Disability Type Number Percent*
1 Condition 103 44%
2 Conditions 69 29%
3+ Conditions 64 27%
Total 236 100%
Table 17. Presence of Income within Adult Population
Adult with/without Income Number Percent*
Adults with Income 164 51%
Adults with no income 158 49%
Missing/PNTA/Refused 0 0%
Total 322 100%
* Numbers adjusted for rounding
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2024-2025 ARS North County Bridge Housing Shelter Report 41 | Page
Table 18. Income Type
Income Type Number Percent*
Earned Income 53 28%
Supplemental Security Income (SSI) 40 21%
General Assistance (GA) 26 14%
Social Security Disability Insurance
(SSDI) 24 13%
Temporary Assistance for Needy
Families (TANF) 18 9%
Other Cash Income 10 5%
Social Security Retirement 6 3%
Unemployment Income 5 3%
Child Support 4 2%
Veterans Disability Payment 4 2%
Employment Pension 0 0%
Private Disability Insurance 0 0%
Total 190 100%
Table 19. Length of Participation
Days in a program All enrollment count Leavers count Stayers count <30 Days 99 80 19
31-60 days 74 54 20
61-90 days 94 68 26
91-180 Days 143 110 33
181-365 Days 81 63 18
1-2 Years 11 11 0
Total 502 386 116
* Numbers adjusted for rounding
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Table 20. Number of Chronically Homeless Persons at Project Start
Chronic status Number Percent*
Chronically Homeless 123 26%
Not Chronically Homeless 336 70%
Null/DK/PNTA/Missing 21 4%
Total 480 100%
Table 21. Gender Breakdown of Chronically Homeless Head of Households
Gender Number Percent*
Male 107 87%
Female 16 13%
Total 123 100%
Table 22. Age of Chronically Homeless Persons
Age group Number Percent*
0-17 11 9%
18-24 4 3%
25-34 13 11%
35-44 16 13%
45-54 26 21%
55-61 31 25%
62+ 22 18%
Total 123 100%
* Numbers adjusted for rounding
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Table 23. Health Conditions of Chronically Homeless Persons
Disability Type Number Percent*
Physical Disability 60 25%
Mental Health Disorder 65 27%
Chronic Health Condition 60 25%
Substance Use Disorder 41 17%
Development Disability 16 7%
HIV/AIDS 2 1%
Total 244 100%
B. 2023-2024 North San Diego Bridge Housing Returning Clients
*Clients Sheltered During both 2023 - 2024 & 2024 - 2025 Years*
Table 24. Gender of Returning Clients
Gender Number Percent*
Male 18 69%
Female 8 31%
Total 26 100%
Table 25. Military History of Returning Clients
Veteran Status Number Percent*
Yes 1 4%
No 18 69%
Null/Data not collected 7 27%
Total 26 100%
* Numbers adjusted for rounding
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2024-2025 ARS North County Bridge Housing Shelter Report 44 | Page
Table 26. Age Tier of Returning Clients
Age Tier Number Percent*
0-17 7 27%
18-24 0 0%
25-34 4 15%
35-44 3 12%
45-54 6 23%
55-64 4 15%
65 or Above 2 8%
Total 26 100%
* Numbers adjusted for rounding
Table 27. Exit Destination of Returning Clients
Destination Category Exit Destination 2023-2024 2024-2025 Homeless Situations Place not meant for habitation 5 12 Emergency Shelter (Including hotel/motel paid
for with emergency shelter voucher) 9 0
Institutional Situations Hospital or other residential non-psychiatric medical facility 0 2
Substance abuse treatment facility or detox
center 1 0
Jail, prison, or juvenile detention facility 2 0
Long-term care facility or nursing home 1 1
Psychiatric hospital or other psychiatric facility 1 0
Temporary Housing Situations Staying or living with friends, temporary tenure (e.g. room, apartment or house) 1 0
Rental by client, no ongoing housing subsidy 4 5
Hotel or motel paid for without emergency
shelter voucher 2 0
Permanent Housing Situations Rental by client, with housing subsidy 1 1 Other No exit interview completed 1 1
Client doesn't know/ Data not collected/ Other 1 0
Total 29 22
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References
National Alliance to End Homelessness, “Chronically Homeless” (December 2023), https://endhomelessness.org/homelessness-in-america/who-experiences-homelessness/chronically- homeless/ accessed 7-1-2024.
US Department of Housing and Urban Development, “HMIS Standard Reporting Terminology Glossary” (March 2024), version 1.2.
Alliance for Regional Solutions, “2023-2024 Bridge to Housing Report”, (July 2024).
US Department of Housing and Urban Development, “FY 2024 HMIS Data Standards Manual” (October, 2023), version 1.6
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Request for Proposals
Homelessness Navigation Center in Vista
Site Consultation and Operator Services
M
ay 5, 2025
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EXHIBIT 8
Introduction
The City of Vista (City) is a charter city incorporated in 1963, located seven miles inland from the Pacific Ocean in North San Diego County. Vista is approximately 19 square miles with a population of approximately 100,000 residents.
In response to the City's Strategic Plan to Address Homelessness, adopted in March 2020, the City seeks to establish a year -round Homelessness Navigation Center ("Center") to serve individuals experiencing homelessness.
The City is soliciting proposals from qualified firms or non -profit organizations for a two- phased engagement:
• Phase 1: Consultation services to identify and assess a site for the development of the Navigation Center.
• Phase 2: (Optional/Contingent) Operation of the Navigation Center once constructed.
Funding Availability
The City of Vista has secured and appropriated $5,500,000 toward the acquisition of a permanent Homelessness Navigation Center facility. Funding sources include locally generated revenues and funds awarded through the 2024 California Budget Act (Chapter 994, Statutes of 2024, AB 157 1). All activities
and services performed under any agreement resulting from this solicitation must comply with all applicable legislative requirements, including those set forth in the 2024 California Budget Act and any associated regulatory guidelines.
No funds are being made available by the City through this solicitation for the operating costs of the facility.
Contract Terms
The awarded contract will be for 12 months with option s of four additional contract extensions in increments at the City’s discretion. Phase 1 is anticipated to begin in July 2025 , and Phase 2 is expected to begin no later than January 1, 2027.
The awarded proposer must demonstrate its capacity to execute an agreement in accordance with the City’s Standard Contract for Services and to satisfy the City’s insurance requirements, as outlined in Appendix A.
Scope of Services
Phase 1: Site Identification Consultation
• Conduct a comprehensive assessment of properties within the City of Vista suitable for development or rehabilitation into a Navigation Center.
1 https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202320240AB157 10/02/2025
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• Analyze potential sites based on zoning compliance, public transportation access, environmental conditions, site readiness, acquisition feasibility, development costs, and community impact. • Coordinate with City staff to develop short-listed site options. • Prepare a final report summarizing site options, with ranked recommendations, estimated acquisition and development costs, and associated timelines. • Attend and present findings at public meetings and stakeholder workshops as needed.
Phase 2: Facility Operations (Contingent on Site Development) • Manage day-to-day operations of the Center, providing low-barrier, trauma-informed, Housing First-aligned services.
• Deliver wrap-around case management, housing navigation, and supportive services. • Administer Homeless Management Information System (HMIS) data entry and compliance. • Maintain the facility in accordance with safety, sanitation, and operational best practices. • Coordinate with local service providers, community-based organizations, and government entities.
• Conduct community engagement activities to promote neighborhood integration and transparency.
Evaluation Criteria
Proposals will be evaluated based on the submission of complete and accurate proposal forms and requested narrative materials addressing all required scope of services and requested narrative materials. Proposers should demonstrate the organization’s experience serving persons experiencing homelessness and ability to manage an emergency shelter or navigation center program, including methodology, client/staff ratio, required certifications, and shelter maintenance experience of staff members. All proposals shall include professional references and evidence of their organization’s governing body’s approval to apply for the RFP. The following scoring system will be utilized:
A. Organizational Experience, Readiness and Program Description 20 points B. General Program Overview 15 points
C. Level and Types of Services 15 points
D. Service Partners 10 points
E. Client Selection and Service Delivery 15 points
F.
Participation in Coordinated Entry System & Performance Measures (Measurable Objectives and Outcomes) 10 points
G. Annual Operating Budget (Phase 2) 15 points
Total 100 Points
The City reserves the right to amend, withdraw, and cancel this RFP. The City also reserves the right to reject all responses to this RFP at any time prior to agreement execution. Furthermore, the City reserves the right to request additional information about any and all proposals that in City’s opinion are necessary to ensure that the proposer’s competence, number of qualified employees, business 10/02/2025
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organization, experience, and financial resources are adequate to perform the services. All proposals shall be reviewed to verify that the proposer has met the minimum requirements as stated in this RFP.
Proposals that have not followed the instructions do not meet minimum content and quality standards, and/or do not provide references will be rejected as non-responsive. The City will act as the sole judge of the content of all proposals.
After proposals have been evaluated, the highest-ranking proposers may be invited to participate in an interview with the City. The selected organization shall enter into exclusive negotiations with the City to formalize the Scope of Services and Compensation. If the City is unable to obtain a fair and reasonable price or cannot reach agreement regarding the terms for the Scope of Services, then the City will end negotiations with that organization and begin negotiations with the next organization which best meets the needs of the City, and so on until the City and an organization reach agreement. The City intends to select the organization that offers the best value to the City based on the criteria outlined above, which may be amended based on such negotiations as determined by the City.
Proposal Instructions
A completed submittal will include the following documents:
1. Cover letter describing your organization, mission, history, objectives, programs and services, and any other pertinent organizational capacity information. Include statement of capacity to meet qualifications including but not limited to the City’s insurance and related requirements and include 3 professional references (4 pages maximum).
2. Most recently completed Audited Financial Statements.
3. Organizational Chart including key staffing for the proposed Center.
4. Narrative Description (20-page limit) which includes all of the following:
Program
a. Describe your organization’s experience working with local government, business, other providers and non-profit organizations through planning, design implementation, property management and operational phases.
b. Describe your organization’s experience providing social service programs to individuals experiencing homelessness and operating year-round emergency shelter and/or similar programs to the proposed Center. Attach a list of year-round emergency shelter(s) operated currently by your organization (include name of shelter, location, and total number of beds). Include relevant experience in San Diego County.
c. Explain how the Center will be integrated into the larger Continuum of Care system as well as the City’s Strategic Plan to Address Homelessness.
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d. Describe your organization’s prior experience with persons experiencing homelessness, including those experiencing chronic homelessness.
Target Goals/Expected Outcomes
a. Describe the target goals and expected outcomes for the Center and how they adhere to guidelines and expectation set forth by the U.S. Department of Housing and Urban Development’s HEARTH Act2.
b. Describe how the Center will provide support to the entire regional Continuum of Care (CoC) helping to move the system towards a higher level of system performance, a reduction in the number of persons who experience homelessness in our community, and an increase in access to housing opportunities for chronically homeless individuals utilizing Center services. Indicators for measuring effective system performance should include the following key characteristics:
i. R
eduction in First Time Homelessness - A
re fewer people experiencing
homelessness for the first
-ti
me? Are only persons who have no safe, appropriate
housing option being admitted to shelter?
ii. O
verall Reduction in Number of Persons Who Experience Homelessness -
Are
overall rates of homelessness declining? Is street homelessness declining? Is chronic homelessness declining?
iii. R
eduction in the Length of Time experiencing Homelessness - D o people experience
homelessness for shorter periods of time? A reasonably short length of time experiencing homelessness indicates system and program success in rapidly re- h
ousing persons who are homeless. It can also indicate efficiency related to turnover of beds which is essential to meet system demand for Year-Round Emergency Shelter Program.
iv
. Successful Resolution of Housing/Homelessness Crisis – Do people resolve their housing/homelessness crisis successfully by maintaining/obtaining permanent housing? Are people successfully connected to community-b ased supports?
v. R
eduction in Recidivism (subsequent return to homelessness) - Are repeat occurrences of homelessness avoided or declining?
Staffing
a. Provide a staffing and management plan including hiring policy, required licensure and/or certifications, screening and acceptance procedures, staffing policies for safe and humane environment, policies for staff training (annual staff evaluation and training plan, documentation of staff training), communication, resources and referrals, mental health and addiction skills, self-care, emergency procedures (evacuation, first aid, CPR, 911 reporting), safety conduct (prevention of abuse, crisis intervention, conflict resolutions), and appropriate behavior for dignity and respect.
2 https://www.hudexchange.info/homelessness-assistance/hearth-act/ 10/02/2025
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b. Describe the proposed staffing for the Center. Provide title and description of staff to be hired and number of staff. Include all staff (including security). Describe hiring of staff (including leveraging of staff between multiple programs) or any subcontracts or vendor agreements.
c. Provide resumes of key personnel; resumes will not be included in the 20-page limit of this section.
Administration
a. Describe your organization’s financial policies, including policies on financial requests from clients and client possessions and fund management.
b. Describe your safety policy for the facility including facility maintenance, fire and earthquake safety, fire prevention, and inspection and maintenance schedules.
c. Describe your on-site safety and security plan addressing secured entrances, on-site security personnel, alarms, cameras, lighting, loitering policy, de-escalation policy, entrance and exit procedures, client storage, weapons on site, and procedure for contacting police.
d. Describe your health policies related to possession of controlled substances, drug possession, security, use and access of prescription medications, use of over-the-counter medications, client access to emergency and medical care, first aid equipment, supplies and procedures, and policies and procedures for disease prevention.
e. Describe food policies related to the provision of nutritional needs of clients, meeting health department standards, and provision for sanitary storage and food preparation.
f. Include your organization’s most recently filed annual audit and financial statement (as a separate attachment, not included in narrative page count).
Client Services
a. Describe the admission criteria and procedures including:
I. Client rules and guidelines and identify how clients are involved.
II. Identification requirements.
III. Screening requirements.
IV. Bed reservation system.
V. Intaking new clients.
VI. Day leave and returning clients.
VII. Hours of operation.
b. Provide a brief summary of the types of services available for clients including:
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II. Length of stay for clients and any ability to extend.
III. Indicate level and type of supportive services (both on and off site).
IV. Location of services.
V. Proposed source of any additional funding for the services.
VI. Describe the level and frequency of case management.
c. Describe transportation policies including how clients will access the Center, staff transportation of clients, bus and client transportation services, delivery of Center goods, and community donations.
d. Describe how the facility will accommodate pets and service animals. Describe policies pertaining to the shelter of animals on or off site.
e. Describe how your organization will work with the City’s project manager and staff to influence the design of the Center.
f. Describe how clients will be connected to permanent affordable housing.
5. Proposed Annual Operating Budget (not included in narrative page count)
Include a detailed budget for the annual operating costs associated with the Center per the scope of work and services outlined in this RFP. The budget shall include a breakdown of all costs including staff, management, operational needs, etc. and a total budget amount. Include a budget narrative that includes:
a. Provide a description of the financial system utilized by the proposer and identify whether your organization has sufficient funds to sustain the program. Please submit documentation detailing your organization’s reserves. Documentation may include cash and/or credit reserves.
b. Identify whether your organization has a personnel policy manual with an affirmative action plan and grievance procedure. If not, explain why not.
c. Attach a list of the Board of Directors and resumes of key staff including program manager and fiscal officer.
d. Identify whether your organization has liability insurance coverage, in what amount, and with what insurance agency. Also identify whether your organization pays all payroll taxes and workers’ compensation as required by Federal and State Law. Additionally, note whether your organization has fidelity bond coverage for principal staff who handle the agency’s accounts, in what amount, and with what insuring agency.
