cc 2025 AR 12/09 agreement with townspeople for vista shared housing expansion

ACTION:
____________________________

Clerk/Secretary
Department: City Manager’s Office Item No: C17
Prepared by:

Johannah Knieff, Management Analyst
Jonathan Lung, Housing & Homeless Svcs Division Mgr Meeting Date:

December 9,
2025
Approved by:

Imelda Huerta, Assistant City Manager
John Conley, City Manager Agenda Location: Consent
S
UBJECT: AGREEMENT WITH TOWNSPEOPLE FOR VISTA SHARED HOUSING EXPANSION RE
COMMENDATION:

1. Adopt City Council Resolution No. 2025 - , approving an agreement with Townspeople to administer the Vista Shared Housing Expansion services (VSHE).

2. Adopt City Council Resolution No. 2025- , amending the Operating Budget for Fiscal Years 2025/26 and 2026/27
CO
RRELATION TO CITY COUNCIL GOALS: Homelessness and Housing P
RIOR ACTION: On August 27, 2024, adopted City Council Resolution No. 2024- 146, approving an agreement with Townspeople for the administration of the Vista Housing Innovation Pilot Program (Vote: 5- 0).

O
n May 28, 2024, adopted City Council Resolutions No. 2024-76, accepting grant funds from the Regional Task Force on Homelessness, and No. 2024-77, amending the Operating Budget for Fiscal Years 2023/24 and 2024/25 (Vote: 5-0).

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n June 23, 2020, adopted City Council Resolution No. 2020-115, authorizing application to the Permanent Local Housing Allocation Program Plan and Administration of Program Activities (Vote: 5-0).

S
TATEMENT ON THE SUBJECT: On October 31, 2023, the City of Vista applied for a Super Notice of Funding Opportunity with the Regional Taskforce on Homelessness (RTFH) for a shared housing project in support of the Home Share strategy of the Strategic Plan to Address Homelessness. In January of 2024, RTFH proposed a collaboration between Townspeople and the Cities of Vista and La Mesa, to maximize impact across the region. On May 7, 2024, The City of Vista received an award letter for $336,809.25 and a subrecipient agreement was executed between the RTFH and the City of Vista.

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n August 27, 2024, the City entered an agreement with non- profit Townspeople to administer the Vista Housing Innovation Pilot Program (VHIPP), which utilized Housing First principles, shared- housing strategies, and master leasing to maximize existing mark et-rate housing by securing multi -bedroom units and matching participants into affordable shared-housing arrangements with private bedrooms and shared common areas. This model reduces rent and utility costs, increases long- term housing stability, and strengthens participant self -sufficiency. Clients receive comprehensive support throughout the housing process, including assessments, Housing Plan development, interim housing assistance, housemate AGENDA
REPORT

CITY COUNCIL

COMMUNITY DEVELOPMENT COMMISSION

SUCCESSOR AGENCY

BUENA SANITATION DISTRICT

JOINT POWERS FINANCING AUTHORITY
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MEETING DATE: December 9, 2025 PAGE 2

SUBJECT: AGREEMENT WITH TOWNSPEOPLE FOR VISTA SHARED HOUSING EXPANSION

matching, and post-placement stabilization and peer-support services. Through this approach, the VHIPP placed 26 households (35 participants) into shared housing.

In response to the VHIPP’s success, the City Council directed staff at the October 2, 2025, Update on the Implementation of the Strategic Plan Workshop to continue and expand shared housing services with Townspeople. To support this direction, Townspeople submitted a proposal on November 12, 2025, outlining the continuation and expansion of shared housing services in Vista. The proposal details a total project budget of $569,167, which supports a dedicated Vista shared- housing team ( Team Lead, Housing Navigator, Housing Stability Specialist, and Leasing Specialist) along with supporting operational expenses.

A significant component of the budget is a $200,000 Flexible Funding and Master Leasing Liability Pool, which will provide move-in assistance, shallow subsidies, short-term hotel stays, furnishings, and property- owner incentives to accelerate placements and stabilize tenancies. The average cost per participant is projected at under $9,500, substantially lower than emergency shelter or congregate alternatives.

The propos al is structured around clear, measurable objectives designed to increase shared- housing opportunities for Vista residents at risk of or experiencing homelessness. The proposal focuses on:

• Expanding shared housing availability by engaging multi-bedroom property owners, securing master leases, and maintaining an active inventory of available units, with a target of 30 master -leased bedrooms across 15–30 units.
• Facilitating shared- housing placements for low- acuity individuals through eligibility screening, housemate matching via the Bunky platform, and coordinated move -ins, with a goal of housing 60 participants and achieving 85% retention over 12 months. • Supporting both property owners and tenants through orientations, conflict-mediation resources, and financial incentives, aiming for 80% property-owner satisfaction and engagement of 10 new property owners.
• Strengthening system coordination and compliance by entering data into the Homeless Management Information System ( HMIS), participating in case conferencing, and ensuring alignment with ERF regulations, including documentation of tenancy, service delivery, and financial assistance. • Building long-term shared-housing infrastructure through continued partnerships with the RTFH and San Diego Rescue Mission, and by integrating listings into regional databases to ensure ongoing placements beyond the grant term.

Additionally, Townspeople outlines a robust evaluation and reporting structure to ensure accountability and transparency through:

• Monthly Data Monitoring: Staff enter all participant data into HMIS and the Bunky housemate matching platform, monitoring progress against HUD benchmarks and San Diego regional standards.
• Quarterly and Annual Reporting to the City: The Team Lead will compile quarterly and annual performance reports documenting placement outcomes, retention rates, financial assistance, master-lease activity, and ERF-required metrics.
• Six-Month Grant Narrative: Townspeople’s Grants and Compliance Specialist will complete a narrative performance report within six months of the grant award and again at the end of each fiscal year.
• Surveys and Stakeholder Feedback: Evaluation tools include surveys of program participants, staff, property owners, and partners to assess satisfaction, system performance, and opportunities for improvement.
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MEETING DATE: December 9, 2025 PAGE 3
SUBJECT: AGREEMENT WITH TOWNSPEOPLE FOR VISTA SHARED HOUSING EXPANSION • Council and Committee Updates: Townspeople will provide updates to the Standing Committee o n H
omelessness and the City Council as directed, ensuring ongoing transparency and alignment with City priorities.

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taff recommend approving an agreement with Townspeople for the Vista Shared Housing expansion.

F
ISCAL IMPACT: The agreement is recommended for 12 months, with the option to renew for an additional 12 months, and a total contract ceiling of $569,167. If approved, $268,670 in funds would be rec ognized and appropriated into the Round 5 Permanent Local Housing Allocation (PLHA) account ( no. 116.0355.521040.PLHA); and $300,497 would come from the FY 2022/23 Year End Cannabis Funds account (no. 0010355.521040.YC23).

EXHIBITS:

1. City Council Resolution No. 2025- , approving an agreement with Townspeople to administer the Vista Shared Housing Expansion services.

2. City Council Resolution No. 2025- , amending the Operating Budget for Fiscal Years 2025/26 a nd 2026/
27 3. Townspeople Shared Housing Expansion Proposal

4. Agreement with Townspeople to administer the Vista Shared Housing Expansion 12/09/2025
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RE
SOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CHARTERED CITY OF

VISTA, CALIFORNIA, APPROVING AN AGREEMENT WITH TOWNSPEOPLE

TO PROVIDE VISTA SHARED HOUSING EXPANSION SERVICES
The City Council of the City of Vista does resolve as follows:

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

A. On June 23, 2020, adopted City Council Resolution No. 2020-115, authorizing application to the Permanent Local Housing Allocation (PLHA) Program Plan and Administration of Program Activities (Vote: 5-0).

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

C. On September 30, 2025, the City of Vista received an award letter from the California Department of Housing and Community Development for $268,670.00 of Round Five PLHA Funding.

D. The City desires to use this funding to expand Shared Housing services in Vista.

2. Action.

A. The agreement with Townspeople to provide Vista Shared Housing Expansion services is approved and the Mayor is authorized to execute the agreement.

3. Adoption. PASSED AND ADOPTED at a meeting of the City Council of the City of Vista held on December 9, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

APPROVED AS TO FORM:

WALTER CHUNG, CITY ATTORNEY
By:

APPROVED
Walter C. Chung
20251125092519
JOHN B. FRANKLIN, MAYOR
ATTEST:

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

A RESOLUTION OF THE CITY COUNCIL OF THE CHARTERED CITY OF

VISTA, CALIFORNIA, AMENDING THE OPERATING BUDGET FOR
FISCAL YEARS 2025/26 AND 2026/27
The City Council of the City of Vista does resolve as follows:

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

A. On June 10, 2025, the City Council adopted Resolution 2025-102 approving the Operating Budget for Fiscal Years 2025/26 and 2026/27.

