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HomeMy WebLinkAboutItem 17 - Approve Street Outreach and Engagement Agreement with City NetCommunity Development Agency santa-ana.org/cd Item # 17 City of Santa Ana 20 Civic Center Plaza, Santa Ana, CA 92701 Staff Report December 6, 2022 TOPIC: Approve Street Outreach and Engagement Agreement with City Net AGENDA TITLE: Approve an Agreement with City Net to Provide Street Outreach and Engagement Services for Quality -of -Life Services, in an Amount not to Exceed $2,801,700.10 beginning January 1, 2023 through December 31, 2023 (Non -General Fund and Revive Santa Ana Program) RECOMMENDED ACTION 1. Authorize the City Manager to execute an agreement with City Net in an amount not to exceed $2,801,700.10 for the Santa Ana Multidisciplinary Street Outreach and Engagement (SMART) Program that responds to reports for quality -of -life services from January 1, 2023 through December 31, 2023, with provision for three (3) optional one-year extensions as authorized by the City Manager, subject to non -substantive changes approved by the City Manager and City Attorney. 2. Authorize the City Manager to execute agreements required by state or federal agencies for the use of HHAP and ARPA funding. DISCUSSION City Net (City Net is a DBA of Kingdom Causes, Inc.) was founded in 2003 to address homelessness in the City of Long Beach that would collaborate with faith -based organizations, non -profits, and city departments. Their efforts led to a 26% reduction in homelessness in the City of Long Beach, and since then City Net has become recognized as one of the largest and effective providers of street outreach and engagement services. Their program has been utilized by the cities of Anaheim, Bellflower, Brea, Buena Park, Costa Mesa, Chula Vista, Corona, Cypress, Fullerton, Garden Grove, La Habra, La Palma, Lake Forest, Newport Beach, Placentia, San Clemente, Santa Barbara, Santa Maria, Stanton, Temecula, Tustin and Westminster. Counties such as Orange, Riverside and Santa Barbara have contracted with City Net to address homelessness along flood control properties, parks, and other county properties. City Net focuses on a collaborative approach with agencies to help direct individuals from living on the streets to obtaining shelter "street exits." As an experienced service provider, the City of Santa Ana (City) partnered with City Net through a small grant funded through the Department of Housing and Urban Development in 2016 for outreach and engagement services. This initial grant led to case management services provided to Approve Street Outreach and Engagement Agreement with City Net December 6, 2022 Page 2 400 unhoused individuals in and around the Civic Center on a limited hours contract. City Net provides subject matter experts who are highly trained in crisis intervention, mental health, addiction, and medical services as they work cooperatively with the City to assist homeless individuals out of homelessness. In 2019 to increase outreach and engagement services, the City expanded City Net's contract to five (5) days per week from 7 a.m. to 5:30 p.m. and teamed up with Santa Ana Police Department to respond to calls together two (2) days per week. The City wanted to provide an effective response to those experiencing homelessness by contracting with a homeless service provider to transition calls for service to subject matter experts trained in crisis intervention, mental health, addiction, and medical services. Following a competitive bid process via Request for Proposals No. 21-061 (RFP), the City Council approved Agreement No. A-2021-196 with City Net to commence a street outreach and engagement pilot program. In 2021, the City of Santa Ana engaged City Net as a non -law enforcement led, homeless outreach and engagement resource. City Net has provided responsive outreach and engagement with those individuals currently experiencing homelessness through a dedicated dispatch center, integration via the mySantaAna App and established relationships with virtually all City Departments including the Santa Ana Police Department. Street outreach efforts in Santa Ana are systematic, coordinated and comprehensive. City Net provides the City, trauma informed outreach and engagement activity with individuals who often require consistent and ongoing contacts before they choose to accept services. It is persistent outreach and encouragement by outreach workers that may lead to shelter, mental health treatment, substance abuse treatment, or a permanent housing option. It is not uncommon for many to resist group shelter, wanting a space to call their own. For those contacts where, emergency shelter is not an option, case management occurs on our streets. Santa Ana's Multi -Disciplinary Homeless Response Team, the SMART program, is designed to respond not only to the immediate crisis of homelessness, but also to contribute to the longer -term healing of homeless individuals. SMART goals were established as follows: 