All data, documents and other materials submitted in response to this RFP remain the property of the City. The City reserves the right to retain all RFPs and proposals submitted and to use any idea(s) in a 10/02/2025
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proposal regardless of whether that proposal is selected. Submission of a proposal indicates acceptance by the proposer of the conditions contained in this RFP and the appendices hereto unless clearly and specifically noted in the proposal and confirmed in the contract between the City and the selected service provider.
Proposal Submission
To receive addenda and submit a Proposal, Consultants 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, Consultants 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.” Consultants 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 Consultant is unable to register or download the RFP from OpenGov Procurement, a Consultant representative may contact OpenGov Procurement to troubleshoot the problem.
All 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 Consultant 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, May 30, 2025, at 4:00p.m. OpenGov Procurement will determine the official time 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.
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 on May 14, 2025, as specified in the RFP Schedule below.
Timeline for RFP Submission and Award
Activity Date
Public Notice announcing RFP May 5, 2025
Final Date for Submissions of Questions May 14, 2025
Submission Deadline May 30, 2025, 4:00 p.m.
Proposal Review and Interviews (if needed) June 2 – 3, 2025 10/02/2025
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Selection and Notification of Award June 4, 2025
Note: It is the City’s intention to award solely based on the proposals; however, we reserve the right to schedule interviews if necessary. The awarded agreement is expected to be recommended to City Council for approval on June 24, 2025, and the awarded proposer will be expected to present at that meeting.
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APPENDIX A
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 10/02/2025
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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 10/02/2025
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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.
1 1.7 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.
1 2.0 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. 1 3.0 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. 10/02/2025
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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. 1 5.0 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.
1 6.0 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.
1 6.2 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
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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. 10/02/2025
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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:
“Contractor”
NAMEX, statusx
By
:
Name/Title
By:
Name/Title
R
ISK MANAGEMENT REVIEW: DOLORES
GASCON, RISK MANAGER
By:
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EXHIBIT A
REQUEST FOR PROPOSALS
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EXHIBIT B
CONTRACTOR’S PROPOSAL
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EXHIBIT C
INSURANCE REQUIREMENTS
Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Contractor, his agents, representatives, employees, or subcontractors.
Nothing in these provisions shall limit 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 10/02/2025
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to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts, or equipment furnished in connection with such work or operations and automobiles owned, leased, hired, or borrowed by or on behalf of the Contractor. General liability coverage can be provided in the form of an endorsement to the Contractor’s insurance (at least as broad as ISO Form CG 20 10, CG 11 85 or both CG 20 10 and CG 20 37 forms if later revisions used), unless otherwise approved in advance by City.
2. For any claims related to this Project, the Contractor’s insurance coverage shall be primary insurance as respects City, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by City, its officers, officials, employees, and volunteers shall be excess of the Contractor’s insurance and shall not contribute with it.
3. Each insurance policy required by this clause shall provide that coverage shall not be canceled, except with notice to City.
Claims Made Policies
If any coverage required is written on a claims-made coverage form:
1. The retroactive date must be shown, and this date must be before the execution date of the contract or the beginning of contract work.
2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of contract work.
3. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the contract effective, or start of work date, the Contractor must purchase extended reporting period coverage for a minimum of five (5) years after completion of contract work.
4. A copy of the claims reporting requirements must be submitted to City for review.
Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best rating of no less than A: VII, unless otherwise acceptable to City.
Waiver of Subrogation
Contractor hereby agrees to waive rights of subrogation which any insurer of Contractor may acquire from Contractor by virtue of the payment of any loss. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation. The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of City for all work performed by the Contractor, its employees, agents and subcontractors.
Verification of Coverage
Contractor shall furnish City w
ith 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
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complete, certified copies of all required insurance policies, including endorsements, required by these specifications, at any time.
Subcontractors
Contractor shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Contractor shall ensure that City is an additional insured on insurance required from subcontractors. For CGL coverage, subcontractors shall provide coverage with a format least as broad as CG 20 38 04 13.
Special Risks or Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other circumstances. 10/02/2025
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AGREEMENT TO COMPLY WITH CALIFORNIA LABOR LAW REQUIREMENTS [Labor Code §§ 1720, 1771.1, 1773.8, 1775, 1776, 1777.5, 1813, 1860, 1861, 3700
NOT APPLICABLE TO THIS CONTRACT
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Release Date: May 5, 2025
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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City of Vista
Housing and Homeless Services Division
200 Civic Center Drive
Vista, CA 92084
To the City of Vista Housing and Homeless Services Division, The San Diego Rescue Mission (SDRM) is submitting a proposal for consideration to operate the Homelessness Navigation Center facility in the City of Vista. We will deliver services using the Navigation Center model we developed, in alignment with the statement of work outlined in the Request for Proposal (RFP).
With nearly 70 years of experience, SDRM brings knowledge, experience, and compassion to all we do. Our goal is to make a tangible impact in the communities SDRM serves by reducing the number of people experiencing homelessness through client-centered and outcomes-focused care.
In December 2024, SDRM entered into a renewable, year-to-year contract with the City of Vista to provide comprehensive outreach services. SDRM is committed to serving all individuals experiencing homelessness in Vista, regardless of race, religion, sexual orientation, gender identity, disability, or background. We actively maintain partnerships with regional service providers to ensure people experiencing homelessness in Vista are connected to shelter (either in or outside of the City). SDRM successfully passed its first quarterly review, reflecting our commitment to our system-level engagement and data-driven service approach.
SDRM remains determined in its mission to support the Vista community by helping individuals transition from homelessness to housing, both immediately and permanently.
This proposal reflects our continued commitment to accomplishing this shared goal alongside the City of Vista.
From November 25, 2024 to March 1, 2025, the San Diego Rescue Mission made a meaningful difference in the City of Vista.
• 184 total people served
• 13 total people permanently housed
• 53 neighbors sheltered and on a path to ending homelessness • 205 resources distributed (food, clothing, transportation, assistance with appointments, etc.)
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EXHIBIT 9
We understand that people face a multitude of complex factors when overcoming homelessness. As a result, SDRM holistically addresses the physical, mental, emotional, and spiritual needs of men, women, and children through a consortium of services. Our goal is not just to offer food and shelter but to create sustainable, permanent change. The shelter proposed in this RFP is one aspect of SDRM’s county- wide strategic model to address the issue of homelessness.
This approach begins with strategic outreach leveraging a relational model exemplifying the San Diego Continuum of Care (CoC) Street Outreach Standards. Next, SDRM provides access to low-barrier shelters through two “Lighthouses” in Oceanside and National City. SDRM prides itself on collaborating with a wide range of partners at the Lighthouses. The goal is to help people identify their next step forward. Finally, we have Mission Academy, our signature twelve-month holistic rehabilitation and recovery center.
We do this work with a sense of calling. Our work benefits from the support of over 24,000 donors and a devoted network of volunteers who stand behind our professional staff. Through a community partnership model, we are committed to changing the state of homelessness.
We bring a unique value proposition because we are not requesting operating funding from the City of Vista. Instead, monetary donations, grants and in-kind donations will fund services. Starting this summer, SDRM will also begin billing through CalAim. We received funding from the TA-Marketplace to collaborate with 211 to develop the ability to bill. Currently, we are working with Peer Professionals of California to establish workflows and processes to facilitate billing. We are asking the City of Vista to provide the building and we will facilitate the work needed to prepare the building to operate effectively. The cost for the work on the building and the furnishing of the building would be provided the City. Our goal is to enable the city to have resources available for other critical needs such as permanent housing, so we would enter a lease and operate the program at no cost to City.
Per the City of Vista’s Request for Proposal, our submission includes:
• Organizational Chart with Key Staffing
• Narrative Description with the following:
o Program Information
o Target Goals/Expected Outcomes
o Staffing
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o Administration
o Client Services
• Proposed Annual Operating Budget
• Audited Financial Statements
Additionally, the following statements are provided.
• SDRM’s current insurance meets the requirements outlined in the request for proposal and in the Contract for Services.
• SDRM has reviewed and is able to fully comply with the provisions outlined in the Contract for Services.
• The Proposal's terms will be valid for the project unless mutually agreed on and authorized by the City of Vista.
• SDRM will share staffing updates with the City of Vista and will keep the City fully informed of any changes.
References
• Oceanside Housing Authority, Leilani Hines
• The Salvation Army, Ashley Brown, Homeless Services Director • The Lucky Duck Foundation, Drew Moser, Chief Executive Officer We appreciate the City of Vista’s commitment to addressing homelessness and implementing strategic solutions in this region of San Diego County. We look forward to continuing this partnership with the City of Vista to address our region’s most pressing issue.
Paul Armstrong
Chief of Staff and Senior Vice President of Programs
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Narrative Description
Program
Describe your organization's experience working with local government, business, other providers and non-profit organizations through planning, design implementation, property management and operational phases.
The San Diego Rescue Mission believes that addressing homelessness should be a community-wide effort where everyone has a role: individuals, volunteers, businesses, churches, foundations, service providers, and local city governments.
In the City of Vista, the SDRM Outreach team collaborates with law enforcement, city officials, and local nonprofits, including Alpha Project, PATH, and Interfaith Community Services. Furthermore, the team works closely with local businesses, including LA Fitness, Bella Academy, and neighborhood gas stations, to address encampments and promote public safety.
SDRM manages multiple shelter facilities, including South County Lighthouse, Oceanside Navigation Center (North County Lighthouse), and Mission Academy. SDRM prides itself on operating trauma-informed facilities that foster healing and long-term recovery. The SDRM team oversees all day-to-day operations and staffing at the facilities while also engaging with community partners, including volunteers, churches, businesses, and foundations. These groups support our community through cleanup projects, outreach initiatives, caring for our residents, donation drives, and more. SDRM also ensures that all buildings comply with health and safety codes and regulations. In response to multiple shelters closing in the City of San Diego, SDRM signed a contract with the San Diego Housing Commission to provide 37 beds out of the South County Lighthouse location.
SDRM programs rely on collaboration with over 200 businesses and more than 50 foundations annually. The SDRM Corporate Partnerships staff team fosters long-term relationships that contribute to funding general operations, capital campaign projects, and capital items, as well as volunteer hours and support for residents. For example, two of our banks offer a Financial Literacy course. The annual Corporate Symposium brings together purpose-driven businesses to learn about the homelessness crisis, hear inspiring recovery stories, discover creative volunteer opportunities, and gain education on how to make the most significant impact.
In addition, SDRM operates a warehouse in National City that processes in kind donations and is a part of the region's food rescue initiatives. It provides over $2 million in resources for SDRM Programs and supports over thirty food pantries. 10/02/2025
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Describe your organization's experience providing social service programs to individuals experiencing homelessness and operating year-round emergency shelter and/or similar programs to the proposed Center. Attach a list of year- round emergency shelter(s) operated currently by your organization (include the name of shelter, location and total number of beds. Include relevant experience in San Diego County.
SDRM’s shelters focus on triage and determining the next step forward for guests.
SDRM currently runs shelter operations at the Oceanside Lighthouse and South County Lighthouse. The Lighthouse is a low-barrier model that serves men, women, and single parents with children. The shelter is currently set up as a 30-day model. However, we are having an open dialogue on modifying this structure to best fit those we serve and align with best practices for emergency shelter operations. The shelter is referral-only (through SDRM Outreach, Homeless Outreach Teams (OOT) and strategic partners.
SDRM provides three meals a day, clothing, necessities, and access to showers, laundry, and personal storage areas. Guests receive weekly case management sessions to identify options for rehabilitation and stable housing. Oftentimes, this includes entry into our long-term recovery program for men, women, and children called Mission Academy.
Please see the attached list of San Diego Rescue Mission locations.
Explain how the Center will be integrated into the larger Continuum of Care system as well as the City's Strategic Plan to Address homelessness.
SDRM is an outcomes-focused organization committed to a strategic approach to getting people experiencing homelessness off the streets immediately and permanently.
The Center will be integrated into the larger Continuum of Care system as well as the City's Strategic Plan to Address homelessness in the following ways:
1. Coordinated Entry System (CES): Because Permanent Supportive Housing (PSH) resources are managed through the Coordinated Entry System (CES), SDRM actively engages to make sure those who meet the criteria are properly documented in the Homeless Management Information System (HMIS). SDRM fully complies with HMIS requirements and understands the role and value HMIS brings to collecting data and facilitating coordination and access to services.
Further, the CoC manages the placement success rate into PSH. SDRM can commit to working with the CoC and leveraging CES to place as many qualified individuals as possible into PSH.
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2. Data Sharing: SDRM has a robust data integration strategy. In addition to HMIs, SDRM uses Mission Tracker, a case management software with data-sharing capabilities. Mission Tracker also integrates the Biopsychosocial assessment and the self-sufficiency matrix to facilitate a single depository of client information. SDRM is currently working with 211 San Diego on enhanced data integration. By July 2025, SDRM will have a single login capability with Mission Tracker and the Community Information Exchange (CIE) with bidirectional data exchange.
3. System Collaboration: SDRM views the Center as an extension of its ongoing collaboration with the City of Vista. The SDRM Outreach Team oversees Buena Creek Navigation Center bed referrals. BCNC also lets SDRM Outreach know about daily bed availability, and SDRM submits referrals for other organizations through the shelter-ready app. SDRM is also integrated with the City of Vista in four homelessness groups, including the Homeless Strategic Committee, Buena Creek Operations (BPO Walk with the local sheriff, City Workers, and other organizations for encampment sweeps), Vista HOT Check-Ins, and the Vista Internal Homelessness Working Group. SDRM appreciates the current partnership with the City of Vista and our ability to work together to address homelessness in Vista.
Describe your organization's prior experience with persons experiencing homelessness, including those experiencing chronic homelessness.
SDRM's entire history is wrapped around engaging and providing compassionate care to those experiencing homelessness. Due to the nature of the shelter services provided, SDRM is very familiar with working with a wide range of challenges, including those resulting from chronic homelessness. The San Diego Rescue Mission operates emergency shelters, residential programs, children's resources center, hunger relief programs, community outreach, and rehabilitation services for men, women, and children experiencing homelessness.
The San Diego Rescue Mission began in 1954 when local church and business leaders met to address homelessness and food insecurity, leading to the founding of the City Rescue Mission in 1955. This Center operated as a soup kitchen and initially provided food, clothing, and spiritual guidance. The organization expanded in 1958 to offer short- term shelter for 85 men and, in 1960, opened San Diego County's first shelter for women and children. As homelessness grew to a crisis level during the region's redevelopment in the mid-1980s, the Mission (now known as the San Diego Rescue Mission) opened a larger men's facility in 1985. In 1988, SDRM launched an innovative 10/02/2025
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program offering education and vocational training for residents seeking long-term stability.
In 1993, the San Diego Rescue Mission opened a new Women and Children's Center and later created an overnight emergency shelter for women and children. The shelter was renamed Nueva Vida Haven in 2000, and the organization consolidated its programs in 2004 at the former Harbor View Medical Center. This doubled its capacity and led to the launch of Mission Academy, with a focus on holistic recovery. In 2015, SDRM opened a free, state-licensed preschool to serve homeless children ages 2–5, which operated until February 2023.