B. The City Council desires to amend the Operating Budget at this time to reflect changed circumstances.

2. Action.

A. The Operating Budget for Fiscal Years 2025/26 and 2026/27 is amended as set forth in Exhibit A.

3. Adoption. PASSED AND ADOPTED at a meeting of the City Council of the City of Vista held on December 9, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

APPROVED AS TO FORM:

WALTER CHUNG, CITY ATTORNEY
By:

JOHN B. FRANKLIN, MAYOR
ATTEST:

ATHY VALDEZ, CITY CLERK
By:

APPROVED
Walter C. Chung
20251104155748
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EXHIBIT 2
RESOLUTION NO. 2025-

CITY COUNCIL FOR THE CHARTERED CITY OF VISTA
PAGE 1

EXHIBIT A

1. Account Number Account Description Increase Decrease 1160027.425029.PLHA STATE GRANT- PLHA 268,670.00$
1160355.521040.PLHA SERVICE CONTRACT 268,670.00$
Appropriations are hereby made (and estimated revenues are hereby adjusted) to fund (the subject project). 12/09/2025
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Cover Sheet
LE

GAL INFORMATION
L
egal Name of Organization: Townspeople
EIN: 33-0623634
Mailing Address: 2047 El Cajon Blvd., San Diego, CA 92104 Phone Number: (619) 295
-8802
Email: [email protected]
Website: www.townspeople.org

PRIMARY CONTACT INFORMATION
P
rimary First and Last Name: Melissa Peterman
Primary Title: Executive Director
Direct Phone Number: (619) 917-4771
Primary Email: [email protected]

INITIATIVE SUMMARY
Townspeople respectfully submits this proposal to the City of Vista to expand access to affordable housing through a prevention and diversion– oriented shared housing model. Over the past year, Townspeople has partnered with the City of Vista through the Vi sta Housing Innovation Project to pilot shared housing as a local solution. This proposal builds upon that successful foundation, expanding the partnership to reach additional participants, formalizing master leasing supports, and deepening system coordination. The Shared Housing Expansion and Master Leasing Initiative supports low- acuity residents at risk of or experiencing homelessness by utilizing shared housing as a rapid, cost -effective intervention.

Th
is initiative also provides master leasing support for both prevention and diversion participants, as well as rapid rehousing participants from Vista HOT, ensuring residents with limited housing barriers can secure safe, affordable shared homes. The initiative is explicitly aligned with the Encampment Resolution Fund (ERF) framework, accelerating rehousing from unsheltered conditions, increasing local housing inventory through master leasing, and strengthening system coordination across diversion, prevention, and rapid rehousing programs in support of Vista’s Strategic Plan to Address Homelessness.

P
roject Name: Vista Shared Housing Expansion and Master Leasing Initiative Project Cost: $569,167
Estimated Reach: 30 multi -bedroom units / 60 participants Projected Outcomes: 85 % 12-month housing stability

ATTACHMENTS
Proposal Narrative (Attachment A)
Budget Overview (Attachment B)
Objectives and Activities (Attachment C)
Organizational Chart (Attachment D)
Board of Directors (Attachment E)
IRS Determination Letter (Attachment F)
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EXHIBIT 3
Proposal Narrative – Attachment A
OR

GANIZATION OVERVIEW
History and Mission
Since its founding, Townspeople has remained steadfast in its commitment to following the research, which shows that the solution to homelessness is providing a safe, secure home ﬁrst and ensuring wraparound supportive services to maintain housing stability and improve overall health and well-being. Our journey began in 1984 in response to the HIV/AIDS epidemic, initially providing housing and support to those affected by the virus. Recognizing the interconnectedness of homelessness and the ensuing health challenges, in 1994, Townspeople opened San Diego's ﬁrst permanent supportive housing program for people living with HIV/AIDS. In the 31 years since, we have tirelessly worked to ﬁnance, build, and operate affordable housing while providing essential support services to vulnerable individuals and families . Our journey is a testament to our dedication to equitable opportunities and social stability.

T
ownspeople recognizes that having a place to call home is the foundation for health and wellness.

Our core activities include:
• Affordable Housing and Rental Assistance. Townspeople owns and operates ﬁve affordable housing developments in San Diego, with 119 homes. With HUD support, we annually administer rental assistance to hundreds of households. This also includes a new rapid re-housing program in partnership with the County of San Diego. • Supportive Services. Our on and off -site supportive services include case management, crisis intervention, care coordination, housing navigation, and resource connections. In 2024, 90% of participants in our supportive housing units maintained their housing stability. • Emergency Housing. In collaboration with local hotels and motels, Townspeople operates a year-round non-congregate emergency housing program for more than 100 people experiencing homelessness.
• Shared Housing. In September 2023, Townspeople launched the region’s ﬁrst housemate matching system for people experiencing homelessness – the San Diego Shared Housing Collaborative (SDSHC). The system provide s greater opportunities for access to housing options by connecting housemates to reduce housing costs and form social relationships that can contribute to improved quality of life. The Collaborative has become a regional model, supporting multiple jurisdictions (e.g., Vista, La Mesa, and the County of San Diego) in integrating shared housing into their local homelessness response systems. In the 2024- 25 project term, the Collaborative facilitated 70 shared housing household placements, c
omprising 114 participants countywide, and trained more than 34 providers on shared housing best practices.

I
n 2024, Townspeople formalized its collaboration with the City of Vista through the Vista Housing Innovation Project (VHIP), marking a signiﬁcant step toward implementing shared housing at the local level. Through this partnership, Townspeople has supported Vista residents in identifying shared housing options, engaging property owners, and piloting master leases for multi -bedroom homes. The lessons learned from this collaboration, particularly around property-owner incentives, participant matching, and d ata coordination, have informed the design of this proposal and demonstrate the City’s leadership in advancing innovative housing solutions. Together, Townspeople and the City of Vista successfully placed 26 households consisting of 35 shared housing participants 12/09/2025
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under the VHIP pilot and engaged more than 10 local property owners in shared housing discussions, demonstrating the program’s scalability and immediate community impact.

Organizational Framework
Townspeople’s organizational framework is designed to support our participants to exit homelessness quickly and efficiently by providing person-centered social services and helping them obtain permanent housing. We utilize a centralized organizational framework with a functional structure to do so. In practice, the organization is divided into specialized departments with deﬁned leadership structures and clear responsibilities for each role. Additionally, staff in leadership roles are trained to foster collaboration across departments, build camaraderie, cultivate creativity, and provide greater context for Townspeople’s work. Using this structure, staff can gain a high degree of expertise in a speciﬁc area, maintain clear lines of communication, and create opportunities for scaling up within the organization. As a result, Townspeople experiences more empowered employees, increased operational efficiency, stable workloads , and improved accountability between staff and departments. These beneﬁts support the proposed shared housing initiative’s goals and objectives.

Townspeople will expand its shared housing functions based on designated budget levels to introduce a prevention and diversion shared housing initiative in Vista, California, if approved. For consideration, we have included an investment option with a staffing proﬁle and related resources outlined in Attachment B: Budget Overview. The intent is to ensure Vista, California, has at least one full-time staff member dedicated to supporting participant s interested in shared housing and building relationships wi th multi-bedroom rental property owners. Attachment D: Organizational Chart includes a current organizational chart for Townspeople and the proposed initiative.

The connecting thread for the roles in the organizational chart is a commitment to Housing First.

Together, each staff member will support participants in identifying potential housemates through housing navigation, ﬁnding available multi -bedroom homes through housing location, and maintaining housing stability through person-centered services.

Another crucial element of Townspeople’s organizational structure is actively including people with lived expertise. We are working on reactivating our Shared Housing Advisory Committee and plan to add a person who has experienced homelessness and shared housing in Vista, California. This committee will be comprise d of stakeholders with perspectives vital to the system's success, including individuals with lived experience of homelessness or housing instability . The subject- matter expertise of our Advisory Committee members provides a reality check on our work and guidance on whether the system is operating effectively and inclusively. The commitment to involving people with lived experience in the organization also extends from operations to governance.

Currently, more than one -quarter of Townspeople’s Board members have lived experience with homelessness.

INITIATIVE DESIGN AND APPROACH
Townspeople’s shared housing methodology is rooted in evidence -based practice and continuous evaluation. Our model draws on successful shared housing systems implemented in Los Angeles, Santa Clara County, and King County, and is adapted for local housing market conditions and regional governance structures.

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Need and Opportunity
Our commitment to equity, self -reliance, and accountability fuels our mission to create thriving, inclusive communities for all, regardless of circumstances. By following evidence -based practices, Townspeople has adapted its methods to reach these populations and maximize impact over the years. Our latest venture in this respect is collaborating with like -minded organizations to create a regional, person -centered system of housemate matching and housing location for people experiencing homelessness or housi ng instability , and a coalition of advocates working collaboratively to connect participants with community resources to support their housing stability.