1. Exit homeless individuals from the streets of Santa Ana, 2. Divert 500 calls a month for non -emergency, homeless related services, 3. Provide COVID-19 information and interventions, and 4. Develop a regional response to homelessness through the Orange County Continuum of Care. An added benefit of SMART is to provide trained outreach staff the opportunity to work with the unhoused in the City and help lessen the impact on police services. From 2017 to 2020, the Santa Ana Police Department experienced an increase of 82% in calls for service related to homelessness. Approve Street Outreach and Engagement Agreement with City Net December 6, 2022 Page 3 One of the beneficial program goals of SMART is to divert 500 calls per month for non - emergency, non-violent, homeless -related services to City Net. During the first six months of SMART's activities and over 1,000 homeless -related calls were diverted on a monthly basis as determined by a detailed examination of the SMART Pilot Program (Exhibit 3). This evaluation of the SMART pilot program includes a detailed analysis of the services provided. Throughout the SMART program Santa Ana Police Department continues responding to calls for service (9,758 transient -related calls); however, the SMART program allowed City Net staff to respond to 4,383 additional calls for service. The SMART response to calls for service is very important because it helps divert non-violent, non -emergency related calls to City Net trained staff and lessen the impact on the Santa Ana Police Department. This diversion of calls appropriately provides the correct response to the SMART program and allows police services to focus on calls for service for criminal activity. The 4,383 calls diverted to City Net is a result of public outreach and marketing of the SMART hotline. These calls for service were comprehensively analyzed to obtain an indicator of responsiveness of SMART services. Incoming Calls/mySanta Ana app Referrals Received — 4,383 Dec. 1, 2021 to May 17, 2022 Direct Calls 2,784 Calls Directed from SAPD/OCFA 589 mySantaAna app requests 570 City Net call for service identified homeless issue in the Field 440 As an indicator of responsiveness of SMART services, average response times to 4,383 calls was 32 minutes, with a time on scene of 21 minutes (see page 5 of Exhibit 3). After analyzing the service calls provided to City Net staff, data analyzed to determine the effectiveness of the response to calls for service provided by SMART. The contact with individuals in the field resulted in the following: • 1,399 individuals contacted (name and date of birth details were obtained), • 472 street exits to shelters (average of two (2) street exits per day), and • 987 individuals enrolled in case management through the countywide homeless management information system and the countywide coordinated entry system (see page 4 of Exhibit 3). Approve Street Outreach and Engagement Agreement with City Net December 6, 2022 Page 4 Street exits are difficult to obtain and often involve multiple contacts with the same individual to convince them that it is time to get off the street and into shelter, permanent support housing or housing with family or friends. Given these results increasing the contract with City Net will achieve continued services that are critical to address homelessness in the City. On July 19, 2022, City Council approved a six-month amendment to extend the pilot program agreement with City Net through December 31, 2022, and directed staff to continue analyzing the program and identify achievable performance metrics that would be codified within the next SMART contract. Staff and City Net worked together to address City Council direction by incorporating specific performance metrics highlighted by involved Departments as areas where increased outreach could enhance the City's overall mission to reduce homeless activity. To ensure City Net is meeting overall metrics (with particular emphasis on street exits) during the proposed Agreement with City Net (January 1, 2023 through December 31, 2023 with three (3) optional one-year extensions), the proposed SMART contract withholds ten percent (10%) of the total contract value pending a quarterly evaluation of performance by City staff. City Net will submit a refined monthly report to capture information for staff to compare to previous months and determine if they are on track to meet the quarterly goal. These transparent data reports will provide a new level of insight into who is assisted and how the overall rehousing system works. Staff will use these reports to make data driven decisions regarding future program funding, recognizing gaps in populations served and types of services needed. City Net's deliverables for the first year of this Agreement will include the below listed specific metrics, which must be achieved in order for the remaining 10 percent of the contract to be released to City Net: Quarterly Goal Annual Goal Street Exits 150 600 Outreach