In 2020, the Rescue Mission partnered with Bread of Life Rescue Mission in Oceanside to establish a North County Center, providing emergency services, food, and resource navigation until May 2022, in preparation for the upcoming 50-bed Oceanside Navigation Center. In June 2024, the San Diego Rescue Mission opened the South County Lighthouse in National City. This 162-bed facility positions the organization to serve individuals and families in the South Bay experiencing homelessness. This site also coordinates with local service providers in the South Bay to serve mutual clients from inside the facility. As of December 2024, SDRM entered an agreement with the San Diego Housing Commission (SDHC) to operate a 37-bed, congregate shelter program for an initial seven-month term from December 1st, 2024, through June 30th, 2025 (with four one-year options to renew) at the South County Lighthouse facility. The South County Lighthouse is the first homeless shelter to open in National City.
In September 2024, SDRM signed a contract with the City of Vista to provide street outreach and case management services to people experiencing homelessness in Vista. SDRM utilizes a multidisciplinary approach to conduct street outreach in the City of Vista, Little Italy, and the Mainstreet Association in Oceanside. SDRM does not believe in simply offering a service. Services must be connected to a system of care to move a person from homelessness to a thriving community member. Coordination with other service providers and shelter placement are integral to outreach efforts. With the vision to impact homelessness county-wide, the Mission is now exploring new opportunities to deepen and expand its efforts in the City of Vista and throughout the county.
Target Goals and Expected Outcomes
Describe the target goals and expected outcomes for the Center and how they adhere to guidelines and expectation set forth by the U.S. Department of Housing and Urban Development’s HEARTH Act.
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SDRM is moving from yearly organizational goals to focusing on seven strategic processes. This change allows SDRM to set tangible and measurable goals, maintain a consistent implementation plan, and continuously evaluate progress. The main initiative for the SDRM Programs Department for FY25 is: "We will strengthen the SDRM Approach by setting clear priorities with consistent evaluation and strategic partnerships while providing clear communication throughout the organization." Every month, SDRM evaluates its data and outcomes. SDRM creates a monthly report detailing outcomes for the previous month, fiscal year to date, and last twelve months.
The following items are reported:
• Number of unduplicated individuals served
• Total Exits and a specific breakdown of:
Exits to permanent housing
Exits considered 'on a path to ending homelessness'
Exits where staff were unable to meet the guest's needs Exits where the guest reached a 30-day limit
Number of guests admitted into Mission Academy
• Average Daily Capacity
• Negative Exits (those discharged by staff or walked away)
The following are key data points from all residential programs at SDRM over the last few fiscal years:
July 2022-June 2023
• 1,426 people served
• Ended Homelessness (HUD Standards, HMIS Visit Destinations): 172 individuals • On the Path to Ending Homelessness: 452 individuals
These are individuals who were able to take a step towards ending their homelessness. They may have gone into a treatment program or a specialized program. While there is not a guarantee they have ended their homelessness, they took advantage of an opportunity that could lead to ending their homelessness.
July 2023-June 2024
• 1,588 people served Number served
• Ended Homelessness (HUD Standards, HMIS Visit Destinations): 241 individuals • On the Path to Ending Homelessness: 582 individuals
July 2024 –March 2025
• 1,511 individuals served
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• Ended Homelessness (HUD Standards, HMIS Visit Destinations): 228 individuals • On the Path to Ending Homelessness: 539 individuals
The City of Vista Homeless Report
SDRM created a monthly report to provide a detailed snapshot of homelessness in the City of Vista, using data collected from the By-Name List (BNL) and other sources. We hope that this report can be replicated for other cities to meet their reporting needs. We aim to provide actionable insights that drive coordinated care and intervention for the city’s most vulnerable residents. The report highlights inflows and outflows to homelessness in a region, the number of people experiencing chronic homelessness (or high utilizers of services), the primary barriers for people experiencing chronic homelessness and a client success story. SDRM has considered also adding the CoC Data Performance reports on returns to homelessness and the average length of homelessness, as well as recommendations for tracking access and cost of homeless prevention services.
Describe how the Center will provide support to the entire regional Continuum of Care (CoC) helping to move the system towards a higher level of system performance, a reduction in the number of persons who experience homelessness in our community, and an increase to housing opportunities for chronically homeless individuals utilizing Center services. Indicators for measuring effective system performance should include the following key characteristics:
Reduction in First Time Homelessness- Are fewer people experiencing homelessness for the first time? Are only persons who have no safe, appropriate housing option being admitted to shelter?
SDRM utilizes a client and resource data tracking platform called Eponic. According to the Eponic report, from January 1 to April 30, 2025, there were only seven instances where someone refused shelter in the City of Vista. However, during this same date range, there were 263 times when no shelter was available for people experiencing homelessness in Vista.
The demand for shelter is high for those currently experiencing unsheltered homelessness. As a result that is who will be prioritized for shelter beds.
Overall Reduction in Number of Persons Who Experience Homelessness- Are overall rates of homelessness declining? Is street homelessness declining? Is chronic homelessness declining?
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San Diego County-wide data collected from the Point in Time count indicates that overall, rates of homelessness are continuing to increase. This shows a continuous need for housing strategies and solutions, as well as behavioral health support (especially for those experiencing chronic homelessness). SDRM’s emergency shelter model utilizes both of these frameworks. SDRM shelters are low-barrier and do not require guests to present identification or payment. Guests do not need to maintain sobriety to receive services, and there are no medication requirements. SDRM provides access to behavioral health and substance use disorder services. SDRM provides an on-site AA group and weekly visits from Mental Health Systems (MHS/TURN) staff. In addition, SDRM has a wide variety of partnerships to refer clients to external services.
Data also indicates that rates of homelessness are declining in areas where SDRM provides services. For example, SDRM opened the Oceanside Navigation Center in July 2023. In 2022, 514 people were experiencing unsheltered or sheltered homelessness in the City of Oceanside. According to the 2025 Point in Time Count, there are 397 people experiencing homelessness in the City of Oceanside.
Reduction in the Length of Time experiencing homelessness- Do people experience homelessness for shorter periods of time? A reasonably short length of time experiencing homelessness indicates system and program success in rapidly re-housing persons who are homeless. It can also indicate efficiency related to turnover of beds which is essential to meet system demand for Year- Round Emergency Shelter Program.
This data point is not currently being captured at the City level. For the length of time of homelessness for the County, SDRM uses the most recent information from the CoC 2023 Data and Performance Report. SDRM recommends that Cities in San Diego County track this data point at the local level.
Successful Resolution of Housing/Homelessness Crisis- Do people resolve their housing/homelessness crisis successfully by maintaining/obtaining permanent housing? Are people successfully connected to community-based supports? Please see Target Goals and Expected Outcomes, Section A (above) for data on those we serve ending their homelessness for good.
Diversion. Many of the SDRM frontline staff have completed RTFH's Diversion training.
Our advocates and street outreach staff are equipped to provide strength-based options that divert individuals away from shelters and toward stable housing situations whenever possible. Diversion is a more cost-effective solution to the housing crisis as compared to crisis response beds, rapid rehousing, and supportive housing. 10/02/2025
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Community-based supports. SDRM is a partner in the Community Information Exchange (CIE). Advocates (case managers) use this database to connect clients to community-based resources that can last beyond their time in SDRM Navigation Centers. As mentioned previously, SDRM will soon have a single login capability with Mission Tracker and the CIE with bidirectional data exchange. This will facilitate better referral tracking in service delivery and enable the tracking of client well-being beyond the recidivism data provided by HMIS. The goal is to have longitudinal data demonstrating program efficacy.
Reduction in Recidivism (subsequent return to homelessness)- Are repeat occurrences of homelessness avoided or declining?
SDRM is currently only able to track recidivism for Navigation Center guests through HMIS reports. SDRM does check in with Alumni of the Mission Academy program through an Alumni Assessment every quarter. The assessment asks questions based on four categories to assess stability: income, sobriety, faith, and housing. Consistently, SDRM Alumni show stability in housing. For example, among those who completed the survey this last quarter (January 1-March 30, 2025), 92% reported having housing that is either stable, thriving, or safe. SDRM is working on ways to engage Alumni more purposefully, checking in with them and connecting them to the SDRM Alumni network.
Staffing
Provide a staffing and management plan.
San Diego Rescue Mission (SDRM) believes that hiring qualified individuals to fill positions contributes to the organization's overall success. All employees are hired to make a significant contribution to SDRM. Our staff management includes recruitment, tracking, and screening of all candidates' applications. Our hiring of these candidates is aligned with our annual board-approved fiscal budget. All candidates undergo an extensive background check to ensure all credentials and experience listed are accurately reported per all federal and state laws. Our HR department is responsible for handling staff needs, training, retention, and terminations. For the Community Life Ambassador and Advocate positions, the average recruitment timeline from the initial job posting to the hire date is 3 to 5 weeks.
Communication is shared with staff by holding monthly mandatory team meetings and all staff emails to cover perspectives, policies, and procedures. In addition, our employee handbook gives a detailed overview of the organization’s policies, key procedures, guidelines and benefits, setting clear expectations, while also stating legal obligations and employees’ rights. SDRM utilizes a cross-functional payroll platform, 10/02/2025
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PAYCOM, to ensure corporate compliance while mitigating risk and exposure to fines, penalties, and lawsuits.
SDRM has a therapy department that provides guidance and support for resources and referrals, mental health and addiction skills, and self-care. SDRM is also a mandated reporter when abuse is identified and conducts training upon hire, annually, and as needed.
In addition, SDRM utilizes a trauma-informed care model to assist with crisis intervention and conflict resolution. The staff works to ensure a safe environment where human dignity and respect are elevated. Finally, the Operations Department maintains agency emergency procedures (evacuation, first aid, CPR, 911 reporting).
Describe the proposed staffing for the Center. Provide title and description of staff to be hired and number of staff. Include all staff (including security).
Describe hiring of staff (including leveraging of staff between multiple programs) or any subcontracts or vendor agreements.
The center would have 22 staff members on site assuming a 50-bed model. For more information, please see the attached Organizational Chart and resumes. • Navigation Center Director. This position provides leadership and direction to the Center staff and guests and helps to set the direction and culture. • Navigation Center Associate Director. This position will support the Director, report on outcomes, and oversee the Community Life Ambassadors. • Advocate. The position serves as the case manager for those staying at the Navigation Center and will have a caseload of 25.
• Community Life Ambassador (CLA) Supervisor. This position will be an on-site supervisor for the CLA Team after hours.
• Community Life Ambassador (CLA). This position will be on-site twenty-four hours a day, seven days a week. The CLA will coordinate intakes, manage daily life, and assist guests with connecting to the right resources. There will be nine full-time, three part-time, and two on-call positions.
• Facilities Technician. This position supports maintaining Mission facilities in a clean, orderly, and functioning condition.
• Volunteer and Activities Coordinator. This position enhances SDRM's partnership with the local community by finding and matching interested volunteers with Mission needs and effectively managing those relationships. • Donor Engagement Officer. This position fosters relationships with current and future donors to SDRM.
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• Guest. SDRM will refer to those served at the Navigation Center as Guests.
Guests will assist with basic chores to help maintain a clean environment.
Other Support
• The Social Service Director will give additional guidance and the team about professional social services available for those being served. This position requires a Masters level degree in one of the Social Sciences. • When appropriate, SDRM will also leverage interns. SDRM has relationships with San Diego State University, Point Loma Nazarene University and the University of Southern California.
• The Oceanside Navigation Center does not have security on site. There are also no subcontracts at the Navigation Center. However, SDRM does have a contract with EveryTable that provides food for our guests and staff. • It should be noted SDRM attributes lived experience of homelessness as counting towards experience and education.
Attached are resumes of key personnel.
Administration
Describe your organization’s financial policies, including policies on financial requests from clients and client possessions and fund management There are no financial expectations from guests. All services are provided at no cost.
However, SDRM does offer assistance in budgeting and financial management with a goal of promoting self-sufficiency.
Guests retain ownership of their positions and funds. SDRM works with each individual or family in managing their possessions and will help connect them to appropriate resources to assist in managing their funds.
SDRM is audited annually by Novogradac & Co LLP. Audit report for Fiscal Year ending 9/30/2024 is provided in the Audited Financial Statements.
Describe your safety policy for the facility including facility maintenance, fire and earthquake safety, fire prevention and inspection and maintenance schedules.
The health, safety, and well-being of SDRM employees and visitors are of prime importance to the success of our business. It is the goal of the Executive Team and the Department Heads at the San Diego Rescue Mission to provide a safe and healthful environment for all employees and visitors.
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The SDRM Building is equipped with automated smoke detectors, fire sprinklers, and an audible alarm with direct connection to the fire department. Nothing is required by staff for these building features to be activated. The building is also equipped with Pull stations and fire extinguishers throughout. A quarterly Fire drill is conducted in every building at an undisclosed time to assess the readiness of staff and clients. Additionally, SDRM provides earthquake preparation and safety procedures in the Employee Safety and Security guide, which is posted in most rooms and common spaces.
Fire extinguishers are inspected monthly to ensure they are easily accessible and in working condition. Other systems in SDRM buildings are inspected yearly.
SDRM can provide complete copies of the Employee Safety and Security Guide, Disaster Plan Standard Operating Procedure or Injury and Illness Prevention Program documentation upon request.
Describe your on-site safety and security plan addressing secured entrances, on- site security personnel, alarms, cameras, lighting, loitering policy, de-escalation policy, entrance and exit procedures, client storage, weapons on site and procedure for contacting police.
At all San Diego Rescue Mission locations, intentional work has been done to establish good relationships with the surrounding communities. We’ve implemented a successful litter and loiter control program at all of our locations. One of SDRM’s core values is excellence; we understand the importance of maintaining a trauma-informed and professional environment that also benefits those we serve. A clean environment is essential for individuals to plan and resolve their homelessness effectively. For more information, see the attached SDRM’s Good Neighbor Policy.
Security Plan for the Facility
The following outlines SDRM's Security Plan:
1. Eligibility screening: Before completing a new intake, shelter staff confirms that individuals are not on the following lists:
a. DNR (Do Not Readmit List):
i. Threats/acts of violence toward staff, volunteers, and/or other clients
ii. History of Arson/Fire setting
iii. Child/Elder/Sexual abuse conviction (past or present). Individuals in an active court case will not receive services until the trial is completed.
iv. Registered sex offender
v. History of unreported child sexual abuse
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vii. Selling or distributing or abuse of drugs/alcohol/Rx substances on the premises
b. National Sex Offender Registry and/or Megan's Law website
2. Secured entrances. The proposed property has a controlled entrance to facilitate maintaining appropriate security.
3. Security cameras. SDRM has security cameras installed. Security alarms will be at the discretion of the City.
4. Security lighting. SDRM has worked with the City to ensure appropriate security lighting.
5. Loitering Policy. Part of the SDRM Good Neighbor Policy will be to have no loitering around the building. Regular patrols from staff will manage this.
6. De-escalating conflicts
a. SDRM staff are trained in trauma-informed care and mental health first aid. They seek opportunities to de-escalate conflict to maintain everyone's safety.
b. The initial process is for the Community Life Ambassador (CLA) to see if the situation can be resolved. In incidents where the CLAs cannot de- escalate, on-site security will intervene. If the situation still cannot be resolved or there are significant safety concerns beyond the scope of the staff, 911 will be called.