According to the 2025 Point-in-Time Count, at least 9,905 people are experiencing homelessness in San Diego County on any given night .1 The increasing housing crisis across the nation compounds these totals. The potential to expand shared housing options for people moving out of homelessness lies in San Diego’s private housing market data. In 2023, approximately 73% of San Diego County’s rental housing stock consisted of units with two or more bedrooms.2 With an estimated 5% regional vacancy rate, even leveraging just 1% of th e vacant existing inventory (roughly 400 shared housing placements countywide ) could signiﬁcantly expand affordable options and improve stability for residents at risk of, or currently experiencing, homelessness.3

In the City of Vista, the Regional Task Force on Homelessness (RTFH) estimates that roughly 265 Vista residents experience homelessness annually, and that number includes individuals who could have remained housed with minimal, short -term support.
4 According to the City of Vista’s 2021 -29
Housing Element, Vista has approximately 32,589 total housing units. 5 Using 5-year A merican Community Survey (ACS) data (DP04) for Vista, which reports the number of units with two or more bedrooms, we estimate that a large majority (approximately 70%) of units are two-bedroom or larger.6 Assuming roughly one-third of the city’s units are rentals (consistent with regional ratios), this yields an estimated 10,700 2+ bedroom rental units, a conservative projection for shared -housing placement purposes. With a 5.74% vacancy rate, roughly 614 units are available at any given time , creating an immediate opportunity to use shared housing and master leasing to increase supply for prevention and diversion participants.
7 To that end, Townspeople humbly requests funding from the City of Vista to fund shared housing prevention and diversion services. With this support, we can directly align with the City of Vista’s goals and the Encampment Resolution Fund’s intent: expanding the use of existing housing stock, accelerating placements from encampments or risk environments, and improving system ﬂow through partnerships that reduce the time from engagement to housing.

1 https://www.rtfhsd.org/2025-point-in-time-count-shows-7-drop-in-regionwide-homelessness/?utm_source=chatgpt.com 2 1,240,607 total housing units, with 44% renter-occupied, is equivalent to 545,900 rental units. 73% of rental units have 2 or more bedrooms, totaling approximately 398,000 multi-bedroom rental homes in San Diego County. U.S. Census Bureau, American Community Survey (ACS) 2019–2023 5-Year Estimates, Table DP04: Selected Housing Characteristics. Calculations by Townspeople based on renter- occupied share and bedroom-size distribution.
3 https://www.10news.com/news/local-news/san-diego-news/survey-modest-rent-increases-in-san-diego-as-vacancy-rates-drop- amid-continued-demand In 2018, there were approximately 530,366 rental units in San Diego County, 434,900 (82%) of which had two or more bedrooms. A 4% vacancy rate of multibedroom units is 17,396 rental units, and 1% of this total is 174. 4 https://www.rtfhsd.org/wp-content/uploads/2025/05/2025-City-of-Vista.pdf 5 https://www.point2homes.com/US/Neighborhood/CA/Vista-Demographics.html 6 https://api.census.gov/data/2024/acs/acs1/proﬁle/groups/DP04.html 7 https://bestneighborhood.org/housing-data-in-vista-ca/ 12/09/2025
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Initiative Overview
The framework for our system is based on learnings from the Shared Housing Institute, a national organization. Four core tenets deﬁne this model:
1) Individuals have private rooms with their own leases. 2) Housemates can be matched across agencies.
3) Property owners can commit their vacant units to the housing system. 4) Participant choice is at the center of the system.

Within those four tenets, we have identiﬁed six essential areas to operate the system successfully.

Below is an overview of those areas and how they will function.

Platform and Equipment
In 2021, Townspeople began exploring other industries that utilize shared housing (e.g., university systems); we determined that a technological solution would be critical to increasing opportunities not only for potential housemates to identify and interact with one another but also to be matched with housing that meets their preferences. Combining a web -based platform and mobile devices , such as tablets , helps increase access to housing and services that can end a person’s homelessness. Staff can more readily meet an individual where they are and begin the shared housing journey.

Townspeople is uniquely positioned to operationalize shared housing at scale by integrating Bunky, our housemate-matching app, with the region’s Homeless Management Information System (HMIS).

This infrastructure ensures that shared housing data ﬂows into coordinated entry and aligns Vista’s placements with County and Regional Task Force reporting standards , reducing duplication, improving referrals, and enhancing accountability. It also creates a B y-Name List of individuals interested in shared housing throughout our region.

Property Owner Engagement
Access to existing multi-bedroom housing units is critical to the success of shared housing. As such, the initiative will invest in training staff and community partners in best practices for engaging property owners and cultivating mutually beneﬁcial relationships that lead to participants renting multi-bedroom housing units. Building on our work with the City of Vista over the past year through the Vista Housing Innovation Project, Townspeople has established trusted relationships with local property own ers and gained valuable insight into leasing dynamics within Vista’s private rental market. This experience positions us to scale master leasing and property -owner engagement activities in this next phase, expanding from a pilot implementation to a sustainable, citywide shared housing strategy.

Supportive Services
While many individuals can resolve their homelessness independently, some need various levels of support in obtaining and maintaining permanent housing. Before entering permanent housing, shared housing participant s could access multiple staff, such as Housing Navigators and Leasing Specialists, who complete assessments, help participants develop a Housing Plan, and assist them in ﬁnding temporary housing while supporting their search for housemates and a home. Once permanently housed, participant s would have access to a Housing Stability Specialist who would provide or facilitate connection to services identiﬁed by the participant as critical to their housing success. Shared housing staff will be available from 8:00 a.m. – 5:00 p.m., Monday through Friday.

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Training and Development
We aim to set participants and stakeholders up for success from the start. To do so, we set up the system by establishing written guidelines, policies, and procedures and appropriately training end- users. But doing just that is not enough. In furtherance of San Diego’s goal to ensure incidents of homelessness are rare, brief, and non -recurring, we must equip staff with the skills needed to support their participants best and equip participants with the necessary skills to live successfully on their own or, in this instance, with others.

The shared housing system will engage highly qualiﬁed subject-matter experts to develop and deliver training for staff, community partners, project stakeholders, and participants. These training courses' focus areas will include Fair Housing, Motivational Interviewing, Trauma-Informed Care, conﬂict mediation, tenant rights, cultural competency, Mental Health First Aid, Shared Housing Institute, and more.8 Training will be consistently offered and advertised to interested parties.

Flexible Funding
To help individuals and families exit homelessness more quickly and secure quality , affordable housing, the initiative will utilize a Flexible Funding Pool. The pool will help reduce housing costs and provide ﬂexible assistance, allowing participants to overcome barriers to housing, such as ﬁnancial constraints. Examples of ﬂexible funding uses include:
• Temporary stays in hotels or motels
• Meet-ups with potential housemates.
• Move-in and utility assistance (e.g., moving costs/truck rental, furniture, arrears, etc.). • Housing stabilization supports, such as grocery store gift cards or food at move-in • Initial household goods such as linens, cookware, cleaning supplies, or small appliances • Specialized services to help with daily living, such as cleaning services, ADA necessities (e.g., household or shower handles), etc.
• Funds to cover additional security deposits, furnishings, vacancy loss, holding fees, missed rents, and tenant damages that may incentivize property owners to rent to participants.

Strategic Messaging
Even though shared housing is a widely accepted practice for most adults, a negative stigma is attached to it within the homeless assistance system. In response, we are developing strategic messaging that is realistic, transparent, and accessible. These messages will be tailored to speciﬁc audiences and used consistently across all mediums, including project advertising.

As an institution, we employ various strategies to avoid raising the communities' hackles and ensure a culturally and linguistically sensitive approach is always taken. We use intentional language choice to avoid inherent bias, recognizing that perception can be shaped before it becomes reality.

Additionally, we reach out to inﬂuential community members and potential opponents early in our process to build relationships with allies that can help engender goodwill preemptively.

8 Townspeople is an educational partner of the Shared Housing Institute, a training and technical assistance hub that equips service providers, property owners, and municipal partners with practical tools to scale shared housing placements. Through this initiative, we have helped develop curricula now used by multiple agencies to train staff on shared housing principles, tenant rights, and conﬂict mediation.
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Initiative Design

Shared Housing as a Prevention and Diversion Strategy
Participants include:
• Prevention households: Facing imminent loss of housing or unaffordable rent increases. • Diversion participants: Those exiting unsafe or temporary situations, including encampments or vehicles.
• Residents who need shared housing to maintain affordability.

All participants are low -acuity individuals capable of maintaining stable housing with light -touch navigation and ﬁnancial support.

Master Leasing and Unit Acquisition
Townspeople will negotiate master leases for multi -bedroom homes and sublease bedrooms to participants under separate lease agreements. This approach:
• Mitigates risk for property owners through guaranteed rent and damage coverage. • Reduces barriers for tenants with limited credit or rental history. • Expands Vista’s immediately available housing supply without new construction.

Flexible Financial Assistance
A Flexible Funding Pool and Master Lease Reserve will provide:
• Move-in costs, security deposits, and utility assistance. • Temporary hotel stays or short-term stabilization.
• Property owner incentives, vacancy loss mitigation, and holding fees. • Tenant education and conﬂict mediation to sustain tenancies.

Coordination and Compliance
Townspeople will coordinate with the City of Vista, the Regional Task Force on Homelessness, the County of San Diego, and partner agencies, including San Diego Rescue Mission. Data will be entered into the HMIS and tracked through Bunky, our shared housing matching platform.

Program operations will adhere to ERF regulations, emphasizing:
• Immediate housing pathways for unsheltered individuals. • Data-driven outcomes on housing retention and diversion success. • Documentation of tenancy, service coordination, and ﬁnancial use consistent with HUD and ERF reporting standards.

EXPECTED OUTCOMES
Building on the VHIP pilot, this effort will:
• Expand shared housing placements by at least 50% over the prior year to support 60 individuals housed through prevention, diversion, or RRH pathways • Sustain an 85% 12-month housing retention rate.
• Support 30 master-leased bedrooms across 15–30 units for prevention, diversion, and RRH. • Average cost per participant: under $9,500 (signiﬁcantly below shelter alternatives).9 • Increased property owner participation through direct engagement and ﬁnancial assurances.