Contacts 1,312 5,250 COVID-19 Engagements 125 500 Calls Dispatched 1,750 7,000 Case Management 200 800 Since the inception of the SMART in December 1, 2021, City Net has made over 5,826 street contacts and has exited over 976 individuals from the streets of the City and handled 11,017 dispatched calls as of November 27, 2022 (see Exhibit 2). After evaluation, City staff believes that SMART proved to be successful and recommends awarding a new agreement with City Net to allow for the provision of services through Approve Street Outreach and Engagement Agreement with City Net December 6, 2022 Page 5 calendar year 2023 with three (3) optional one-year extensions as authorized by the City Manager. FISCAL IMPACT Fiscal Accounting Fund Description Accounting Unit, Amount Year Unit -Account Account Description FY 22-23 18118013-69135 American Rescue Plan ARPA-CDA, Payment $1,173,500 Act to Subagent FY 22-23 12218716-69135 Emergency and Health HHAP 2 — $ 250,000 Grants Payment to Subagent FY 23-24 12218717-69135 Emergency and Health HHAP 3 — $1,378,200.10 Grants Payment to Subagent Total $2,801,700.10 Funding may vary slightly depending upon budget remaining from Fiscal Year 22-23 invoices for street outreach and engagement services. EXHIBIT(S) 1. Agreement with City Net 2. City Net Pictograph 3. Evaluation of SMART Program 4. PowerPoint — Smart Pilot Program Submitted By: Michael L. Garcia, Executive Director of Community Development Approved By: Kristine Ridge, City Manager AGREEMENT BETWEEN THE CITY OF SANTA ANA AND KINGDOM CAUSES, INC. DBA CITY NET FOR STREET OUTREACH AND ENGAGEMENT SERVICES THIS STREET OUTREACH AND ENGAGEMENT AGREEMENT ("Agreement") is made and entered into on this 6th day of December, 2022, by and between Kingdom Causes, Inc., dba City Net, a California nonprofit corporation ("Contractor'), and the City of Santa Ana, a charter city and municipal corporation organized and existing under the Constitution and laws of the State of California ("City"). RECITALS A. In April, 2021, the City released Request for Proposals #21-061 ("RFP") for the Homeless Outreach — Street Outreach and Engagement pilot program in the City of Santa Ana, which is service delivery for the specific purpose of reaching out to unsheltered homeless neighbors; connecting them with emergency shelter, housing, or critical services; and providing urgent, non -facility -based care. The RFP allowed for selection of vendor to provide services for up to two (2) years with extensions. B. On October 6, 2021, the Parties entered into Agreement #A-2021-096 for said services and included the RFP as an exhibit to the Agreement #A-2021-096. On July 19, 2022, City Council approved a six-month amendment to extend Agreement #A-2021-096 with City Net through December 31, 2022. C. City seeks a Contractor which is qualified by experience, preparation, organization, staffing and management to operate programs on behalf of homeless individuals and is familiar with existing homeless services in the City. The City finds that the pilot program with City net was successful. Therefore, under the scope of the RFP, and by the services provided under Agreement #A-2021-096, the City seeks to engage Contractor to continue its Street Outreach and Engagement services in the City of Santa Ana consistent with requirements and term provided in the RFP. D. In undertaking the performance of this Agreement, Contractor represents that it is knowledgeable in its field and that any services performed by Contractor under this Agreement will be performed in compliance with such standards as may reasonably be expected from a professional firm in the field. NOW THEREFORE, in consideration of the mutual and respective promises, and subject to the terms and conditions hereinafter set forth, the parties agree as follows: 1. SCOPE OF SERVICES Contractor shall perform during the term of this Agreement, the tasks and obligations, including all labor, materials, tools, equipment, and incidental customary work, required to fully and adequately complete the services described and set forth in the Scope of Work attached hereto as Exhibit A. 1 2. COMPENSATION a. City agrees to pay, and Contractor agrees to accept as total payment for its services for City, the rates and charges detailed in the Budget attached hereto as Exhibit B. The total sum to be expended during the term of this Agreement shall not exceed $2,801,700.10, including any extension periods exercised under Section 3. b. Payment by City shall be made within forty-five (45) days following receipt of proper invoice evidencing work performed, subject to City accounting procedures. Payment need not be made, or shall be refunded, for work that fails to meet the standards of performance set forth in the Recitals, which may reasonably be expected by City. C. The compensation required pursuant to this Agreement will be paid by City to Contractor from multiple federal, state, and local funding sources (each individually a "Funding Source" and cumulatively the "Funding Sources"), including, but not limited to, the following: i. HHAP ii. ARPA Contractor will be required to enter into a separate funding agreement for each Funding Source. Contractor will be required to comply with all requirements of each Funding Source, as detailed in the separate funding agreements. The total amount of compensation in said funding agreements shall count toward the total amount due and owing from City to Contractor under this Agreement, not compensation in addition to the total amount of this Agreement. If Contractor does not execute any of the separate funding agreements, Contractor will forfeit that amount of funding from that Funding Source, and City will have the option to terminate this Agreement pursuant to the terms of Section 15, below. Additionally, in the event any Funding Source is reduced by 25% or more, City will have the option to terminate this Agreement pursuant to the terms of Section 15, below. 3. TERM This Agreement shall commence on January 1, 2023, and continue through December 31, 2023, unless terminated earlier in accordance with Section 15 below. The term of this Agreement may be extended up to three (3) additional one (1) year terms upon a writing executed by the City Manager and City Attorney. 4. INDEPENDENT CONTRACTOR Contractor shall, during the entire term of this Agreement, be construed to be an independent contractor and not an employee of the City. This Agreement is not intended nor shall 2 it be construed to create an employer -employee relationship, a joint venture relationship, or to allow the City to exercise discretion or control over the professional manner in which Contractor performs the services which are the subject matter of this Agreement; however, the services to be provided by Contractor shall be provided in a manner consistent with all applicable standards and regulations governing such services. Contractor shall pay all salaries and wages, employer's social security taxes, unemployment insurance and similar taxes relating to employees and shall be responsible for all applicable withholding taxes. 5. OWNERSHIP OF MATERIALS This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Contractor under this Agreement ("Documents & Data"). Contractor shall require all subcontractors to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subcontractor prepares under this Agreement. Contractor represents and warrants that Contractor has the legal right to license any and all Documents & Data. Contractor makes no such representation and warranty in regard to Documents & Data which were provided to Contractor by the City. City shall not be limited in any way in its use of the Documents and Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at City's sole risk. 6. INSURANCE 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 and the results of that work by the Contractor, its agents, representatives, employees, or subcontractors. a. 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 and 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 (ISO CG 25 03 or 25 04) 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), or if Contractor has no owned autos, Code 8 (hired) and 9 (non -owned), with limit no less than $1,000,000 per accident for bodily injury and property damage. (Not required if an automobile is not required to fulfill services.) 3. Workers' Compensation: insurance as required by the State of California, with Statutory Limits, and Employer's Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease. 4. Professional Liability (Errors and Omissions): Insurance appropriates to the Contractor's profession, with limit no less than $2,000,000 per occurrence or claim, $2,000,000 aggregate. (If applicable.) 5. Sexual Abuse or Molestation (SAM) Liability: If the work will include contact with minors, and the CGL policy referenced above is not endorsed to include affirmative coverage for sexual abuse or molestation, Contractor shall obtain and maintain a policy covering Sexual Abuse and Molestation with a limit no less than $1,000,000 per occurrence or claim. 6. If the Contractor maintains broader coverage and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverage and/or 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 the City. b. Other Insurance Provisions — The insurance policies are to contain, or be endorsed to contain, the following provisions: 1. Additional Insured Status: 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 work or operations performed by or on behalf of the Contractor including materials, parts, or equipment furnished in connection with such work or operations. 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 11 85 or if not available, through the addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 forms if a later edition is used). 