7. Policy regarding storage of client's possessions. Limited storage will be allowed on-site. The client will retain ownership of their possessions. However, health and safety will be considered in the material's amount and condition.
8. Policy on possession of weapons on-site. SDRM maintains a zero weapons policy.
9. Procedure for contacting police. SDRM provides training and guidance to only call the police when absolutely necessary. When calls are made, they are due to significant safety concerns or illegal activity that needs to be addressed immediately.
10. Facility maintenance. Routine safety walkthroughs are conducted with a straightforward process for reporting safety concerns.
Describe your health policies related to possession of controlled substances, drug possession, security, use and access of prescription medications, use of over-the-counter medications, clients access to emergency and medical care, first aid equipment, supplies and procedures and policies and procedures for disease prevention.
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• Possession of controlled substances. SDRM does not allow the possession of controlled substances on-site unless prescribed. A safety plan is established to keep the items secure in those cases.
• Policy for drug possession. SDRM maintains drug-free campuses and will not allow drugs on-site.
• Security, use, and access to prescription medications. SDRM allows Guests to manage their prescription medication.
• Client use of over-the-counter medications. As long as the Guest is not abusing the medication or causing disruption to the other Guests, the Guest may use and hold on to over-the-counter medication.
• Client access to emergency and medical care. SDRM will work with guests to ensure their medical needs are addressed. In an emergency, appropriate steps will be taken to assist the Guest in accessing care.
• First aid equipment, supplies, and procedures. SDRM maintains full first aid kits and an on-site defibrillator. All staff receive basic first aid and CPR training. • Policies and procedures for disease prevention. All Guests are screened for Tuberculosis (TB) and are checked for lice. Regular bed bug mitigation efforts take place. Regular health and safety checks are carried out, and food is not allowed in the sleeping areas to avoid pest infestations.
SDRM Program Staff also are equipped for conversations around a guest's openness to substance use disorder services and respect client choice in deciding when and where they would like to enter treatment. During onboarding, SDRM Staff take Narcan Training to ensure they understand how to handle an emergency overdose situation.
Describe food policies related to the provision of nutritional needs of clients, meeting health department standards and provision for sanitary storage and food preparation.
The Oceanside Navigation Center utilizes Everytable, which the Center would also use.
Everytable delivers meals to the shelter prepackaged, labeled, and fully prepared. They are then handled in accordance with food safety standards to ensure the quality, sanitation, and well-being of our guests. Guests receive three meals a day onsite.
SDRM will work with guests to address their dietary needs, understanding that there will be limitations due to the provision of congregant meals.
Everytable's seasonal rotating menu changes monthly, offering fresh and nutritionally balanced breakfast, lunch, and dinner options. Deliveries happen four days a week, and SDRM serves approximately 500–520 meals a week. Meals are made from high-quality, healthy ingredients and arrive fully cooked.
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Upon delivery, SDRM staff or volunteers check the packaging for damage, leaks, or broken seals. They will also ensure that all meals have clear labels, including the delivery date, meal type, and expiration date. They report any meals to the Associate Director that arrive at temperatures above safe levels or show signs of spoilage.
Oceanside Navigation Staff store meals in the designated commercial refrigerator.
Refrigerated meals are stored at a temperature of ≤ 40°F and organized using the First- In, First-Out (FIFO) method. Additionally, shelves are clearly labeled for date-specific use. Any leftover meals (dated on the manufacturer’s recommended shelf life) are then donated. Shrink levels are tracked, and quantities are adjusted when needed. SDRM will work with the City of Vista on the refurbishment of the building to ensure there is adequate preparation and storage space for food items.
Include your organization’s most recently filed annual audit and financial statement. Provided separately.
Client Services
Describe the admission criteria and procedures including:
Client rules and guidelines and identify how clients are involved SDRM provides the list of rules and guidelines as a part of the intake process. This is provided in the Intake Agreement attached to this section of the RFP.
Identification requirements
Potential guests should present a valid government issued photo identification card.
This can be a passport of any country, Driver’s License, or military I.D. Expired identification cards may be used if the current one is not available. Identification can also be verified utilizing CIE and CES. In cases where no identification can be provided, a bed will still be provided separate from any space with children. Staff will work with the guests to get proof of identity. All guests are screened for Tuberculosis (TB) and are checked for lice within the first week.
Screening requirements
Americans with Disabilities Act. SDRM complies with all federal, state and local laws.
SDRM upholds non-discrimination policies such as compliance with the Americans with Disabilities Act. SDRM can send a copy of SDRM's Disability Accommodation and Grievance Procedure upon request.
Gender-Specific Programming Policy. Requests for reasonable accommodations based on gender identity, gender expression, or sexual orientation, will be assessed on an 10/02/2025
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individual basis consistent with our values and applicable law and with an intention to best provide care and support for our guests.
Sexual harassment Policy. SDRM has a zero tolerance for sexual harassment. Staff are trained in accordance with state law.
Policy Regarding Sex Offenders. Sex offenders are not permitted.
Activities of Daily Living. SDRM is not able to serve people who cannot perform Activities of Daily Living (ADL) such as going to the bathroom by themselves. In these situations, SDRM will coordinate to find appropriate alternatives, such as respite care or a skilled nursing facility.
TB Test. A TB test is coordinated for each guest within the first week of their stay at the Navigation Center.
Bed reservation system
Guests can retain a bed for up to 30 days. There is no reservation system. Beds are prioritized by need and coordination with outreach workers.
Intaking new clients
SDRM will work with the City of Vista in making referrals to the Navigation Center.
There will be a 24-hour phone number that can be called to coordinate drop off.
SDRM seeks to be as accessible as possible. All new guests will fill out the intake paperwork. Please see the attached Intake Agreement for more information.
Day leave and returning clients
SDRM will have an evening curfew for all guests to be onsite. Guests who leave during the day will be for the purposes of achieving requirements of their action plan.
Hours of Operation
The Lighthouse operates 24 hours a day. Intakes will be accommodated as needed, with a preference for normal working hours. Key leaders and staff will be on-site during normal working hours but on call after hours as needed.
Provide a brief summary of the types of services available for clients including:
Type of service to be provided and expected outcomes to be achieved.
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currently set up as a 30-day model. However, we are having an open dialogue on modifying this structure to best fit those we serve and align with best practices for emergency shelter operations. The shelter is referral-only and provides three meals a day, clothing, necessities, and access to showers, laundry, and personal storage areas.
Guests receive weekly case management sessions to identify options for rehabilitation and stable housing. Oftentimes, this includes entry into our long-term recovery program for men, women, and children called Mission Academy.
We have been effective in serving specific populations such as seniors, those with behavioral health needs, those experiencing substance use disorders, Transitional Age Youth (TAY), those with physical disabilities, and LGBTQUIA+ populations. Due to the nature of the shelter services provided, SDRM is also very familiar with working with a wide range of challenges, including those that come because of chronic homelessness.
Length of stay for clients and any ability to extend
Guests will be able to stay up to 30 days. This amount of time will enable a level of stability for the guests while at the same time maintaining a sense of urgency and a focus on the next steps. It will also enable turnover of beds to provide for ongoing bed availability. Extensions beyond 30 days will be on a case-by-case basis but the primary reason would be to bridge the time for an open long-term shelter, program or permanent housing opportunity. After a guest exits, they will be asked not to return for at least thirty days.
Indicate level and type of supportive services (both on and off site) 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. The Oceanside Lighthouse collaborates with both on and offsite service providers in North County and San Diego County.
Onsite partners include: True Care Mobile Medical Unit (for medical and dental services), Mental Health Systems/Turn BHS (behavioral health services), California Lifeline Program (free phones), Plateau Animal Home Health, Alcoholics Anonymous (AA) and the Oceanside Public Library: Library Services and story time for the kids
Offsite partners include the following: McAlister Institute (inpatient/outpatient programs), Interfaith Community Services, North County Serenity House, Convicted 4 Christ Ministries (sober living support), County of San Diego Office of Homeless Solutions (OHS), San Diego County Office of Education, Veterans Association of North County (VAN) and the Brother Benno Foundation.
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SDRM would continue these partnerships and more at the Center in Vista. SDRM can provide additional details about the collaboration happening in Oceanside, Downtown, and South County upon request.
Location of Services
SDRM understands the value of having services available onsite to reduce the barriers to access. When possible, the services will be provided onsite. When it is not possible for the services to be provided onsite, most of the time a bus pass will be given to the Guest. In situations where other transportation can be arranged, then that will be utilized.
Proposed source of any additional funding for services
As of October 14, 2024, SDRM signed a contract with the Department of Health Care Services (DHCS) CalAIM PATH Technical Assistance (TA) Marketplace and 211 San Diego to provide CalAIM services to clients at SDRM with Molina (Outreach, Navigation Centers, Mission Academy and Aftercare Supports). For this project, SDRM is currently partnering with the Peer Professionals of California and will begin billing for ECM and Community Supports under their contract this summer. This will continue until we are fully operational and able to bill independently. By the time we execute this RFP, our staff will have begun training and implemented CalAIM at all SDRM locations and all locations receiving outreach services.
Describe the level and frequency of case management
All Guests will meet with an Advocate within three days of arriving and will meet at least weekly or as the action plan developed requires.
All Advocates (case managers) will utilize all case management expectations outlined in the RTFH community standards to serve people experiencing homelessness (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. • Develop a housing plan identifying barriers and opportunities for housing. This will include entry into CES. SDRM has staff trained in utilizing the CES system and will input all guests into the community cue to assist in accessing housing resources as available.
• Develop an income strategy to enable ongoing financial stability. 10/02/2025
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• 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 connect to the appropriate resources, such as (but not limited to) medical, housing, mental health, addiction and recovery services, food, clothing, transportation, employment, Social Security Retirement/Social Security Disability, and financial assistance based on the client's individualized plan. • Assist the person in obtaining appropriate identification and key documents, including (but not limited to) a 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 person is gaining self-sufficiency.
• When possible, a therapist on staff with SDRM will conduct a biopsychosocial assessment to provide insight and support the individual plan. It should be noted that a person's autonomy will never be violated. A person's refusal to participate in a screening or assessment will not determine whether they receive services.
SDRM staff are trained in motivational interviewing to facilitate case management. This will be expected and encouraged for all organizations engaging with PEH at the Lighthouse.
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. 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 regularly. Ideally, it would be weekly, but based on city staff and collaborative partners' availability, it would be at least bi-weekly.
Describe transportation policies including how clients will access the Center, staff transportation of clients, bus and client transportation services, delivery of Center goods, and community donations
Bus and shuttle transportation services. The property location provides easy access to bus transportation. Shuttle services will be encouraged when they are available. 10/02/2025
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Personal vehicle transportation and parking. Personal vehicles will primarily belong to staff working at the Navigation Center or visiting providers working onsite. Guests with vehicles will be evaluated on a case-by-case basis. All personal vehicles onsite will be required to be operational, appropriately registered and insured.
Staff transportation of clients. Generally, guests will be provided bus passes. In situations where the staff needs to transport a Guest, they will use a company vehicle.
Transportation policies for navigation center clients. The following guidelines apply to transportation. It must be safe and comply with all applicable laws. It must not be disruptive to the general community or create a nuisance that would violate SDRM’s Good Neighbor Policy. Reasonable accommodations will be made with an understanding that the primary goal is to connect the guest to the appropriate resource to resolve their homelessness.
Delivery of shelter goods and community donations. SDRM will establish a receiving location for material. Community donations will be limited to immediate needs at the Navigation Center and will be coordinated through the SDRM Hope Supply Warehouse.
Describe how the facility will accommodate pets and service animals. Describe policies pertaining to the shelter of animals on or off site The San Diego Rescue Mission allows for guests to bring in their pets during their stay.
Pet owners must sign an Animal Accommodation Policy to ensure that the animal is being taken care of, in good health and is not unsafe to other shelter guests. Please see the attached Animal Accommodation Policy for the North County Lighthouse attached to this RFP.
Describe how your organization will work with the City’s project manager and staff to influence the design of the shelter.
SDRM sees this as a collaboration with the City of Vista. SDRM will leverage experience in other facilities and subject matter experts to provide input and guidance.
Facility Needs. The property here by referred to as a Navigation Center will provide shelter for both men, women and families for up to fifty people as the initial assumption.
The location will need to be fitted to provide shower and laundry facilities. The dining capacity does not need to be enhanced, as the Oceanside Navigation Center currently offers three meals a day through a partnership with Every Table. The facility will need to have enough space for case management and meeting spaces. Ideally, the property would have a fence line to provide for controlled entrance and exit. This property will be primarily a triage location to enable people experiencing homelessness to have a safe place to stay for up to thirty days while evaluating their next step forward.
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Methods. The San Diego Rescue Mission (SDRM) is proposing to operate the facility at no cost to the City of Vista. The request is that the City will provide the capital costs to refurbish and furnish the facility. The City would retain ownership of the property and furnishings.
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.
Describe how clients will be connected to permanent affordable housing.
Continuum of Care. SDRM is an active participant in the CoC. SDRM utilizes CES to assist guests in connecting to Rapid Rehousing (RRH) and Permanent Supportive Housing (PSH). These are limited resources. Therefore, SDRM explores all housing options to assist in finding stable housing. SDRM will work with the Housing Authority to identify other housing opportunities. The proposed model allows SDRM to fund shelter operations, enabling the Housing Authority to direct additional resources toward permanent housing solutions.
Housing Stabilization. Housing assessments will be conducted for all individuals engaged in services. As appropriate, PEH will be entered into CES to possibly match for either Permanent Supportive Housing (PSH) or Rapid Rehousing (RRH). In situations where the client has resources and can move directly into housing, SDRM will facilitate the transition into housing.
Family Reunification. When appropriate, both the flexible funding pool and the family reunification funding will be utilized to help the client achieve their goals toward ending their homelessness and ensuring long-term stability. SDRM receives the flex fund training from RTFH and actively participates in family reunification efforts. 10/02/2025
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SDRM Locations
Mission Academy (120 Elm Street, San Diego, California 92101) Mission Academy is SDRM's faith-based year-long program for men, women, and single parents with children. It has the capacity to serve up to 260 people. A few highlights of this program include hot meals, Education and Career Development, Therapeutic Services, and a Children's Resource Center.
Oceanside Lighthouse (3131 Oceanside Blvd, Oceanside, CA 92056) The Oceanside Navigation Center is a 30-day emergency shelter for men, women, and single parents with children experiencing homelessness in Oceanside and North County. It has the capacity to serve 50 individuals.
This referral-only shelter provides a safe place to sleep, hot meals, clothing, necessities, and access to showers, laundry, and personal storage areas. Guests will receive weekly case management sessions to identify options for rehabilitation and stable housing.
South County Lighthouse (2400 Euclid Avenue, National City, CA 91950) The South County Lighthouse is a 30-day emergency shelter for men, women, and families experiencing homelessness in the South Bay. It has the capacity to serve 162 individuals.
This referral-only shelter provides a safe place to sleep, hot meals, clothing, necessities, and access to showers, laundry, and personal storage areas. Guests will receive weekly case management sessions to identify options for rehabilitation and stable housing.