9 https://www.sandiego.gov/sites/default/ﬁles/2024-12/24-34-analysis-of-short-term-action-plan-update.pdf 12/09/2025
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MONITORING AND EVALUATION
This proposal builds on the outcomes of the 2024– 2025 Vista Housing Innovation Project (VHIP), jointly implemented by the City of Vista and Townspeople.

Townspeople is responsible for developing and operating strategic, effective, and efficient programs that use resources and follow evidence-based practices. This helps create equitable and affordable communities for all San Diegans. To ensure success, we continuously monitor progress through qualitative and quantitative data. Examples of evaluation tools will include, but are not limited to:
• Surveys of participants, staff, property owners, and key stakeholders. • Monthly report analysis by key Townspeople staff (e.g., Executive Director, Director of Supportive Services) will involve comparing target and completion dates to determine whether activities were completed as expected, objectives were met, and outcomes achieved.
• Townspeople’s Grants and Compliance Specialist will complete a narrative report within six months of grant receipt and at the end of each ﬁscal year. • Townspeople will provide updates to the Standing Committee and Vista City Council as directed.

Currently, Townspeople maintains participant data in a Homeless Management Information System.

Staff monitor, evaluate, and report relevant program data monthly. Program goals are measured against San Diego’s Community Standards , developed and adopted by RTFH, and against benchmarks set by the U.S. Department of Housing and Urban Development (HUD). Townspeople will also utilize Bunky for housemate matching for shared housing.

LINGUISTIC AND CULTURAL RESPONSIVENESS
Townspeople believes in providing culturally and linguistically appropriate services that are respectful of and responsive to individual cultural health beliefs and practices, preferred languages, health literacy levels, and communication needs. A diverse team increases our capacity for innovation, creativity, and achieving positive results.

Of importance to Townspeople is that we make every effort to ensure our team reﬂects the makeup of our community. As such, we want our staff to have diverse backgrounds and experiences, as well as diversity in gender, race, religion, sexual orientation, etc.

In the past and currently, Townspeople ensures our hiring processes are free from positive or negative biases for any candidate. Our recruitment strategy is merit -based but is structured to give all applicants an equal opportunity. There are several ways we accomplish this:
• Our employees are encouraged to refer qualiﬁed connections from their network. • Organically maintain a brand and culture that values people from all walks of life. • Implement policies reﬂecting the diversity of our staff. For example, we updated our time-off and scheduling policies to include more religious/cultural holidays, as well as community events. We also encourage ﬂexible work hours and locations so staff can be involved with their communities.
• Evaluate interview practices to ensure interviewers represent a variety of diverse backgrounds and standardize the interview process, so every candidate is asked the same questions.

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In addition to recruitment practices, Townspeople invests in opportunities to develop diversity, equity, and inclusion . Employees are trained in cultural humility, understanding one’s biases and privileges, managing power imbalances, and maintaining an open stance toward aspects of their cultural identity that are most important to them. Townspeople staff use language assistance services to communicate effectively and provide a common language between participants and providers. This can include:
• Verbal Language Assistance. Interpreter services are provided for participant s whose preferred language is not spoken by a Townspeople staff member, who are deaf or hard of hearing, and participants with any other characteristics that make it hard for them to understand oral communication. Interpreter services may be offered in person, via video conferencing, telephone interpreter services, or language lines. • Written Translation. Participants can access translation assistance for written materials translated by a qualiﬁed translator. Materials can include intake forms, consent forms, education materials, and assessments.

As a result, Townspeople ensures non-discriminatory and respectful services for everyone served by employing both internal and external cultural competency practices. Those used by Townspeople demonstrate the following:
• Recognize, value, affirm, and respect the worth of everyone served while also protecting and preserving the dignity of each participant.
• Utilize appropriate resources to meet the linguistic needs of the recipient and family. • Assess recipient and family acculturation to match families with appropriate community - based resources and provide proper health and rehabilitation education.

CONCLUSION
Townspeople’s track record demonstrates that shared housing can be implemented quickly, cost - effectively, and at scale. Our organization has trained more than 34 local providers, coordinated placements across multiple jurisdictions, and developed the region’s ﬁrst integrated housemate - matching technology. This proposal allows Vista to continue leading the way in San Diego County’s shift toward scalable, community-based housing solutions.

Townspeople and the City of Vista have built a strong foundation for shared housing through their collaboration under the Vista Housing Innovation Project. This proposal represents the next stage of that partnership , scaling proven approaches and embedding shared housing within the City’s broader prevention and diversion strategy. By facilitating shared housing , we effectively maximize housing resources, enabling multiple individuals to share a single residence. This innovative initiative makes housing more affordable and opens new avenues for accommodating unhoused people. It taps into the potential of existing housing stock, making it accessible to those who might otherwise be priced out of the market or face difficulties securing stable housing.

With support from the City of Vista, we can make shared housing a cornerstone of homelessness prevention, bridging the gap between crisis and stability. By combining ERF -aligned master leasing, ﬂexible ﬁnancial tools, and low -acuity support, we can reduce inﬂow, shorten homelessness episodes, and strengthen Vista’s continuum of housing solutions.

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ATTACHMENT B: Vista Shared Housing Expansion and Master Leasing Initiative

CATEGORY SUB-CATEGORY LINE ITEM CURRENT

TOTAL NOTES
Team Lead 65,000 1.0 FTE
Housing Navigator 54,217 1.0 FTE
Housing Stability Specialist 51,944 1.0 FTE; $57,000 is full cost but backs out $5,056, which is currently covered by Vista CDBG Leasing Specialist 57,000 1.0 FTE (role can be flexed depending on needs) 79,856 Fringe benefits, taxes, payroll fees, and insurance (30.5% of employee salaries and wages) 308,017
Insurance 5,000 Allocation of general, professional, and sexual misconduct liability insurance premiums Mileage and Parking 4,000 Based on 2024-25 actuals
Printing 750 Printing of resource guides for housemates and other program-related materials Supplies and Equipment 1,950
Essential office supplies at approximately $50/employee, including but not limited to pens, markers, paperclips, tape, ink, paper, writing pads, post-its, labels, and first aid kits
One-time equipment purchases for new staff are approximately $1.5K/employee (e.g., laptop, monitor, keyboard, cell phone, mouse, etc.)
Software and Subscriptions 4,300
HMIS/Yardi User Fees ($600/employee/year)
Microsoft 365/BoostLingo ($100/employee/year)
A portion of the Bunky license ($3,000 is the annual cost) Telephone, Fax, and Internet 4,440 Based on 2024-25 actuals ($860/year per employee for phone and $250/year per employee for internet) Travel and Meeting Expenses 1,000 Local and non-local travel for shared housing related purposes such as housemate meet-up events Program Expenses Flex Fund and Master Leasing Liability Pool 200,000 Flexible funding to support participants to obtain and maintain permanent housing (e.g., rental assistance, security deposits, shallow subsidies, move-in kits, furnishings, transportation assistance, etc.) as well as a liability pool to support master leasing by Townspeople in case of missed participant rent payments 221,440
39,709 7.5% of project expenses
569,167 ~ $9,486/participant/year
Non-Personnel

NON-PERSONNEL TOTAL

ADMINISTRATIVE

CONTRACT TOTAL

TOWNSPEOPLE
2026 Budget
Personnel

PERSONNEL TOTAL
Fringe Benefits, Taxes, and Insurance
Operating
Expenses
Salaries and
Wages
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ATTACHMENT C – OBJECTIVES AND ACTIVITIES
Objective Activities Outputs /
Outcomes
Responsible
Staff

1. Increase availability of
shared housing for
prevention/diversion
participants.

Identify and engage
multi-bedroom
property owners;
execute master leases;
maintain a database of
available units.
30 master-leased
bedrooms across
15–30 units.

Team Lead;
Leasing
Specialist

2. Facilitate shared
housing placements for
low-acuity individuals.

Conduct eligibility
screening, housemate
matching via Bunky.

Coordinate move-ins.
60 participants
housed; 85%
retained 12+
months.

Housing
Navigator;
Stability
Specialist

3. Support property owner
and tenant success.

Conduct orientations,
provide mediation and
Living Well with Others
materials, and issue
incentives as needed.
80% property owner
satisfaction; 10 new
property owners
engaged.

Housing
Navigator;
Stability
Specialist;
Leasing
Specialist

4. Strengthen system
coordination and ERF
compliance.

Enter all data into
HMIS; participate in
case conferencing and
City reporting; evaluate
quarterly outcomes.

Quarterly and
annual reports
submitted to the
City of Vista;
compliance with
ERF rules.

Team Lead

5. Build long-term shared
housing infrastructure.

Maintain active
partnerships with San
Diego Rescue Mission
and RTFH; integrate
housing listings into
regional databases.

Continuation of
shared housing
placements beyond
the grant term.

Executive
Director; Director
of Supportive
Services; Team
Lead

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ATTACHMENT D – ORGANIZATIONAL CHART REFERENCE
Townspeople will utilize its existing organizational framework for this initiative, with additional role designations noted in the budget narrative. The proposed project staff (Vista Team Lead, Housing Navigator, Housing Stability Specialist, Leasing Specialist) will integrate within the existing Supportive Services Department, ensuring coordination with Townspeople’s Rapid Rehousing, Emergency Housing, and Shared Housing programs.

(See attached organizational chart)

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BOARD OF DIRECTORS
Townspeople, 34th Street
Project LLC, & VDP LLC

EXECUTIVE DIRECTOR
Melissa Peterman (1.0 FTE)

PROFESSIONAL SERVICES

FINANCE
Evergreen Alliance
(Contractor)
IT
Automates (Contractor)

COMMUNICATIONS
Hello Barkada
(Contractor)

PROPERTY MANAGEMENT

VISTA DEL PUENTE
National CORE (Contractor)

PUBLIC RELATIONS
Beck Ellman Heald
(Contractor)

GRANTS & COMPLIANCE

SPECIALIST
Taylor Ward (1.0 FTE)

DIRECTOR OF SUPPORTIVE

SERVICES
Stacey Drew (1.0 FTE)

PERMANENT SUPPORTIVE

HOUSING MANAGER
Isabel Mora (1.0 FTE)

CASE MANAGER

VISTA DEL PUENTE
Veronica Chavez (1.0 FTE)

VDP RESIDENT SERVICES

COORDINATOR
Samahara Morlet
(1.0 FTE)

CASE MANAGER

SUPPORTIVE HOUSING
Leon Henderson(1.0 FTE)

RESIDENT SERVICES

COORDINATOR
Vacant(1.0 FTE)

SHARED HOUSING TEAM
LEAD
Vacant (1.0 FTE)

SHARED HOUSING
NAVIGATOR – VISTA
Sydney Pongyoo (1.0 FTE)

SHARED HOUSING STABILITY
SPECIALIST – COUNTYWIDE
Cesar Morales (1.0 FTE)

VISTA SHARED HOUSING

STABILITY SPECIALIST
Renee Reynolds(1.0 FTE)

HOUSING ASSISTANCE AND

COORDINATION

EMERGENCY HOUSING

COORDINATOR
Denise Cabañas (1.0 FTE)

HOUSING NAVIGATOR
Stephanie Holder (1.0 FTE)

OPERATIONS MANAGER
Tracy Wilson (1.0 FTE)

DIRECTOR OF ASSET

MANAGEMENT
Carlos Torres (1.0 FTE)

FACILITIES SPECIALIST
Dennis McDade (1.0 FTE)

RESIDENT MANAGER
34° STREET
Ricardo Vasquez(0.5 FTE)

PROPERTY MANAGER
Amanda Andrade(1.0 FTE)

VISTA LEASING SPECIALIST
Vacant (1.0 FTE)
Organizational Chart

19.5 FTEs
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[email protected] 2047 El Cajon Blvd., San Diego, CA 92104 (619) 295-8802

BOARD OF DIRECTORS

Executive Committee

Sean Harris, Chair
February 2023 - Present
Management Analyst, City of Coronado

Rebecca Secord, Esq., Vice Chair
October 2020 – Present
Principal Attorney, Your Home Legal, APC

Myiesha Phelps*, Secretary
January 2024 – Present
Community Engagement Research Coordinator,
UC San Diego

Richard Velasquez, Treasurer
April 2011 – Present
Tax Pro, Jackson Hewitt

Members-at-Large

Bruce Carron*
January 2022 - Present
Founder, Advocates for Solutions

Kris Kuntz
February 2023 - Present Housing Manager,
Anthem Blue Cross

Steven Larky
June 2024 – May 2027
Retired Semiconductor Executive

Legal Advisor

May Harris, Esq., M.A.

Founder & CEO, For Purpose Law Group

* Indicates a person with lived experience
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Professional Services (Non-Construction) (No RFP) (NPW) 1 of 9

TOWNSPEOPLE
[51959-2] 00051959 4

CONTRACT FOR PROFESSIONAL SERVICES

SHARED HOUSING 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: Johannah Knieff
Billing Contact: Yesenia Alvarenga
The “Contractor”
TOWNSPEOPLE, a California nonprofit
corporation
2047 El Cajon Blvd.

San Diego, CA 92104
Contact: Melissa Peterman

2.0 BASIC TERMS

2.1 The “Services” to be performed by Contractor are set forth in Contractor’s proposal or other document attached as Exhibit A.

2.2 The “Project” for which the Services are required is described in Exhibit A.

2.3 The “Contract Ceiling Price” is: $569,167.00.

2.4 Any references in Exhibit A to “Consultant” shall mean Contractor for the purposes of this Contract.

3.0 CONTRACT TERM

3.1 This Contract shall take effect as of the Contract Date.

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

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

4.0 SCOPE
Contractor shall perform all Services including, but not limited to, the furnishing of all tools, equipment, materials, software, and supplies, and for furnishing all transportation, services, including fuel, power and water, essential communications, and the performance of all labor, work, or other operations, as may be required from time to time, in accordance with Exhibit A. 12/09/2025
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EXHIBIT 4
Professional Services (Non-Construction) (No RFP) (NPW) 2 of 9 TOWNSPEOPLE [51959-2] 00051959 4

5.0 COMPENSATION

5.1 City shall pay Contractor for the Services to be performed as set forth in Exhibit A.

5.2 An invoice for payment shall be submitted in a form satisfactory to City. At a minimum, the invoice shall include: the purchase order number, the work order number, a description of the work performed, and a total amount.

5.3 Changes in, additions to, or deductions from the Services, including increases or decreases in any item or portion of the Services, shall be set forth in a written change order executed by City and by the Contractor which shall specify:

5.3.1 The changes, additions, and deductions to be made.

5.3.2 The increase or decrease in compensation due the Contractor, if any.

5.3.3 Adjustment in the time of completion, if any.

5.4 Contract Ceiling Price

5.4.1 In no event shall City be liable for paying more than the Contract Ceiling Price for Contractor's services rendered under this contract.

5.4.2 If it becomes foreseeable that Contractor will need to perform services such that the cumulative total of costs to City will exceed the maximum permitted by this Contract, any such cost overrun will be handled pursuant to the change order procedure in Vista Municipal Code Chapter 3.08. City and Contractor recognize that City lacks authority to exceed the cost ceiling without the express authorization of the City Council. If the maximum cost to City for this Contract is exceeded unexpectedly, payment shall be made as mutually agreeable and disputes shall be handled pursuant to this Contract, but work shall cease as soon as is reasonably feasible once the cost ceiling plus allowable change orders, if any, is exceeded.

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

6.0 CONTRACT DOCUMENTS
The Contract comprises the following documents including all additions, deletions, modifications, and appendices and all addenda setting forth any modifications or interpretations of any these documents: Documents required under Exhibits A–E.

7.0 TIME FOR COMPLETION AND COMMENCEMENT OF SERVICES
All Services under the Contract must be completed in compliance with the schedule in Exhibit A.
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8.0 STANDARD OF PERFORMANCE

8.1 Contractor represents and warrants that it has the training, qualifications, experience, and facilities necessary to properly perform the Services required under this Contract in a thorough, competent, and professional manner. At all times Contractor shall faithfully, competently and to the best of its ability, experience, and talent, perform all services described herein. In meeting its obligations under this Contract, Contractor shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to those required of Contractor under this Contract.

8.2 Contractor shall keep itself informed of and comply with all applicable federal, state, and local laws, statutes, codes, ordinances, regulations, and rules in effect during the Term of this Contract. Contractor shall obtain any and all licenses, permits and authorizations necessary to perform the services set forth in this Contract, including any business licenses required by City. Neither City, nor any elected or appointed boards, officers, officials, employees, or agents of City, shall be liable, at law or in equity, as a result of any failure of Contractor to comply with this Section.

9.0 CONTRACTOR’S STATUS; CONTRACTOR’S EMPLOYEES

9.1 Contractor shall perform the services provided for herein in Contractor's own way as an independent contractor and in pursuit of Contractor's independent calling. Contractor is not to be considered an employee of City, nor shall any employees of Contractor be considered employees of City, for any purpose. Contractor shall be under the direction and control of City staff only as to the results to be accomplished. This Contract is not intended to create the relationship of partnership, joint venture, or association between City and Contractor.

9.2 Contractor represents and warrants that all professional services required under this Contract shall be provided by a person or persons duly licensed by the State of California to provide those types of services.

9.3 Neither Contractor, nor any of Contractor's officers, employees, or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Contractor expressly waives any claim Contractor may have to any such rights.

9.4 Contractor is aware of the requirements of the Immigration Reform and Control Act of 1986 and shall comply with those requirements, including, but not limited to, verifying the eligibility for employment of all of Contractor’s officers, employees, agents, and subcontractors that are included in this Contract.

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

9.6 Contractor agrees to defend and indemnify City for any obligation, claim, suit, or demand for tax, retirement contribution including any contribution to the Public Employees Retirement System (PERS), social security, salary or wages, overtime payment, or workers' 12/09/2025
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Professional Services (Non-Construction) (No RFP) (NPW) 4 of 9 TOWNSPEOPLE [51959-2] 00051959 4
compensation payment which City may be required to make on behalf of Contractor or any employee of Contractor, or any employee of Contractor construed to be an employee of City, for work done under this contract. This is a continuing obligation that survives the termination of this Contract.