Other locations
• Partners for Hunger Relief and Warehouse (200 East 26th Street National City, California 91950): Partners for Hunger Relief provides food items at no cost to over 40 nonprofit organizations operating hunger relief programs within San Diego County. Each partner is accepted to the Food Bank's Food to Nonprofits Program, which SDRM has operated since 2000. In addition, donation items for SDRM programs are processed and stored at this location. • Administrative Offices (1818 1st Street, San Diego, California 92101): This is the location of the San Diego Rescue Mission's Administrative Offices, including SDRM's Chief Executive Officer, Development Department, Donor Engagement, Marketing and Operations Department.
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Good Neighbor Policy
Exhibit “A”
Litter and Loiter Control Plan
1. The San Diego Rescue Mission shall establish and strictly enforce regulations and rules of conduct applicable to all persons using the facility. The regulations and rules of conduct set forth in "Exhibit A" to this Plan are incorporated herein by reference.
2. Personnel shall be provided 24 hours a day for the enforcement of the hours and operation, to maintain order and to prevent vandalism, vagrancy and loitering both on and off-site. Personnel shall observe the area in a one block around the facility.
3. The San Diego Rescue Mission shall install 24-hour video surveillance of the site to provide onsite security.
4. Guests of the Rescue Mission shall not be permitted to queue outside the building.
5. There shall be no loitering outside the facility or in the Impacted Area. The applicant shall post anti-loitering signs near all entrances to the facility. At least twice each day a San Diego Rescue Mission employee shall inspect the site and discourage loitering
6. The San Diego Rescue Mission shall sign an agency letter giving the Oceanside City Police Department permission to enter the property as necessary to enforce laws.
7. The Rescue Mission shall, at its own cost and expense, be responsible for trash abatement on the site and the Impacted Area, and shall keep the site and the Impacted Area free of graffiti, litter, trash and other related nuisances.
8. At least twice each day a San Diego Rescue Mission employee shall inspect the site and sweep the sidewalks. At its own expense, San Diego Rescue Mission shall provide sweeping and litter control, weed abatement, tree and landscape maintenance, and pressure washing for the site
9. Any hypodermic needles shall be disposed of in accordance with County Health Department standards
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Regulations and Rules of Conduct
for Guests of the San Diego Rescue Mission
1. No obscene language.
2. No fighting.
3. No weapons.
4. Any verbal or physical abuse of any volunteer, guest, or staff will be grounds for removal from the facility.
5. No trays, napkins or food shall be removed from the dining/eating area.
6. Shirts and shoes must be worn.
7. Do not "Hang Out" or loiter around the outside of the facility at any time.
8. No drugs or alcohol.
9. Anyone actively using drugs or alcohol onsite will be asked to leave.
10. No smoking inside the facility.
11. No unattended children. All children must be accompanied by an adult
12. Belongings may be searched and must be checked into the storage area.
13. Program guests have no in and out privileges
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Administrative Office: PO Box 80427, San Diego, CA 92138-0427 TEL: 619.687.3720 FAX: 619.234.4101 www.sdrescue.org Welcome to the North County Lighthouse
The following program guidelines are important for you and other guests’ safety and program success. When guidelines are not met, guests will receive either a verbal or written warning. These warnings are a gracious reminder that an exit will ensue if guests continue to be dismissive of the guidelines.
Note: Guidelines are subject to change
Program Guidelines:
Curfew & Quiet Hours
• Curfew: 8:00 p.m. – 6:00 a.m. Guests who do not return by 7:00 a.m. will be exited from the program.
o Returning before midnight will result in a verbal warning o Arriving after midnight will result in a final warning. • Lights out: 10:00 p.m. Guests must remain quiet and stay in their dorms during curfew hours.
• Use earphones for electronic devices. Take phone calls and other noise outside the dorm area.
• Guests must sign out in the office for smoke breaks after 8:00 PM and remain in the designated smoking area. Each break is limited to 15 minutes.
Dorm & Personal Belongings
• Guests receive two storage bins: one under their bed and one in the storage area.
All belongings must fit neatly within these bins.
• Nonperishable food is allowed but must fit into a 1-gallon Ziploc bag and be stored in the designated bin. No eating in dorms, TV room, or computer lab. • Guests must be out of their beds by 9:00 a.m. to focus on program goals and responsibilities. Accommodation requests should be submitted to an advocate. • Daily dorm checks are conducted at 9:00 a.m. Any improvements required must be completed within an hour unless otherwise directed by staff. • Guests are responsible for keeping their area clean. Bunk tops must remain clear of personal items and dust-free.
• No visiting other dorms guests may only enter their assigned space.
Children & Pets
• Children must be supervised at all times, including during restroom use and smoke breaks. They cannot be left alone in the TV room, computer lab or meal service.
• Babysitting between Guests must be approved by your Advocate and require a signed contract.
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Administrative Office: PO Box 80427, San Diego, CA 92138-0427 TEL: 619.687.3720 FAX: 619.234.4101 www.sdrescue.org • When showering, children must be accompanied by a parent/guardian or must use the family restroom.
• Please do not address children directly. Any communication or concerns regarding children should be directed to staff.
• Pets must not be left unattended, please follow the animal accommodation policy.
• Pets must be taken out to the dirt parking lot to relieve themselves. Guests are expected to clean up after pets, doggie bags are provided at the front gate.
Safety & Conduct
• No physical contact with other guests, their belongings, or their pets without permission.
• No physical or verbal threats, harassment, violence, foul language toward staff, volunteers, or other guests.
• Alcohol, illegal drugs (including marijuana), paraphernalia, and weapons are strictly prohibited. This includes the entire facility, smoking area and parking lot.
• No smoking, vaping, incense, candles, or open flames inside any room.
Smoking is only allowed in the designated area.
• No recording, taking photos, or sharing others’ personal information, this is a privacy violation and grounds for exit.
• Dress appropriately—clothing must not be revealing or promote drugs, alcohol, violence, or gang affiliation.
Facility Rules
• Guests’ belongings will be searched upon entry and/or when deemed necessary by staff.
• Guests may report any lost, stolen, or damaged property by filling out an incident report. NCL is not responsible for loss or damage. • Visitors (friends, relatives, service providers) must get approval from an Advocate, Associate Director, or Director before visiting. • Flush only toilet paper—no other items down the toilet. • Family Restroom is designated for:
Parents with children
Children & Others as designated by staff
• Do not use the Family Restroom if you do not meet these criteria.
Guest Resources
Meals
• Breakfast: 7:00 – 8:00 a.m.
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Administrative Office: PO Box 80427, San Diego, CA 92138-0427 TEL: 619.687.3720 FAX: 619.234.4101 www.sdrescue.org • Lunch: 11:30 a.m. – 12:30 p.m.
• Dinner: 5:00 – 6:00 p.m.
• Meals are served daily in the Dining Room, which remains locked outside of meal service hours.
Laundry Facilities
• Available daily from 8:00 a.m. to 10:00 p.m.
• The last load must start by 8:00 p.m. The door locks at 10:00 p.m. • Use the whiteboard/sign in to access the laundry area. Unauthorized use or failure to follow guidelines will result in a warning.
• Guests must remain on the property while doing laundry. Failure to do so will result in a warning.
Additional Resources
• Guests receive bedding, towels, and hygiene products upon arrival. • Bedding is changed weekly by staff according to the cleaning schedule. • Weekly activities are available—refer to the event schedule for details. • Clothing requests are to be submitted to/approved by Advocate • For questions or concerns, speak with your Advocate or Community Life Ambassador (CLA).
Advocacy, Length of Stay & Check-Out Procedure
Advocacy Appointments
• Your first Advocacy appointment is scheduled by your third day:
o Date: ______________
o Time: ______________
• Weekly Advocacy meetings are mandatory for all adult guests. • Housing is not guaranteed during your stay. Guests should actively work toward their program goals and housing plans.
• Guests and Advocates will work together to set specific, measurable, and attainable goals.
• Failure to attend meetings or work on goals will result in a warning. • Refusing housing options or services will result in an exit.
Length of Stay & Check-Out
• Maximum stay: 30 nights.
• Before checking out, remove all personal belongings from the dorm and storage bins.
• If a guest is exited by staff while off-campus, personal belongings will be stored for up to 24 hours. After that, items will be disposed of. 10/02/2025
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Administrative Office: PO Box 80427, San Diego, CA 92138-0427 TEL: 619.687.3720 FAX: 619.234.4101 www.sdrescue.org NCL Agreements
1. Mandatory Reporting
o Any occurrence of child, elder, or dependent adult abuse, or the viewing of child pornography is grounds for immediate exit and will be reported to the appropriate authorities as required by state law. o I have read the statement and agree: Initial _____
2. Liability Waiver
o Guest agrees to hold the San Diego Rescue Mission (SDRM) free and harmless from liability for any bodily injury or loss/damage to personal property during their stay.
o I have read the statement and agree: Initial _____
3. Data Entry
o Guest acknowledges that their intake information will be entered into the SDRM Mission Tracker database.
o I have read the statement and agree: Initial _____
4. Media & Image Use
o Guests must inform staff if they do not want their image used in any San Diego Rescue Mission materials or media coverage.
o Images Okay? Yes [ ] No [ ]
o I have read the statement and agree: Initial _____
5. Guidelines & Expectations
o Guests acknowledge that they have read and understand all NCL Guidelines and Expectations and understand that violations may result in immediate dismissal.
o I have read the statement and agree: Initial _____
6. Criminal History Disclosure
o Registered Sex Offender? Yes [ ] No [ ]
o Violent Crime Convictions? Yes [ ] No [ ]
7. Police Notification Policy
o Guests must notify staff before calling the police for assistance with onsite incidents. (Medical Emergencies are exempt from this requirement). o Staff will assess concerns and determine if law enforcement should be contacted based on established protocols.
o Calling the police without prior staff notification may result in immediate exit from the program.
o I have read the statement and agree: Initial _____
Signatures
Guest Name (Print): ______________________________
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Administrative Office: PO Box 80427, San Diego, CA 92138-0427 TEL: 619.687.3720 FAX: 619.234.4101 www.sdrescue.org Guest Signature : ___________________________ Date: ________________ NCL Signature : ____________________________ Date: ________________ 10/02/2025
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Administrative Office: PO Box 80427, San Diego, CA 92138-0427 TEL: 619.687.3720 FAX: 619.234.4101 www.sdrescue.org Animal Accommodation Policy
North County Lighthouse allows 1 pet per Guest/family. Animals must be congregate friendly and able to be in proximity with Guests, children, and other animals without disruptive behaviors. If a Guest has more than one animal or a pet that is not able to live in a congregate setting, please contact Rancho Costal Humane Society (760.753.6476) for assistance with boarding.
Requirements of animals and their owners include:
• In the event of an animal bite, state law requires us to contact the Oceanside Humane Society and file a report. The number is 619-299-7012. Refusal to comply will result in an immediate exit and a report will still be filed. • All animals must be immunized against rabies and/or other diseases common to that type of animal. All vaccinations must be current. If an animal is unvaccinated, the guest has 72 hours to complete vaccination. For emergency services or medical needs for your pet, contact 775 -841-7463 or go to the website petsofthehomeless.org.
• Food must be kept in a sealed container or bag. Animals must be fed in their kennel or outside of dorms.
• Animals must be on a leash, harness, or other types of restraint at all times when not in a kennel.
• The owner must always be in full control of the animal. • Cleanliness of the animal is mandatory. This includes verifying that animals are free of fleas and ticks.
• The owner is expected to clean and dispose of all animal waste.
Reasonable behavior is expected from animals while at the San Diego Rescue Mission.
The owners of disruptive and aggressive animals may be asked to remove the animal from SDRM facilities.
• Appropriate behavior includes but is not limited to:
o Being housebroken (i.e., potty-trained) prior to entering the program. o Not disturbing roommates through the night.
o Not climbing and jumping on communal furniture including beds. o No chewing on SDRM property.
I, ____________________________, sign this agreement freely and I agree to abide by all the rules and regulations set forth in this agreement. I understand that if I violate the rules and regulations of the Animal Accommodation Policy, I may be asked to remove the animal from the SDRM facilities.
Owners Signature: _______________________________ Date:_____________ 10/02/2025
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Proposed Annual Operating Budget
Include a detailed budget for the annual operating costs associated with the Center per the scope of work and services outlined in this RFP. The budget shall include a breakdown of all costs including staff, management, operational needs, etc., and a total budget amount.
We bring a unique value proposition because we are not requesting funding for the operation of the shelter. We are asking the City of Cista to provide the building.
Our goal is to enable to the City of Vista to have resources available for other critical needs such as permanent housing, so we would enter a lease and operate the program at no cost to the city.
Funding Sources:
Community Support. SDRM will continue to cultivate private donations from individuals, corporations, foundations and community organizations. This includes in kind donations managed at our warehouse facility.
CalAim Billing. SDRM is building out the billing platform to bill for both Community Supports and Enhanced Case Management.
The only expectation for City funding is to maintain the major infrastructure assets associated with the facility.
Budget:
6160 - Building Repairs & Maintenance $5,215
6180 - Cellular Phone $2,011
6214 - Client Supplies & Services (includes meals and flex funding) $160,862
6220 - Technology & Software $187
6230 - Dues & Subscriptions $1,255
6270 - Equipment Repair & Maintenance $627
6290 - Hygiene Supplies $1,080
6330 - Kitchen Supplies $1,065
6350 - Meals & Entertainment $1,554
6365 - Mileage $994
6370 - Outside Services $3,599
6400 - Postage & Shipping $14
6410 - Print/Copy & Brochures $2,058
6470 - Small Furniture, Fixture & Equipment $1,564
6480 - Non-Client Supplies $14,685
6500 - Telephone Expenses $5,540
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6520 - Vehicle Fuel $4,470
6550 - Vehicle Repairs & Maintenance $2,377
6610 - Volunteer Expenses $5,323
7000 - Salaries $1,001,884
7100 - Overtime $27,291
7200 - Payroll Taxes $82,124
7300 - Benefits $55,743
7302 - 401K ER Match $4,570
7500 - Workers Comp Insurance $30,873
Subtotal $1,416,965
Overhead (15%) $212,545
Total $1,629,510
SDRM assumes an annual increase of 10%.
Ability to leverage resources:
SDRM has provided excellent services covering the daily operational costs under the current service agreement. This demonstrates the ability to leverage existing internal/external resources, funds and partnerships to efficiently maximize program impact and services available to shelter participants.
Include a budget narrative that includes:
Provide a description of the financial system utilized by the proposer and identify whether your organization has sufficient funds to sustain the program. Please submit documentation detailing your organization's reserves. Documentation may include cash and/or credit reserves.
We use Sage Intacct (https://www.sage.com/) as our Enterprise Resource Planning (ERP) system. We have sufficient funds to sustain this robust cloud-based accounting system which has an annual subscription of $52,000. Please see our attached annual renewal.
Cash Reserves (Our Investments - $5,241,711). Audit Report page 3:
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Identify whether your organization has a personnel policy manual with an affirmative action plan and grievous procedure. If not, explain why not.
Yes, SDRM does have an affirmative action plan and grievous procedure. SDRM follows all applicable federal and state laws with respect to personnel management, Attach a list of the Board of Directors and resumes of key staff including program manager and fiscal officer.
See attached list and resumes.
Identify whether your organization has liability insurance coverage, in what amount and with what insurance agency. Also identify whether your organization pays all payroll taxes and worker’s compensation as required by Federal and State Law. Additionally, note whether your organization has fidelity bond coverage for principal staff who handle the agency’s accounts, in what amount, and with what insuring agency.
SDRM has liability insurance coverage through GuideOne with the following amounts:
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• General Liability policy: 1 million for each occurrence and 3 million for general aggregate.