10.0 CIVIL RIGHTS

10.1 Contractor agrees to comply with Title VII of the Civil Rights Act of 1964, as amended, the California Fair Employment Practices Act, the Americans with Disabilities Act of 1990, any other applicable federal and state laws and regulations hereinafter enacted.

10.2 Contractor shall not knowingly deny an opportunity or benefit, discriminate against or harass, any employee or applicant for employment on account of the person’s race, color, ethnicity, national origin, ancestry, religion, creed, veteran status, physical disability, mental disability, medical condition, marital status, sex, sexual orientation, age, or other status protected from workplace discrimination by state or federal law.

10.3 Contractor shall not knowingly give preferential treatment to any applicant for employment on the basis of race, color, ethnicity, national origin, ancestry, religion, creed, physical disability, mental disability, medical condition, marital status, sex, or sexual orientation.

10.4 This section shall be interpreted in a manner that is consistent with the California and United States Constitutions and applicable state and federal statutes governing workplace discrimination. The terms used in this section shall have the same meaning as defined in state statutes governing the same subject matter.

10.5 Nothing in this section shall be interpreted as prohibiting bona fide occupational qualifications consistent with applicable state and federal law and reasonably necessary to the normal operation of Contractor. Nothing in this section shall be interpreted as prohibiting regulations and policies to prevent nepotism or conflicts of interest.

10.6 Nothing in this Section shall be interpreted as prohibiting action taken to establish or maintain eligibility for any federal program, where ineligibility would result in a loss of federal funds to City.

10.7 To the fullest extent permitted by law and without limitation by the other provisions of this Contract relating to indemnification and insurance, Contractor shall also indemnify, defend, and hold harmless City, and its directors, officers, employees and agents from and against all liability (including without limitation all claims, damages, penalties, fines, and judgments, associated investigation and administrative expenses, and defense costs, including but not limited to reasonable attorneys' fees, court costs, and costs of alternative dispute resolution) resulting from any claim of discrimination or harassment, including but not limited to sexual harassment, arising from the conduct of the Contractor or any of the Contractor’s officers, employees, agents, licensees, or subcontractors. In the event of a discrimination or harassment complaint against any employee, agent, licensee, or 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. 12/09/2025
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Professional Services (Non-Construction) (No RFP) (NPW) 5 of 9 TOWNSPEOPLE [51959-2] 00051959 4

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

12.0 ASSIGNMENT AND SUBCONSULTING

12.1 Neither this Contract nor any interest herein may be transferred, assigned, conveyed, hypothecated, or encumbered voluntarily or by operation of law, whether for the benefit of creditors or otherwise, without the prior written approval of the City. Transfers restricted hereunder shall include the transfer to any person or group of persons acting in concert of more than twenty-five (25%) of the present ownership and/or control of Contractor, taking all transfers into account on a cumulative basis. In the event of any such unapproved transfer, including any bankruptcy proceeding, this Contract shall be void. No approved transfer shall release the Contractor or any surety of Contractor of any liability hereunder without the express consent of City.

12.2 Contractor shall be fully responsible to the City for any acts and omissions of Contractor's subcontractor, including persons either directly or indirectly employed by subcontractor, in the event Contractor subcontracts any of the work to be performed under this contract. Contractor's responsibility under this paragraph shall be identical to Contractor's liability for acts and omissions of Contractor and employees of the Contractor. Nothing contained in this Contract shall create any contractual relationship between City and any subcontractor of Contractor, but Contractor shall bind every subcontractor and every subcontractor of a subcontractor by the terms of this contract applicable to Contractor's work, unless such change, omission, or addition is approved in advance in writing by the City Manager or the City Manager’s designee. All subcontractors are subject to the prior written review and approval of the City Manager or the City Manager’s designee.

13.0 LICENSES
If a license of any kind, which term is intended to include evidence of registration, is required of Contractor, its employees, agents, or subcontractors by federal, state, or local law, Contractor warrants that such license has been obtained, is valid and in good standing, and that any required bond has been posted in accordance with all applicable laws and regulations.

14.0 FINANCIAL` RECORDS

14.1 Contractor shall maintain any and all documents, ledgers, books of account, invoices, vouchers, canceled checks, or records demonstrating or relating to Contractor’s performance of services pursuant to this Contract or evidencing or relating to expenditures and disbursements charged to City pursuant to this Contract. Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and detailed so as to permit an accurate evaluation of the services 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.
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14.2 Any and all records or documents required to be maintained pursuant to this Section shall be made available for inspection, audit and copying, at any time during regular business hours, upon request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Contractor's address indicated for receipt of notices in this Contract or the primary location from which services are rendered, whichever is closer.

15.0 OWNERSHIP OF DOCUMENTS
Upon delivery, the work product, including without limitation, all original reports, writings, recordings, drawings, files, and detailed calculations developed under this contract are the property of City. Contractor agrees that all copyrights which arise from creation of the work pursuant to this contract shall be vested in City and waives and relinquishes all claims to copyright or other intellectual property rights in favor of City. City acknowledges that its use of the work product is limited to the purposes contemplated by the scope of Services and that Contractor makes no representation of the suitability of the work product for use in or application to circumstances not contemplated by the scope of Services.

16.0 CONFIDENTIALITY

16.1 Contractor shall treat all information obtained from City in the performance of this Contract as confidential and proprietary to City. Contractor shall treat all records and work product prepared or maintained by Contractor in the performance of this Contract as confidential.

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

16.3 Contractor’s obligations under this paragraph shall survive the termination of this Contract.

17.0 CONFLICT OF INTEREST REQUIREMENT
Contractor agrees that, to the extent applicable, it shall comply with and be bound by all laws and regulations deriving from the relationship of the Contractor to the City, including the Political Reform Act (Government Codes Section 87100 et seq.) Chapters 2.32 or 2.33 of the Vista Municipal Code, the Community Redevelopment Act (Health & Safety Code 33000 et seq.) and all regulations promulgated thereunder (collectively “Conflict Laws”). As a condition precedent to the formation of this Contract, Contractor warrants and covenants that it is adequately informed 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. 12/09/2025
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Professional Services (Non-Construction) (No RFP) (NPW) 7 of 9 TOWNSPEOPLE [51959-2] 00051959 4
Contractor further agrees that no employee, agent, or subcontractor for Contractor shall perform any work for the City pursuant to this Contract which will violate the Conflict Laws.

18.0 PROHIBITION OF FINANCIAL INTEREST BY CITY OFFICIAL Contractor warrants and covenants to City that no City Official has or will have any current or future financial interest in this Contract as of the date approved, nor shall Contractor promise, offer, or enter into any written, oral or implied Contract, to provide any financial interest or remuneration of any kind or manner to any City official with respect to this Contract. For purposes of this Section, the term “City Official” shall mean and include any elected or appointed officer of City, any employee of City, or any spouse or financial dependent of a City official or employee. A violation of this provision shall render this Contract null and void and Contractor shall be subject to restitution of all fees or money paid or earned under this Contract.

19.0 DUTY OF INDEMNIFICATION

19.1 To the fullest extent permitted by law, Contractor shall (1) immediately defend and (2) indemnify City, and its directors, officers, and employees from and against all liabilities regardless of nature or type that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Contractor, or its employees, agents, or subcontractors.

Liabilities subject to the duties to defend and indemnify include, without limitation, all claims, losses, damages, penalties, fines, and judgments; associated investigation and administrative expenses; defense costs, including but not limited to reasonable attorneys’ fees; court costs; and costs of alternative dispute resolution (“Duty of Indemnification”). Contractor’s obligations to both defend and indemnify apply unless it is finally adjudicated that the liability or liabilities, in whole or in part, do not arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Contractor or its employees, agents, or subcontractors. Defense counsel shall be approved by City.

19.2 The review, acceptance or approval of Contractor’s work or work product by any indemnified party shall not affect, relieve, or reduce Contractor’s indemnification or defense obligations. This Section survives completion of the services or the termination of this contract.

The provisions of this Section are not limited by and do not affect the provisions of this contract relating to insurance.

19.3 Contractor’s costs of defense shall not exceed Contractor’s proportionate percentage of fault as adjudicated by a court of law, as required by California Civil Code section 2782.8.

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

21.0 SERVICE OF NOTICE

21.1 Any notice, which either Party may desire to give to the other Party, must be in writing and may be given by personal delivery to the Party’s Representative or by overnight 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.

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21.2 A Party may change its address by giving notice as provided above, and the changed address shall thereafter be deemed to be the address set forth in Section 1.0.

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

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

24.0 APPLICABLE LAW, VENUE
This Contract shall be construed and enforced under the laws of the State of California. If any action is commenced by any Party to this Contract, such action shall be filed in a court of competent jurisdiction within the County of San Diego, California.

25.0 COUNTERPARTS; ELECTRONIC SIGNATURES; ELECTRONIC DELIVERY This Agreement may be executed in separate counterparts, none of which need contain the signatures of both Parties, and each of which, when so executed, shall be deemed an original and all together shall constitute and be one of the same instrument. The Parties agree that this Agreement, whether executed by electronic signature, digital signature, or constituting a scanned or electronically reproduced copy or image of this Agreement bearing the signatures of the Parties, will be deemed an original and will represent competent evidence of the execution, terms and existence of this Agreement notwithstanding the failure or inability to produce an original executed Agreement or counterpart thereof, and without the requirement that the unavailability of such original executed Agreement or counterpart thereof first be proven.