• Umbrella liability policy: 4 million
• Auto insurance: 1 million
SDRM pays payroll taxes and Workers Comp (1 million with Zenith provider) according to federal and state law.
SDRM does not have fidelity bond insurance.
See attached for a copy of our liability insurance policy certificate.
If adjustments are needed in insurance coverage, SDRM is willing to negotiate with the City to make sure appropriate coverage is provided.
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Chairman
Kevin Brown
RBTK, LLP
2855 Windstone Glen
Escondido, CA 92027
C: (619)977-9105
E: [email protected]
Spouse: Michele
Vice Chairman
Cathy Herrick
4345 Velasco Ct.
LaMesa, CA 92941
C: 619-993-2284
E: [email protected]
Secretary
Charles Walker
17586 Cumana Terrace
San Diego, CA 92128
C: 619-665-2774
E: [email protected]
Spouse: Jan
Treasurer
Robert Bixel
Integrity Plus Management
4210 Hillsdale Road
San Diego, CA 92116
C:619-846-8485
E: [email protected]
Spouse: Kimberly
Brad Dotson
Youpower
PO Box 1417
Rancho Santa Fe, CA 92067-1417
C:858-361-3888
E: [email protected]
Spouse: Deanna
Craig Duhs
Duhs Commercial
2848 Laning Road
San Diego, CA 92106
C: 619-540-1001
E: [email protected]
John Pasha
The Pasha Group
4269 Cosoy Way
San Diego, CA 92103
C: 619-206-0178
E: [email protected]
Spouse: Erin
Donna New
Donway Partners
P.O.Box 2629
La Jolla, CA 92038
C: 858-336-3563
E: [email protected]
Spouse: Wayne Gafford
Keith Hopkins
RKH Consulting
2074 Johnston Glen,
Escondido, CA 92029
C: (858) 699-3521
E: [email protected]
Raszell Carpenter
EXP Realty
1734 Macero Street
Escondido, CA 92029
C: (619)471-6880
E: [email protected]
Spouse: Julie
Stefan Meierhofer
Telos Capital
16482 Newcomb Steet
San Diego, CA 92127
C: (858) 922-3351
E: [email protected]
Spouse: Kim
Brian Daly
We Revive
2014 14th Street
Encinitas, CA 92024
C: (619)888-4376
E: [email protected]
Spouse: Tracy
Alan Howe
Broadband Initiatives, LLC
13990 Hickory Street
Poway, CA 92064
C: (858)829-6713
E: [email protected]
Spouse: Penny
Laine Lansing
Lansing Companies
505 Lomas Santa Fe Suite 230
Solana Beach, CA 92075
C: (760)468-1513
E:
[email protected]
Spouse: Gregory
John Novak
ICW Group
15025 Innovation Dr.
San Diego, CA 92128
C: (949) 374-0939
E: [email protected]
Spouse: Kim
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SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE
THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.
INSURER(S) AFFORDING COVERAGE
INSURER F :
INSURER E :
INSURER D :
INSURER C :
INSURER B :
INSURER A :
NAIC #
NAME:
CONTACT
(A/C, No):
FAX
E-MAIL
ADDRESS:
PRODUCER
(A/C, No, Ext):
PHONE
INSURED
REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.
If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
OTHER:
(Per accident)
(Ea accident)
$
$
N / A
SUBR
WVD
ADDL
INSD
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $
$
$PROPERTY DAMAGE
BODILY INJURY (Per accident)
BODILY INJURY (Per person)
COMBINED SINGLE LIMIT
AUTOS ONLY
AUTOSAUTOS ONLY
NON-OWNED
SCHEDULEDOWNED
ANY AUTO
AUTOMOBILE LIABILITY
Y / N
WORKERS COMPENSATION
AND EMPLOYERS' LIABILITY
OFFICER/MEMBER EXCLUDED?
(Mandatory in NH)
DESCRIPTION OF OPERATIONS below
If yes, describe under
ANY PROPRIETOR/PARTNER/EXECUTIVE
$
$
$
E.L. DISEASE - POLICY LIMIT
E.L. DISEASE - EA EMPLOYEE
E.L. EACH ACCIDENT
ER
OTH-
STATUTE
PER
LIMITS(MM/DD/YYYY)
POLICY EXP
(MM/DD/YYYY)
POLICY EFF
POLICY NUMBERTYPE OF INSURANCELTR
INSR
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)
EXCESS LIAB
UMBRELLA LIAB $EACH OCCURRENCE
$AGGREGATE
$
OCCUR
CLAIMS-MADE
DED RETENTION $
$PRODUCTS - COMP/OP AGG
$GENERAL AGGREGATE
$PERSONAL & ADV INJURY
$MED EXP (Any one person)
$EACH OCCURRENCE
DAMAGE TO RENTED
$PREMISES (Ea occurrence)
COMMERCIAL GENERAL LIABILITY
CLAIMS-MADE OCCUR
GEN'L AGGREGATE LIMIT APPLIES PER:
POLICY PRO-
JECT LOC
CERTIFICATE OF LIABILITY INSURANCE
DATE (MM/DD/YYYY)
CANCELLATION
AUTHORIZED REPRESENTATIVE
ACORD 25 (2016/03)
© 1988-2015 ACORD CORPORATION. All rights reserved.
CERTIFICATE HOLDER
The ACORD name and logo are registered marks of ACORD
HIRED
AUTOS ONLY
1/7/2025
Marsh & McLennan Agency LLC
Marsh & McLennan Ins. Agency LLC
PO Box 85638
San Diego CA 92186
Lisa Wheatley
818-574-0471
[email protected]
License#: 0H18131
GuideOne Specialty Mutual Insurance Com
14559
SDRESCUMISSI1
GuideOne Insurance Company
15032
San Diego Rescue Mission, Inc
P.O. Box 80427
San Diego CA 92138-0427
Zenith Insurance Company
13269
1371931478
A
X
1,000,000
X
1,000,000
20,000
1,000,000
3,000,000
X
Y
010043309
12/15/2024
12/15/2025
3,000,000
B
1,000,000
X
010043311
12/15/2024
12/15/2025
A
X
X
4,000,000
010043312
12/15/2024
12/15/2025
4,000,000
X
2,500
C
X
Z068232419
4/1/2024
4/1/2025
1,000,000
1,000,000
1,000,000
Evidence Of Insurance
Evidence of Insurance
San Diego Rescue Mission
PO Box 80427
San Diego CA 92138-0000
10/02/2025
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10/02/2025
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Dawn Thompson San Diego, CA (805) 610-4687 [email protected] Summary
I entered the non-profit sector after earning my degree in 2019 as an accountant with the desire to use my skills to work alongside those serving the less fortunate in the community. I am committed to maintaining ethical integrity while providing and communicating financial information that will equip owners, management, and investors in making confident business decisions.
Education
California Baptist University, Riverside, CA December 2019 BACHELOR OF SCIENCE IN ACCOUNTING GPA: 3.7
CPA License (in process of obtaining)
Work Experience
San Diego Rescue Mission, Inc.
November 2022 – Current
Assistant Controller (October 2024 – Current)
Accounting Manager (October 2023 – October 2024)
Staff Accountant (November 2022 – October 2023)
• Guide and supervise Sr. Staff Accountant and Accounts Payable Specialist • Mange month-end close process which includes creating and analyze supporting schedules, reviewing all month-end closing entries, and relevant general ledger reconciliations • Create actual and forecast reports and flux analysis which are used for financial statement compilation • Creating/updating forecast templates, including all payroll components and field staff software questions • Weekly cash flow reports and projections
• Assist with budgeting planning
• Working with outside CPA firm in annual audit process.
San Diego Volunteer Lawyer Program
March 2022 – November 2022
Staff Accountant
• Create budgets for funders, which include City, County, State, and private funders. • Create and maintain budget versus actual spending reports; communicated grant budget position and spending trends to management.
• Produce invoices for cost reimbursement awards.
• Process all aspects of payroll and monitor budgeted FTE employee allocation. • Process accounts payables, accounts receivables, and reconcile bank and investment accounts. • Prepare financial statements for internal use and for external federal agency reporting requirements. • Worked with CPA firm in annual audit process.
10/02/2025
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Community Action Partnership of San Luis Obispo
October 2018 – April 2022
Accountant I (March 2019 – April 2022)
• Created grant budgets for a variety of programs which entailed working with department and agency staff for federal, state, and local bidding purposes and award renewals. • Maintained program grant budgets versus actual expenditures that includes monitoring program operating expenses, payroll allocation, and expenses in compliance with OMB regulations. • Prepared financial statements for internal use and for external federal agency reporting requirements. • Communicate budget status and offered recommendations to assist program management decisions. • Supported Purchasing department which included ordering, receiving, and department distribution. • General Ledger department support; GL entry, bank deposits, and internal reconciliations.
Andros Engineering, Paso Robles, CA
March 2010 – October 2018
Controller/Bookkeeper
• Prepared financial statements for multi-state, international company for owners, investors, and banks. • Constructed and analyzed cash flow reports, reconciled bank statements, organized and tracked accounts payable and receivables, processed sales tax returns; controlled payable and receivable schedules. • Processed multi-state payroll; prepared payroll taxes, quarterlies, W2/W3’s; managed all new-hire paperwork for incoming employees; completed 401K reports and work comp reports. • Implemented inventory system and supervised processes Templeton Properties, Templeton, CA
September 2006 – April 2010
Accountant
• Maintained bookkeeping and accounting functions for various business entities including farming, racehorse training facility, home construction, mini-market, gas station, storage facility, and rentals. • Entered and processed accounts payable and receivables, bank reconciliations and cash-flow analyses.
Completed payroll for agricultural employees, payroll taxes, quarterlies, and W2/W3’s. • Prepared sales tax returns, BPS reports, work comp reports, and job-costing for 120 home construction.
Glenn Burdette Phillips and Bryson, San Luis Obispo, CA September 2000 – November 2006
Paraprofessional
• Created financial reports for 20-30 different multi-state industries following GAAP rules. • Administered payroll for 20-30 different industries; processed payroll taxes, quarterlies, and W2/W3’s. • Completed sales tax returns, BPS reports, work comp reports, and bank reconciliations. 10/02/2025
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J E S S I C A F R A N C O
A S S O C I A T E D I R E C T O R
442-375-9695
[email protected]
Oceanside, CA, USA
[email protected]
SUMMARY
Compassionate and results-driven Associate Director with extensive experience leading teams. Skilled in staff supervision, crisis intervention, and compliance management. Passionate about restoring dignity and hope through trauma - informed care and collaborative leadership. Committed to fostering a culture of excellence, empathy, and continuous improvement in service to the mission.
CONTACT
PROFESSIONAL EXPERIENCE
Associate Director
San Diego Rescue Mission, Oceanside | 2024 - Present
• Oversees daily operations of 24/7 emergency shelter, ensuring consistent, high-quality care and a safe environment for 50+ clients. • Supervise and support a multidisciplinary team, improving staff retention and program outcomes through training and mentorship. • Develop and implement trauma-informed policies and data driven practices, improving program outcomes and enhancing client experience.
• Assist and support program operations to maintain positive success rate among participants, reflecting strong outcomes in self- sufficiency and personal growth.
Program Coordinator
San Diego Rescue Mission, Oceanside | 2023 – 2024
• Coordinated client intakes, assessing eligibility and readiness to receive shelter services and resources.
• Tracked program outcomes and maintained detailed documentation to create accurate performance reports.
• Managed ordering, inventory, and staff scheduling to ensure efficient shelter operations and uninterrupted delivery of essential services.
Department Manager
Albertsons, Oceanside | 1998 – 2023
• Led daily operations , managing inventory, merchandising, and customer service to meet sales goals.
• Supervised and trained teams of up to 25 employees, improving performance, productivity, and compliance with company policies. • Recognized for leadership excellence as District Trainer.
SKILLS
Communication
Program Management
Critical thinking
Trauma Informed Care
Team Leadership
Adaptability
Microsoft Office
Excel
HMIS - Clarity
Mission Tracker
Data & Reporting
Admin Operations
Scheduling Systems
Client Services
AWARDS &
RECOGNITION
Oceanside Nav Center
Non-Profit of the Year
Oceanside, 2024
Women Who Inspire
Senator Blakespear
District 38, 2025
10/02/2025
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Paul Armstrong
San Diego, CA • 260.437.3911 • [email protected]
Phenomenal executive level visionary leader with an even-handed compassionate management style.
Improves organizations and achieves results. Superb mentor and teacher. Proven and seasoned professional with strong general management qualifications in training, budgeting/finance, logistics management, project management and human resources.
Straightforward, thoughtful and aggressive style that can inspire and invigorate any organization.
Executive History
San Diego Rescue Mission, San Diego, CA 2020-Present Chief of Staff and Senior Vice President of Programs
Member of the Executive Leadership Team. Responsible for the effective operation across the organization with specific responsibilities for direct service programs. Specific programing includes Mission Academy, a one-year rehabilitation and recovery program for people experiencing homelessness with a capacity to serve 260, Lighthouses in Oceanside and National City, emergency shelters with 50 and 162 beds respectively. Outreach teams, in City of San Diego, Vista and Oceanside with shower trailer operations across the county. Social Services department with a therapy team and child development specialist. Responsible for a $12 million budget for just program operations and leading a staff of over 100.
Key Accomplishments:
• Improved outcomes across all programs. Specifically improved Mission Academy success rate from 25% to over 70%. The result was changing the culture to be an outcome focused organization.
• Oversaw an expansion plan opening two emergency shelters and establishing an outreach program with a countywide impact.
• Provided organizational leadership as the organization grew from $10 million to an over $19 million dollar budget within four years.
The Regional Task Force on the Homeless, San Diego, CA 2020 Chief Programs Officer
Supervisory responsibilities for the Coordinated Entry System (CES) responsible for managing housing referrals to all Housing and Urban Department (HUD) contracted programs in San Diego County. Led a team to develop a more transparent prioritization tool. Developed performance improvement metrics for CES. Provided leadership to a Rapid Rehousing Learning Collaborative comprised of service providers from across the region. Integrated into the Emergency Operation Centers of both the County of San Diego and the City of San Diego to support providing care and shelter for those experiencing homelessness during the COVID-19 pandemic.
The Salvation Army, San Diego County Regional Office 2017-2019 San Diego County Social Service Director, Rady Project Program Coordinator and Military Liaison (July 2018)
Supervisory responsibilities for all Homeless Service Programs and the Senior Nutrition program managing a $4.4 million budget and leading a staff of 66. Provide guidance for all Social Services 10/02/2025
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across San Diego County. Provide staff support for Emergency Disaster Services (EDS) provided by the organization San Diego County. Responsible for program development in preparation for the new facilities being built from the $50 million Rady Donation. Connected The Salvation Army and Active Duty and Veteran Servicemembers through service and ministry opportunities. • Key leader for the San Diego Homeless Service Provider Alliance facilitating collaboration and providing a collective voice for service providers to the Regional Taskforce on the Homeless (RTFH) Board.
• Board member of the Emergency Food and Shelter Program (EFSP) distributing $1.2 million grant from the Federal Emergency Management Agency (FEMA).
San Diego County Social Service Assistant Director, Rady Project Program Coordinator and Military Liaison (January 2018)
Assist in the oversight of Social Services across San Diego County and provide guidance to social service programs across the Division.