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

26.0 MODIFICATIONS
This Contract contains the entire agreement, between the Parties and supersedes all prior negotiations, discussions, obligations, and rights of the Parties in respect of each other regarding the subject matter of this Contract. There is no other written or oral understanding between the Parties. No modification, amendment or alteration of this Contract shall be valid unless it is in writing and signed by all Parties.

[Continued on page 9.]
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Professional Services (Non-Construction) (No RFP) (NPW) 9 of 9 TOWNSPEOPLE [51959-2] 00051959 4

27.0 EXECUTION
IN WITNESS WHEREOF; the Parties hereto have executed this Contract as of the Contract Date.

“City”

CITY OF VISTA, a chartered municipal
corporation

By:

JOHN B. FRANKLIN, MAYOR

ATTEST:

KATHY VALDEZ, CITY CLERK

By:

APPROVED AS TO FORM:

WALTER CHUNG, CITY ATTORNEY

By:

RISK MANAGEMENT REVIEW:

ANALISA HOLBROOK, RISK MANAGER

By:

“Contractor”

TOWNSPEOPLE, a California nonprofit
corporation

By:

Name/Title

By:

Name/Title

APPROVED
Walter C. Chung
20251120111956

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00051959 4 Exhibit A

EXHIBIT A
CONTRACTOR’S PROPOSAL

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Cover Sheet

LEGAL INFORMATION

Legal Name of Organization: Townspeople
EIN: 33-0623634
Mailing Address: 2047 El Cajon Blvd., San Diego, CA 92104 Phone Number: (619) 295-8802
Email: [email protected]
Website: www.townspeople.org

PRIMARY CONTACT INFORMATION

Primary First and Last Name: Melissa Peterman
Primary Title: Executive Director
Direct Phone Number: (619) 917-4771
Primary Email: [email protected]

This initiative also provides master leasing support for both prevention and diversion participants, as well as rapid rehousing participants from Vista HOT, ensuring residents with limited housing barriers can secure safe, affordable shared homes. The initiative is explicitly aligned with the Encampment Resolution Fund (ERF) framework, accelerating rehousing from unsheltered conditions, increasing local housing inventory through master leasing, and strengthening system coordination across diversion, prevention, and rapid rehousing programs in support of Vista’s Strategic Plan to Address Homelessness.

Project Name: Vista Shared Housing Expansion and Master Leasing Initiative Project Cost: $569,167
Estimated Reach:
30 multi -bedroom units / 60 participants
Projected Outcomes: 85% 12-month housing stability

ORGANIZATION OVERVIEW

History and Mission
Since its founding, Townspeople has remained steadfast in its commitment to following the research, which shows that the solution to homelessness is providing a safe, secure home ﬁrst and ensuring wraparound supportive services to maintain housing stability and improve overall health and well-being. Our journey began in 1984 in response to the HIV/AIDS epidemic, initially providing housing and support to those affected by the virus. Recognizing the interconnectedness of homelessness and the ensuing health challenges, in 1994, Townspeople opened San Diego's ﬁrst permanent supportive housing program for people living with HIV/AIDS. In the 31 years since, we have tirelessly worked to ﬁnance, build, and operate affordable housing while providing essential support services to vulnerable individuals and families . Our journey is a testament to our dedication to equitable opportunities and social stability.

Townspeople recognizes that having a place to call home is the foundation for health and wellness.

Our core activities include:
• Affordable Housing and Rental Assistance. Townspeople owns and operates ﬁve affordable housing developments in San Diego, with 119 homes. With HUD support, we annually administer rental assistance to hundreds of households. This also includes a new rapid re-housing program in partnership with the County of San Diego. • Supportive Services. Our on and off -site supportive services include case management, crisis intervention, care coordination, housing navigation, and resource connections. In 2024, 90% of participants in our supportive housing units maintained their housing stability. • Emergency Housing. In collaboration with local hotels and motels, Townspeople operates a year-round non-congregate emergency housing program for more than 100 people experiencing homelessness.
• Shared Housing. In September 2023, Townspeople launched the region’s ﬁrst housemate matching system for people experiencing homelessness – the San Diego Shared Housing Collaborative (SDSHC). The system provide s greater opportunities for access to housing options by connecting housemates to reduce housing costs and form social relationships that can contribute to improved quality of life. The Collaborative has become a regional model, supporting multiple jurisdictions (e.g., Vista, La Mesa, and the County of San Diego) in integrating shared housing into their local homelessness response systems. In the 2024- 25 project term, the Collaborative facilitated 70 shared housing household placements, comprising 114 participants countywide, and trained more than 34 providers on shared housing best practices.

In 2024, Townspeople formalized its collaboration with the City of Vista through the Vista Housing Innovation Project (VHIP), marking a signiﬁcant step toward implementing shared housing at the local level. Through this partnership, Townspeople has supported Vista residents in identifying shared housing options, engaging property owners, and piloting master leases for multi -bedroom homes. The lessons learned from this collaboration, particularly around property-owner incentives, participant matching, and d ata coordination, have informed the design of this proposal and demonstrate the City’s leadership in advancing innovative housing solutions. Together, Townspeople and the City of Vista successfully placed 26 households consisting of 35 shared housing participants 12/09/2025
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under the VHIP pilot and engaged more than 10 local property owners in shared housing discussions, demonstrating the program’s scalability and immediate community impact.

The connecting thread for the roles in the organizational chart is a commitment to Housing First.

Currently, more than one -quarter of Townspeople’s Board members have lived experience with homelessness.

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Need and Opportunity
Our commitment to equity, self -reliance, and accountability fuels our mission to create thriving, inclusive communities for all, regardless of circumstances. By following evidence -based practices, Townspeople has adapted its methods to reach these populations and maximize impact over the years. Our latest venture in this respect is collaborating with like -minded organizations to create a regional, person -centered system of housemate matching and housing location for people experiencing homelessness or housi ng instability , and a coalition of advocates working collaboratively to connect participants with community resources to support their housing stability.

1 https://www.rtfhsd.org/2025-point-in-time-count-shows-7-drop-in-regionwide-homelessness/?utm_source=chatgpt.com 2 1,240,607 total housing units, with 44% renter-occupied, is equivalent to 545,900 rental units. 73% of rental units have 2 or more bedrooms, totaling approximately 398,000 multi-bedroom rental homes in San Diego County. U.S. Census Bureau, American Community Survey (ACS) 2019–2023 5-Year Estimates, Table DP04: Selected Housing Characteristics. Calculations by Townspeople based on renter- occupied share and bedroom-size distribution.
3 https://www.10news.com/news/local-news/san-diego-news/survey-modest-rent-increases-in-san-diego-as-vacancy-rates-drop- amid-continued-demand In 2018, there were approximately 530,366 rental units in San Diego County, 434,900 (82%) of which had two or more bedrooms. A 4% vacancy rate of multibedroom units is 17,396 rental units, and 1% of this total is 174. 4 https://www.rtfhsd.org/wp-content/uploads/2025/05/2025-City-of-Vista.pdf 5 https://www.point2homes.com/US/Neighborhood/CA/Vista-Demographics.html 6 https://api.census.gov/data/2024/acs/acs1/proﬁle/groups/DP04.html 7 https://bestneighborhood.org/housing-data-in-vista-ca/ 12/09/2025
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Initiative Overview
The framework for our system is based on learnings from the Shared Housing Institute, a national organization. Four core tenets deﬁne this model:
1) Individuals have private rooms with their own leases. 2) Housemates can be matched across agencies.
3) Property owners can commit their vacant units to the housing system. 4) Participant choice is at the center of the system.

Within those four tenets, we have identiﬁed six essential areas to operate the system successfully.

Below is an overview of those areas and how they will function.

Townspeople is uniquely positioned to operationalize shared housing at scale by integrating Bunky, our housemate-matching app, with the region’s Homeless Management Information System (HMIS).

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Training and Development
We aim to set participants and stakeholders up for success from the start. To do so, we set up the system by establishing written guidelines, policies, and procedures and appropriately training end- users. But doing just that is not enough. In furtherance of San Diego’s goal to ensure incidents of homelessness are rare, brief, and non -recurring, we must equip staff with the skills needed to support their participants best and equip participants with the necessary skills to live successfully on their own or, in this instance, with others.

Additionally, we reach out to inﬂuential community members and potential opponents early in our process to build relationships with allies that can help engender goodwill preemptively.

All participants are low -acuity individuals capable of maintaining stable housing with light -touch navigation and ﬁnancial support.

9 https://www.sandiego.gov/sites/default/ﬁles/2024-12/24-34-analysis-of-short-term-action-plan-update.pdf 12/09/2025
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MONITORING AND EVALUATION
This proposal builds on the outcomes of the 2024– 2025 Vista Housing Innovation Project (VHIP), jointly implemented by the City of Vista and Townspeople.

Currently, Townspeople maintains participant data in a Homeless Management Information System.