• Assisting the Homeless Outreach Team at Centre City Corps to implement changes to better serve the homeless population.
• Participated in a Divisional S.O.A.P. assist visit of the Victorville Corps providing specific guidance on Social Service Programs.
• Ask to be a presenter the Conference on Crimes Against Women in Dallas Texas as a result of work done in sexual assault prevention while serving as a Chaplain.
Intern and Housing Specialist (2017)
Connected through the University of Southern California School of Social Work to serve as an intern with a focus on macro practice. Hired in August 2017 to assist with the Rapid Rehousing (RRH) Program at the Door of Hope.
• Researched best practices and participated in all facets of program development for homeless services in preparation for program expansion upon receipt of a large donation. Developed an incarnational ministry to be integrate into the new facilities. • Trained in the Coordinated Entry System (CES). Served as a Regional/Match Provider at a regional homeless connection event and veterans homeless connection event. Attended several key meetings with the Regional Taskforce on the Homeless (RTFH). Assisted in reviewing reports from HMIS and coordinated training to improve organizational effectiveness. • Reviewed best practices for Homeless Outreach with program recommendations for The Salvation Army’s Homeless Outreach. Provided direct services by providing CES entry for walk in clients at the Centre City Corps.
• Worked in the Rapid Rehousing Program responsible for housing homeless individuals with short-term housing subsidies and supportive services. Coordinated with RTFH to develop process to manage “light touch” to enable the full execution of the Department of Housing and Urban Development (HUD) RRH grant.
U.S. Navy, California 2009-2017
Lieutenant Commander- Chaplain
Responsible for providing and facilitating the free exercise of religious faith, providing pastoral care for Sailors, Marines and their families and advising leaders on ethics, religion and morale.
Religious Endorsement provided by Converge.
Tours of Duty: Marine Corps Air Ground Combat Center, Twentynine Palms. USS NEW ORLEANS (LPD-18), San Diego. First Marine Division, Camp Pendleton. • Responsible for direct Chaplain Services to the Marine Corps Communication and Electronics School with a student population of over 2,500 and a staff of over 900. • Developed and implemented a small group training curriculum to assist Entry Level Marines 10/02/2025
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develop healthy relationship boundaries and manage peer pressure based on evidence-based practices. It became a best practice and recommended across all Entry Level Schoolhouses. • Directed programing at the Protestant Chapel to include four worship services and a wide range of ministries with weekly attendance of 400. Regularly preached at the Contemporary Worship Service and Wednesday Night Service. Managed a budget of over $350,000. • Developed and executed training for all Operational Religious Ministry Teams preparing to forward deploy.
• Received the Witherspoon Award, recognized as the Navy Chaplain of the year, 2012, by the National Bible Association.
• Responsible for managing the suicide prevention program, providing leadership for the Operational Stress Control Program and providing training to service members and their families for deployment and reintegration upon return.
• Served as the Chaplain for 1st Light Armored Reconnaissance Battalion with over 1,200 Marines and Sailors forward deploying to Afghanistan and Headquarters Battalion with over 1,800 Marines and Sailors while at First Marine Division. • Forward deployed twice with a ship’s crew of almost 400 and an embarked Marine Battalion of over 1,000 while at USS NEW ORLEANS (LPD-9).
Northeast Christian Church, Fort Wayne, IN 2006-2009 Senior Pastor
Responsible for the spiritual wellbeing of the congregation and the operational effectiveness of the organization. Provided leadership in developing the vision for the church and training leaders for a variety of ministry teams. Led and managed a professional staff of three, an elder team of five and a congregation of 175 with an average annual budget of $220,000.
The Pointe Church, Fort Wayne, IN 2005-2006 Associate Pastor
Assisted in launching a church from a core team to an average attendance of over 300. Designed and implemented from start-up three new ministries; First Impressions (Ushers/Greeters/Follow-up), Small Groups, and Assimilation. Directed Children’s ministry and Middle School ministry.
U.S. Navy, Various Locations 1994-2005 Lieutenant Commander- Supply Corps
Business manager of the United States Navy responsible for all aspects of logistics, financial management, payroll, food service, and industrial services. Held various positions including Director of Payroll, Director of Retail Operations, Educational Counselor, Supply Department Head, Division Director and Project Manager.
Tours of Duty: Fleet and Industrial Supply Center, Virginia. USS DENVER (LPD-9), California. Navy Supply Corps School, Georgia. USS CAPE ST GEORGE (CG-71), Norfolk. • Managed logistic departments, including the Fleet Support Division responsible for supporting over 150 operational units
• Lead Negotiator on a multimillion-dollar partnership; responsible for over 100 personnel who support over 700 activities worldwide
• Managed a budget of over $3 million and an inventory with a dollar value over $500 million • Responsible for the administrative management of 240 newly commissioned Supply Corps Officers annually to include academic tracking and placement upon graduation. Responsible for facilities management for all academic spaces.
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• Responsible for training newly commissioned officers in all aspect of shipboard food service operations. Maintained course curriculum and acted as student advisor and mentor. Qualified as a Master Training Specialist.
• Responsible for feeding the ship’s crew of 350 Sailors leading a team of 40. Managed $500,000 worth of inventory with monthly receipts and expenditures of $60,000. • Responsible for payroll accounts of 350 personnel, liquidating all travel claims and payment of dealer invoices.
• Accountable for $100,000 inventory and the operation of two retail outlets. Revenues generated funded Morale, Welfare and Recreation events. Managed industrial service operations.
Education
University of Southern California, Masters, Social Work Bethel Seminary, Masters, Divinity
Brenau University, Masters, Business Administration
University of New Mexico, Bachelors of Arts, Political Science
Community Involvement
Community Alliance of Healthy Minds 2017- Present Board member
Soul Survivor (Military Ministry) 2017- 2018 Board Member
LifeBridge Church 2009-2015
Elder, Prayer Team Leader, Men’s Ministry
Healthy Marriages of Allen County 2006-2009
Secretary, Board Member
InAsMuch Ministry, Broadway Christian Church 2005-2009 Volunteer counselor for benevolence ministry
Campus Crusade for Christ 1991-2009 Campus Volunteer, Student Leader, Military Ministry Affiliate
Atlantic Shores Baptist Church 2003-2005 Sunday School Teacher (Adult), Recovery Ministry Administration, Outreach Team Leader
American Red Cross 1999-2000
Armed Forces Emergency Notification volunteer coordinator
March of Dimes Walk America 1998-2000
Logistics Coordinator
10/02/2025
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Brian Wilson
Leader and team developer
Murrieta, CA
[email protected]
+1 951 334 4179
For over 30
years I have focused my life on training and developing people. From personal mentoring and training to organizational strategy and development. I enjoy seeing people and teams succeed in accomplishing goals while creating a positive and energizing culture.
Authorized to work in the US for any employer
Work Experience
Director
North County Lighthouse- Oceanside, CA
May 2023 to Present
Oversee a fifty bed low barrier shelter for the San Diego Rescue Mission. Main area of responsibilities include staff development, building strategic community and service provider partnerships and ensuring quality data outcomes.
Owner/Operator
ConsultBW - Murrieta, CA
January 2021 to May 2023
I started a coaching & training business that does personal, relational and team coaching. Areas of focus are marital & family development, emotional intelligence training for teams and leadership training.
Senior Pastor
Access Church - Murrieta, CA
September 2016 to December 2022
I started the church with a group of 30 people and grew it to over 100 people. Taught weekly, led home groups and trained leaders.
Senior Pastor
CrossPoint Church - Temecula, CA
January 2005 to August 2016
Grew the church from 150 to over 800. My focus was on leadership development, teaching, counseling and overseeing the staff.
Education
Bachelor's degree in Organizational Management
Biola University - La Mirada, CA
January 1998 to May 2000
Skills
• leadership development and training
• MBTI personality trainer
• teaching and speaking
• Strategic management
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Certifications and Licenses
MBTI Personality facilitator
April 2008 to Present
I can assess and evaluate people's personality and its impact on their life. 10/02/2025
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1 City of Vista
Housing & Homeless Services Division
Transition Age Youth Transitional Housing Program
Operator Services
Request for Proposals
RFP GUIDELINES
Applications Available December 2, 2024
Site Tours Available December 2, 2024 – January 16, 2025 Application Due Date January 30, 2025, 5:00 pm
10/02/2025
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EXHIBIT 10
2 Table of Contents
Overview 3
Location Description and Configuration 3
Funding Availability 3
Contract for Services 3
Reporting 3
Scope of Services 4
Work Plan 6
Insurance Requirements 6
Evaluation Criteria 7
Proposal Instructions 7
Proposal Submission 11
Questions on this RFP 11
Timeline for RFP Submission and Award 12
Appendix A – 727 Ascot Drive Floor Plan 13
Appendix B – Standard Contract for Services 16
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3 Overview
The City of Vista (City) is soliciting proposals from qualified service providers for the operation of a Transition Aged Youth (TAY) Transitional Housing Program located in the city of Vista (hereafter “Program”).
The Program will operate within a 12-bedroom facility that may have various occupancy limits (one or two per room) to assist TAY experiencing homelessness. The proposed Program is intended to operate year - round. Responses to this Request for Proposals (RFP) must include a preliminary but well-defined scope of work, schedule, staffing resources, and budget including funding sources.
Location Description and Configuration
The Program will operate at a single location at 727 Ascot Drive, Vista, CA 92083 (Property), which is owned by the City of Vista. The Property is a .75-acre site improved with a 6,393 SF assisted living facility which has 13 bedrooms and seven full and five half bathrooms in three levels, with each floor containing a full kitchen. The building is partially furnished, and completion of furnishings must be included with the proposal and budget. The building is improved with a door monitoring system and cameras installed in public areas. The building’s floor plans are attached as Appendix A.
The
Property also contains a casita that was previously used as an exercise room, 2 greenhouses, an outdoor kitchen, and a 2-car garage containing extra rooms for storage, washer and dryer units, and a walk- in refrigerator.
T
he Property is located approximately .6 miles from the nearest bus stop and 1.3 miles from the Vista Village Transit Center. The Program is also conveniently located less than a mile from SR 78.
S
ite tours are required before proposal submissions and available between December 5, 2024, and January 16, 2025.
Funding Availability
The City of Vista does not intend to fund operating services. Proposals should include a funding plan which outlines the estimated cost of operations, including regular facility maintenance, and the source of funds for ongoing operations. Funding plans should include a narrative substantiating the funding plan using similar program(s) currently or previously operated successfully.
Contract for Services
The initial agreement will be for 12 calendar months, which may be extended at the City’s option for an additional 24 months, in increments of the City’s choice, for a maximum term of 36 months. The awarded proposer will be required to enter into an agreement in accordance with the City’s Standard Contract for Services included as Appendix B.
Reporting
The City expects the awarded operator to submit periodic updates on Program progress and accomplishments at public and p rivate meetings as directed by City staff, including monthly Standing Committee Meetings on Homelessness and bi-annual Updates on the Implementation of the Strategic Plan to Address Homelessness.
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4 Scope of Services
The City of Vista is seeking an experienced TAY service provider with experience operating TAY transitional housing programs. The provider will service TAY experiencing homelessness as defined by the U.S. Department of Housing and Urban Development (HUD) guidelines1. The service provider will be expected to provide on-site case management services, working towards a goal of ensuring long-term self-sufficiency of each individual served.
T
he City is committed to providing a secure environment where TAY will be provided with living quarters, an opportunity to heal while learning the skills necessary for self-sufficiency. Skills for self-sufficiency should include a variety of workforce development options such as trade schools, community colleges, unions, apprenticeships and internships. The City intends for the Program to operate with the highest standards in safety, sanitation, and public services; creating a positive environment both inside the Program and the surrounding neighborhood. The City will evaluate each proposal submitted and rely on the expertise of the provider to prepare a plan for the best structural setup for its clients and overall operation and management of the Program. The City shall approve the plan for the operation and management of the Program. The City’s goal is to collaborate with the Program operator and for the operator to be responsive, respectful, and supportive to both the TAY population and the greater local business and residential community. The resulting collaboration will develop the Program for eligible TAY individuals that will create pathways towards quality employment with increasing income potential, healthy lifestyle through connections with local healthcare providers, and permanent housing through connection with services to ensure long term stability.
S
ervices shall address the following key elements within the proposal:
1) Qualifications. Proposals will be considered from for-profit and private or public non-profit organizations, with preference given towards non-profit organizations, which meet the following criteria:
a. A minimum of three consecutive years of providing services to TAY experiencing homelessness and short-term housing with wrap-around services. b. Service provider must have the current organizational experience and staff capacity to undertake a new TAY Transitional Housing Program or demonstrate its ability to do s o
r
esponsibly upon proposal award.
c. Service provider must have a demonstrated knowledge of Housing First, Trauma-Informed Care, and Harm Reduction Practices. Provider must remain abreast of and implement new and developing evidence-based practices concerning services provided to eligible individuals. d. Service provider and/or key personnel shall hold appropriate licenses or certificates for the necessary disciplines and services, as well as data information access to San Diego County’s Continuum of Care Homeless Management Information System and Coordinated Entry System.
e. Stable operating resources with the ability to fund operations through government an d
p
rivate grants and private donor opportunities.
f. Has not filed for bankruptcy under any business name during the past five years. g. Service provider shall not be on the Office of Federal Contract Compliance Programs (OPCCP) debarred or suspended contractors list.
1 https://www.hudexchange.info/news/huds-definition-of-homelessness-resources-and-guidance/ 10/02/2025
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5 h. The service provider and all employees are qualified to do business and are in good standing with the California Secretary of State and the California Franchise Tax Board. 2) Support Services/Case Management. Proposers must provide Housing First, trauma-informed care, supportive services, and case management to Program clients. Included in these services are the f
ollowing required, but not limited services:
a. Intake and assessment to include an Individual Service Plan (ISP) to create a customized service plan that includes but is not limited to being person centered and addresses housing, financial, education, employment, and self-sufficiency within 48 hours of participant’s intake .
A
Release of Information and Multiparty Authorization to Use and/or Disclose Information should be completed upon entrance of the program.
b. Verification that clients are free from infectious disease upon intake. If a client referred to the P
rogram displays symptoms of any infectious disease that does not require immediate medical attention, a plan for isolation upon intake and before direct contact with other c
lients and staff should be made.
c. Provide, at minimum, a clean sleeping space with bed/mattress coverings, blankets, sheets, p
illows and pillowcases, as appropriate for each participant. d. Initial hygiene kit upon entry to include at a minimum: soap, towel, toothbrush, and toothpaste for each participant.
e. Daily meals with meal schedule clearly communicated and advertised to participants. If participants have work, school, or other appointments during the day, efforts to provide a “sack lunch to go” should be made.
f. Ongoing case management to support the goals of participants’ ISPs. Provider shall review and update the ISP at the first Case Management meeting and periodically, as proposed, thereafter.
g. Ongoing Case Coordination and completion of a Housing Needs Assessment/VI-SPDAT as necessary.
h. Participate in citywide case conferencing to help coordinate intake opportunities across City of Vista service providers and help coordinate resources for Program participants. i. Providing Housing Navigation support to all participants. This may include, but is not limited to, reviewing credit reports and any eviction history, advocating on behalf of participants with landlords, notifying participants of housing opportunities, assistance with housing applications, and assistance in procuring financial assistance for move-in costs. j. Exit interviews for all participants leaving the program, whether successful or not. These exit interviews should include but not be limited to: details on the reason for the exit, expected destination after the exit, and an opportunity for the participant to provide subjective feedback on their program experience. An attempt to verify the exiting individual’s contact information before departure should be made in case follow-up is necessary. k. 30, 90, and 365 day tenancy follow up after program participants graduate and move into their own unit. Reporting information should include their current housing situation, employment status, and location. If former participant is struggling with housing stability, all efforts should be made to connect the individual with a program designed to support housing stability such as CalAIM’s Community Support Housing Tenancy and Sustaining Services. l. Address behavioral health concerns, to include substance use, by referral to the appropriate level of care utilizing services funded by the County of San Diego’s Behavioral Health Services ,
M
edi-Cal and other resources.