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In addition to recruitment practices, Townspeople invests in opportunities to develop diversity, equity, and inclusion . Employees are trained in cultural humility, understanding one’s biases and privileges, managing power imbalances, and maintaining an open stance toward aspects of their cultural identity that are most important to them. Townspeople staff use language assistance services to communicate effectively and provide a common language between participants and providers. This can include:
• Verbal Language Assistance. Interpreter services are provided for participant s whose preferred language is not spoken by a Townspeople staff member, who are deaf or hard of hearing, and participants with any other characteristics that make it hard for them to understand oral communication. Interpreter services may be offered in person, via video conferencing, telephone interpreter services, or language lines. • Written Translation. Participants can access translation assistance for written materials translated by a qualiﬁed translator. Materials can include intake forms, consent forms, education materials, and assessments.

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ATTACHMENT B: Vista Shared Housing Expansion and Master Leasing Initiative

CATEGORY SUB-CATEGORY LINE ITEM CURRENT

NON-PERSONNEL TOTAL

ADMINISTRATIVE

CONTRACT TOTAL

TOWNSPEOPLE
2026 Budget
Personnel

PERSONNEL TOTAL
Fringe Benefits, Taxes, and Insurance
Operating
Expenses
Salaries and
Wages
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ATTACHMENT C – OBJECTIVES AND ACTIVITIES
Objective Activities Outputs /
Outcomes
Responsible
Staff

1. Increase availability of
shared housing for
prevention/diversion
participants.

Identify and engage
multi-bedroom
property owners;
execute master leases;
maintain a database of
available units.
30 master-leased
bedrooms across
15–30 units.

Team Lead;
Leasing
Specialist

2. Facilitate shared
housing placements for
low-acuity individuals.

Conduct eligibility
screening, housemate
matching via Bunky.

Coordinate move-ins.
60 participants
housed; 85%
retained 12+
months.

Housing
Navigator;
Stability
Specialist

3. Support property owner
and tenant success.

Conduct orientations,
provide mediation and
Living Well with Others
materials, and issue
incentives as needed.
80% property owner
satisfaction; 10 new
property owners
engaged.

Housing
Navigator;
Stability
Specialist;
Leasing
Specialist

4. Strengthen system
coordination and ERF
compliance.

Enter all data into
HMIS; participate in
case conferencing and
City reporting; evaluate
quarterly outcomes.

Quarterly and
annual reports
submitted to the
City of Vista;
compliance with
ERF rules.

Team Lead

5. Build long-term shared
housing infrastructure.

Maintain active
partnerships with San
Diego Rescue Mission
and RTFH; integrate
housing listings into
regional databases.

Continuation of
shared housing
placements beyond
the grant term.

Executive
Director; Director
of Supportive
Services; Team
Lead

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ATTACHMENT D – ORGANIZATIONAL CHART REFERENCE
Townspeople will utilize its existing organizational framework for this initiative, with additional role designations noted in the budget narrative. The proposed project staff (Vista Team Lead, Housing Navigator, Housing Stability Specialist, Leasing Specialist) will integrate within the existing Supportive Services Department, ensuring coordination with Townspeople’s Rapid Rehousing, Emergency Housing, and Shared Housing programs.

(See attached organizational chart)

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BOARD OF DIRECTORS
Townspeople, 34th Street
Project LLC, & VDP LLC

EXECUTIVE DIRECTOR
Melissa Peterman (1.0 FTE)

PROFESSIONAL SERVICES

FINANCE
Evergreen Alliance
(Contractor)
IT
Automates (Contractor)

COMMUNICATIONS
Hello Barkada
(Contractor)

PROPERTY MANAGEMENT

VISTA DEL PUENTE
National CORE (Contractor)

PUBLIC RELATIONS
Beck Ellman Heald
(Contractor)

GRANTS & COMPLIANCE

SPECIALIST
Taylor Ward (1.0 FTE)

DIRECTOR OF SUPPORTIVE

SERVICES
Stacey Drew (1.0 FTE)

PERMANENT SUPPORTIVE

HOUSING MANAGER
Isabel Mora (1.0 FTE)

CASE MANAGER

VISTA DEL PUENTE
Veronica Chavez (1.0 FTE)

VDP RESIDENT SERVICES

COORDINATOR
Samahara Morlet
(1.0 FTE)

CASE MANAGER

SUPPORTIVE HOUSING
Leon Henderson(1.0 FTE)

RESIDENT SERVICES

COORDINATOR
Vacant(1.0 FTE)

SHARED HOUSING TEAM
LEAD
Vacant (1.0 FTE)

SHARED HOUSING
NAVIGATOR – VISTA
Sydney Pongyoo (1.0 FTE)

SHARED HOUSING STABILITY
SPECIALIST – COUNTYWIDE
Cesar Morales (1.0 FTE)

VISTA SHARED HOUSING

STABILITY SPECIALIST
Renee Reynolds(1.0 FTE)

HOUSING ASSISTANCE AND

COORDINATION

EMERGENCY HOUSING

COORDINATOR
Denise Cabañas (1.0 FTE)

HOUSING NAVIGATOR
Stephanie Holder (1.0 FTE)

OPERATIONS MANAGER
Tracy Wilson (1.0 FTE)

DIRECTOR OF ASSET

MANAGEMENT
Carlos Torres (1.0 FTE)

FACILITIES SPECIALIST
Dennis McDade (1.0 FTE)

RESIDENT MANAGER
34° STREET
Ricardo Vasquez(0.5 FTE)

PROPERTY MANAGER
Amanda Andrade(1.0 FTE)

VISTA LEASING SPECIALIST
Vacant (1.0 FTE)
Organizational Chart

19.5 FTEs
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[email protected] 2047 El Cajon Blvd., San Diego, CA 92104 (619) 295-8802

BOARD OF DIRECTORS

Executive Committee

Sean Harris, Chair
February 2023 - Present
Management Analyst, City of Coronado

Rebecca Secord, Esq., Vice Chair
October 2020 – Present
Principal Attorney, Your Home Legal, APC

Myiesha Phelps*, Secretary
January 2024 – Present
Community Engagement Research Coordinator,
UC San Diego

Richard Velasquez, Treasurer
April 2011 – Present
Tax Pro, Jackson Hewitt

Members-at-Large

Bruce Carron*
January 2022 - Present
Founder, Advocates for Solutions

Kris Kuntz
February 2023 - Present Housing Manager,
Anthem Blue Cross

Steven Larky
June 2024 – May 2027
Retired Semiconductor Executive

Legal Advisor

May Harris, Esq., M.A.

Founder & CEO, For Purpose Law Group

* Indicates a person with lived experience
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00051959 4 Exhibit B

EXHIBIT B

NOT APPLICABLE TO THIS CONTRACT

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00051959 4 Exhibit C, Page 1 of 3

EXHIBIT C

INSURANCE REQUIREMENTS
Contractor shall procure and maintain for the duration of the contract, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Contractor, his agents, representatives, employees, or subcontractors. Nothing in these provisions shall limit Contractor’s Duty of Indemnification.

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

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

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

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

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

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

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

Deductibles and Self-Insured Retentions
Any deductibles or self-insured retentions must be declared to and approved by City. At the option of City, either: the Contractor shall cause the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects City, its officers, officials, employees, and volunteers; or the Contractor shall provide a financial guarantee satisfactory to City guaranteeing payment of losses and related investigations, claim administration, and defense expenses.

Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:

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 12/09/2025
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00051959 4 Exhibit C, Page 2 of 3
to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts, or equipment furnished in connection with such work or operations and automobiles owned, leased, hired, or borrowed by or on behalf of the Contractor. General liability coverage can be provided in the form of an endorsement to the Contractor’s insurance (at least as broad as ISO Form CG 20 10, CG 11 85 or both CG 20 10 and CG 20 37 forms if later revisions used), unless otherwise approved in advance by City.

2. For any claims related to this Project, the Contractor’s insurance coverage shall be primary insurance as respects City, its officers, officials, employees, and volunteers.

Any insurance or self-insurance maintained by City, its officers, officials, employees, and volunteers shall be excess of the Contractor’s insurance and shall not contribute with it.

3. Each insurance policy required by this clause shall provide that coverage shall not be canceled, except with notice to City.

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

1. The retroactive date must be shown, and this date must be before the execution date of the contract or the beginning of contract work.

2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of contract work.

3. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the contract effective, or start of work date, the Contractor must purchase extended reporting period coverage for a minimum of five (5) years after completion of contract work.

4. A copy of the claims reporting requirements must be submitted to City for review.

Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best rating of no less than A: VII, unless otherwise acceptable to City.

Waiver of Subrogation
Contractor hereby agrees to waive rights of subrogation which any insurer of Contractor may acquire from Contractor by virtue of the payment of any loss. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation. The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of City for all work performed by the Contractor, its employees, agents and subcontractors.

Verification of Coverage
Contractor shall furnish City with original certificates and amendatory endorsements, or copies of the applicable insurance language, effecting coverage required by this contract. All certificates and endorsements are to be received and approved by City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor’s obligation to provide them. City reserves the right to require 12/09/2025
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00051959 4 Exhibit C, Page 3 of 3
complete, certified copies of all required insurance policies, including endorsements, required by these specifications, at any time.

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

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

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00051959 4 Exhibit D

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

NOT APPLICABLE TO THIS CONTRACT

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00051959 4 Exhibit E

EXHIBIT E

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

1. State of California grant conditions, as attached.

2. Federal grant conditions, as attached.

3. Other conditions, as attached.

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Vista City CouncilDecember 9, 2025

Vista City Council
December 9, 2025