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6 m. Ensure participants have access to and promote the usage of physical and dental health services.
n. Assistance with participants in obtaining and maintaining income, identification, public benefits, such as CalFresh, Medi-Cal, etc.
o. Development of participants budgetary and financial literacy and assistance with participants in securing employment when ready. Connections with trade schools, apprenticeships (both union and non-union) and other forms of job readiness skills training. p. Development of support groups to allow participants the opportunity for participation in organized gatherings for peer support that are appropriate for the facility’s hours of operation. The groups should be specific to the needs of the participants. q. Daily wellness checks for participants.
r. Support services staff will be trained to respond to emergency situations and provide de- escalation and conflict resolution. All staff must also be trained in CPR, AED, and Narcan Administration.
3) Operations. The provider is responsible for securing the facility and ensuring proper maintenance of the building. Basic operations must include but not be limited to the following:
a. Develop intake process which prioritizes TAY experiencing homelessness in Vista. b. Procure and install necessary furnishings in living quarters (e.g. bed, dresser, nightstand, locking storage) and any additional furniture in common areas as identified by the proposal.
Locking storage should be considered to store medication and documents subject to HIPAA. c. Develop, maintain, and document janitorial schedules for the awarded provider will ensure bathrooms are fully stocked with toilet paper, soap, paper towels, etc. d. Ensuring living quarters and public spaces are kept clean and free from debris. This should include ensuring regular washing of participants’ bed linens and clothing. Washers and dryers should be made available to participants.
e. Maintain pest control.
f. Transportation coordination for clients onto and off the property. g. Oversee and coordinate site security 24 hours per day. h. Other tasks as required to fulfill the requirements of managing and operating a TAY Transition Housing Program.
Work Plan
Proposers are required to include a work plan within the narrative section outlining the coordination and referral resources to successfully provide the workforce development, support services , and case management needs of participants, and how the Program operator will transition participants into permanent housing. Proposals must also include a detailed staffing plan, and management and operation schedule for the Program.
Insurance Requirements
Insurance must be provided prior to the execution of a contract. The selected organization must be able to comply with the City ’s insurance as detailed in the City’s Standard Contract for Services included as Appendix B.
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7 Evaluation Criteria
Proposals will be evaluated based on the submission of complete and accurate proposal forms and requested narrative materials addressing all required scope of services, accurate proposal forms, and requested narrative materials. Service providers should demonstrate the organization’s experience serving TAY experiencing homelessness and ability to manage a Transitional Housing program, including methodology, client/staff ratio, required certifications, and housing maintenance experience of staff members. All proposals shall include professional references and evidence of their organization’s Board approval to apply for the RFP. The following scoring system will be utilized:
A. Organizational Experience, Readiness and Program Description 20 points B. General Program Overview 10 points
C. Level and Types of Services 15 points
D. Service Partners 10 points
E. Client Selection and Service Delivery 15 points
F.
Participation in Coordinated Entry System & Performance Measures (Measurable Objectives and Outcomes) 10 points
G. Annual Operating Budget 20 points
Total 100 Points
The City reserves the right to amend, withdraw, and cancel this RFP. The City also reserve the right to reject all responses to this RFP at any time prior to agreement execution. Furthermore, the City reserves the right to request additional information about any and all proposals that, in City’s opinion, is necessary to assure that the proposer’s competence, number of qualified employees, business organization, experience, and financial resources are adequate to perform the services. All proposals shall be reviewed to verify that the proposer has met the minimum requirements as stated in this RFP. Proposals that have not followed the instructions, do not meet minimum content and quality standards, and/or do not provide references will be rejected as nonresponsive. The City will act as the sole judge of the content of all proposals.
Proposal Instructions
A completed submittal will include the following documents:
1. C
over letter describing your organization, mission, history, objectives, programs and services, and any other pertinent organizational capacity information. Include statement of capacity to meet q
ualifications including but not limited to the City’s insurance and related requirements and include 3 professional references (4 pages maximum).
2. Application Form (Appendix E).
3. M
ost recently completed Audited Financial Statements.
4. O
rganizational Chart including key staffing for the proposed Program. 10/02/2025
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8 5. Narrative Description (20-p age limit) which include all of the following:
Program
a. De
scribe your organization’s experience working with local government, business, other providers and non-profit organizations through planning, design implementation, property management and operational phases.
b. De
scribe your organization’s experience providing social service programs to TAY experiencing homelessness and operating Transitional Housing and/or similar programs to the proposed Program. Attach a list of year-round Transitional Housing programs operated currently and/or previously by your organization (include name of housing, location, and total number of beds). Include relevant experience in San Diego County. c. E
xplain how the Program will be integrated into the larger Continuum of Care system as well as the City’s existing mission, business, budget, funding commitments, and capacity of agency to maintain and operate the Program.
d. De
scribe your organization’s prior experience with “TAY experiencing homelessness, including those experiencing chronic homelessness”.
Target Goals/Expected Outcomes
a. Describe the target goals and expected outcomes for the Program and how they adhere to g
uidelines and expectation set forth by the U.S. Department of Housing and Urban Development’s HEARTH Act.
b. D
escribe how the Program will provide support to the entire regional Continuum of Care (CoC) helping to move the system towards a higher level of system performance, a reduction in the number of TAY who experience homelessness in our community, and an increase in access to housing opportunities for chronically homeless TAY utilizing Program services. Indicators for measuring effective system performance should include the f
ollowing key characteristics:
i. Reduction in First Time Homelessness - A re fewer people experiencing homelessness for the first-ti
me?
ii. Overall Reduction in Number of Persons Who Experience Homelessness - Are ov
erall rates of homelessness declining? Is street homelessness declining? Is chronic homelessness declining?
iii. Red
uction in the Length of Time experiencing Homelessness - D o people
experience homelessness for shorter periods of time? A reasonably short length of time experiencing homelessness indicates system and program success in rapidly re-hou
sing persons who are homeless. It can also indicate efficiency related to turnover of beds which is essential to meet system demand. 10/02/2025
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9 iv. Successful Resolution of Housing/Homelessness Crisis – Do people resolve their housing/homelessness crisis successfully by maintaining/obtaining permanent housing? Are people successfully connected to community- based supports?
v. Red
uction in Recidivism (subsequent return to homelessness) - Are repeat occurrences of homelessness avoided or declining?
Staffing
a. Develop a staffing and management plan including hiring policy, required licensure and/or certifications, screening and acceptance procedures, staffing policies for safe and humane environment, policies for staff training (annual staff evaluation and training plan, documentation of staff training), communication, resources and referrals, mental health and addiction skills, self-care, emergency procedures (evacuation, first aid, CPR, 911 reporting), safety conduct (prevention of abuse, crisis intervention, conflict resolutions), and appropriate behavior for dignity and respect.
b. Describe the proposed staffing for the Program. Provide title and description of staff to be hired and number of staff. Include all staff (including security). Describe hiring of staff (including leveraging of staff between multiple programs) or any subcontracts or vendor agreements.
c. Provide resumes of key personnel; resumes will not be included in the 20 page limit of this section.
Administration
a. Describe your organization’s financial policies.
b. Describe your organization’s policies on financial requests from clients and client possessions and fund management.
c. Describe your safety policy for the Property including Property maintenance, fire and earthquake safety, fire prevention, and inspection and maintenance schedules.
d. Describe your on-site safety and security plan addressing secured entrances, on-site security personnel, alarms, cameras, lighting, loitering policy, de-escalation policy, entrance and exit procedures, client storage, weapons on site, and procedure for contacting police.
e. Describe your health policies related to possession of controlled substances, drug possession, security, use and access of prescription medications, use of over-the-counter medications, client access to emergency and medical care, first aid equipment, supplies and procedures, and policies and procedures for disease prevention.
f. Describe food policies related to the provision of nutritional needs of clients, meeting health department standards, and provision for sanitary storage and food preparation.
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10 g. Include your organization’s most recently filed annual audit and financial statement (as a separate attachment, not included in narrative page count).
Client Services
a. Describe the admission criteria and procedures including:
I. Client rules and guidelines and identify how clients are involved.
II. Identification requirements.
III. Screening requirements.
IV. Bed reservation system.
V. Intaking new clients.
VI. Day leave and returning clients.
VII. Hours of operation.
b
. Provide a brief summary of the types of services available for clients including:
I. Type of service to be provided and expected outcomes to be achieved.
II. Length of stay for clients and any ability to extend.
III. Indicate level and type of supportive services (both on and off site).
IV. Location of services.
V. Proposed source funding for the services.
VI. Describe the level and frequency of case management. c. D
escribe transportation policies including how clients will access the Property, staff transportation of clients, bus and client transportation services, delivery of Program goods, and community donations.
d
. Describe if and how the Program will accommodate pets and service animals. e. Describe how your organization will work with the City’s project manager and staff to influence the design of the Program and Property.
f. Describe how clients will be connected to permanent affordable housing.
6. Pr
oposed Annual Operating Budget (not included in narrative page count) I
nclude a detailed budget for the annual operating costs for a three-year period associated with the Program per the scope of work and services outlined in this RFP. The budget shall include a breakdown of all costs including staff, management, operational needs, etc. and a total budget amount. Include a budget narrative that includes:
a. De
scription of the financial system utilized by the proposer. Identify whether your organization has sufficient funds to sustain the program for a minimum of three months until reimbursement of expenditures is received. Please submit documentation detailing your organization’s reserves. Documentation may include cash and/or credit reserves. 10/02/2025
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11 b. Describe your organization’s personnel policy manual with an affirmative action plan and grievance procedure. Attach a list of the Board of Directors and resumes of key staff including program manager and fiscal officer.
c. Identify whether your organization has liability insurance coverage, in what amount, and with what insurance agency. Also identify whether your organization pays all payroll taxes and workers’ compensation as required by Federal and State Law. Additionally, note whether your organization has fidelity bond coverage for principal staff who handle the agency’s accounts, in what amount, and with what insuring agency.
All data, documents and other materials submitted in response to this RFP remain the property of the City. The City reserves the right to retain all RFPs and proposals submitted and to use any idea(s) in a proposal regardless of whether that proposal is selected. Submission of a proposal indicates acceptance by the proposer of the conditions contained in this RFP and the appendices hereto unless clearly and specifically noted in the proposal and confirmed in the contract between the City and the selected service provider.
Proposal Submission
To receive addenda and submit a Proposal, Consultants 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, Consultants 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.” Consultants 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 Consultant is unable to register or download the RFP from OpenGov Procurement, a Consultant 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 Consultant 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 time 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.
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 below. 10/02/2025
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12 Timeline for RFP Submission and Award
Activity Date
Public Notice announcing RFP December 2, 2024
Site Tours December 2, 2024 – January 16, 2025
Final Date for Submissions of Questions and Site Tour
Requests January 16, 2025
Submission Deadline January 30, 2025, 5:00 p.m.
Proposal Review and Interviews (if necessary*) January 30 – February 13, 2025 Selection and Notification of Award February 17, 2025
*Note: It is the City’s intention to award solely based on the proposals; however, City reserves the right to schedule interviews if necessary.
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13 APPENDIX A
Floor Plan
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14 APPENDIX A
Floor Plan
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15 APPENDIX A
Floor Plan
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16 APPENDIX B
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.
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17 4.0 SCOPE
Contractor shall perform all Services including, labor, materials, software, supplies, reports, and documents for as may be required from time to time, in accordance with Exhibit A. The Services shall be complete, and all work, material and services not expressly called for in the Proposal which may be necessary to carry out the Contract in good faith, shall be performed by the Contractor at no increase in cost to City. In the event of a conflict between the provisions 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. 10/02/2025
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18 6.0 CONTRACT DOCUMENTS
The Contract comprises the following documents including all additions, deletions, modifications and appendices and all addenda setting forth any modifications or interpretations of any of these documents: Documents required under Exhibits A–E.
7.0 TIME FOR COMPLETION AND COMMENCEMENT OF SERVICES
All Services under the Contract must be completed in compliance with the schedule in Exhibit 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.
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19 10.2 Contractor represents and warrants that all design professional services, if any, shall be provided by a person or persons duly licensed by the State of California to provide the type of services described in Exhibit A.
10.3 Neither Contractor, nor any of Contractor's officers, employees, or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. 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.
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20 11.5 Nothing in this section shall be interpreted as prohibiting bona fide occupational qualifications consistent with applicable state and federal law and reasonably necessary to the normal operation of Contractor. Nothing in this section shall be interpreted as prohibiting regulations and policies to prevent nepotism or conflicts of interest.
11.6 Nothing in this Section shall be interpreted as prohibiting action taken to establish or maintain eligibility for any federal program, where ineligibility would result in a loss of federal funds to City.
11.7 To the fullest extent permitted by law and without limitation by the other provisions of this Contract relating to indemnification and insurance, Contractor shall also indemnify, defend and hold harmless City, and its directors, officers, employees and agents from and against all liability (including without limitation all claims, damages, penalties, fines, and judgments, associated investigation and administrative expenses, and defense costs, including but not limited to reasonable attorneys' fees, court costs, and costs of alternative dispute resolution) resulting from any claim of discrimination or harassment, including but not limited to sexual harassment, arising from the conduct of the Contractor or any of the 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 10/02/2025
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21 subcontractor of Contractor, but Contractor shall bind every subcontractor and every subcontractor of a subcontractor by the terms of this contract applicable to Contractor's work, unless such change, omission, or addition is approved in advance in writing by the City Manager or the City Manager’s designee. All subcontractors are subject to the prior written review and approval of the City Manager or the City Manager’s designee.
14.0 LICENSES
If a 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.
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22 in the rendering of services and the production of the work product produced under this Contract, and that City has full legal title to and the right to reproduce such materials. The Contractor covenants to defend, indemnify and hold City harmless of any loss, claim or liability in any way related to a claim that they are violating or have violated any federal, state or local laws, or any contractual provisions, relating to trade names, licenses, franchises, patents or other means of protecting interests in products or inventions. Contractor shall bear all costs arising from the use of patented, copyrighted, trade secret or trademarked materials, equipment, devices, or processes used on or incorporated in the services and materials produced under this Contract. In case such materials, equipment, devices, or processes are held to constitute an infringement and their use is enjoined, Contractor, at its expense, shall: (a) secure for City the right to continue using the materials by suspension of any injunction or by procuring a license or licenses for the City; or (b) modify the materials so that they become non-infringing.
17.0 CONFIDENTIALITY
17.1 Contractor shall treat all information obtained from City in the performance of this Contract as confidential and proprietary to City. Contractor shall treat all records and work product prepared or maintained by Contractor in the performance of this Contract as confidential.
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 10/02/2025
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