2. Primary Coverage: For any claims related to this contract, the Contractor's insurance coverage shall be primary coverage at least as broad as ISO CG 20 0104 13 as respects the City, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of the Contractor's insurance and shall not contribute with it. 3. Notice of Cancellation: Each insurance policy required above shall state that coverage shall not be canceled, except with notice to the City. 4. Waiver of Subrogation: Contractor hereby grants to City a waiver of any right to subrogation which any insurer of said Contractor may acquire against the City by virtue of the payment of any loss under such insurance. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer. 5. Self -Insured Retentions: Self -insured retentions must be declared to and approved by the City. The City may require the Contractor to purchase coverage n with a lower retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self - insured retention may be satisfied by either the named insured or City. 6. Acceptability of Insurers: Insurance is to be placed with insurers authorized to conduct business in the state with a current A.M. Best's rating of no less than A:VII, unless otherwise acceptable to the City. 7. Claims Made Policies: If any of the required policies provide coverage on a claims -made basis: 1. The Retroactive Date must be shown and must be before the 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 the contract of 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 date, the Contractor must purchase "extended reporting" coverage for a minimum of five (5) years after completion of contract work. 8. Verification of Coverage: Contractor shall furnish the City with original Certificates of Insurance including all required amendatory endorsements (or copies of the applicable policy language effecting coverage required by this clause) and a copy of the Declarations and Endorsement Page of the CGL policy listing all policy endorsements to City before work begins. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor's obligation to provide them. 9. City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time. 10. 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 special circumstances. 7. INDEMNIFICATION Contractor agrees to defend, and shall indemnify and hold harmless the City, its officers, agents, employees, contractors, special counsel, and representatives from liability: (1) for personal injury, damages, just compensation, restitution, judicial or equitable relief arising out of claims for personal injury, including death, and claims for property damage, which may arise from the negligent operations of the Contractor, its subcontractors, agents, employees, or other persons acting on its behalf which relates to the services described in section 1 of this Agreement; and (2) from any claim that personal injury, damages, just compensation, restitution, judicial or equitable relief is due by reason of the terms of or effects arising from this Agreement. This indemnity and hold harmless agreement applies to all claims for damages, just compensation, restitution, judicial or equitable relief suffered, or alleged to have been suffered, by reason of the events referred to in this Section or by reason of the terms of, or effects, arising from this Agreement. The Contractor further agrees to indemnify, hold harmless, and pay all costs for the defense of the City, including fees and costs for special counsel to be selected by the City, regarding any action by a third party challenging the validity of this Agreement, or asserting that personal injury, damages, just compensation, restitution, judicial or equitable relief due to personal or property rights arises by reason of the terms of, or effects arising from this Agreement. City may make all reasonable decisions with respect to its representation in any legal proceeding. Notwithstanding the foregoing, to the extent Contractor's services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Contractor. 8. INTELLECTUAL PROPERTY INDEMNIFICATION Contractor shall defend and indemnify the City, its officers, agents, representatives, and employees against any and all liability, including costs, for infringement of any United States' letters patent, trademark, or copyright infringement, including costs, contained in the work product or documents provided by Contractor to the City pursuant to this Agreement. 9. RECORDS Contractor shall keep records and invoices in connection with the work to be performed under this Agreement. Contractor shall maintain complete and accurate records with respect to the costs incurred under this Agreement and any services, expenditures, and disbursements charged to the City for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Contractor under this Agreement. All such records and invoices shall be clearly identifiable. Contractor shall allow a representative of the City to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement during regular business hours. Contractor shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement for a period of three (3) years from the date of final payment to Contractor under this Agreement. 10. CONFIDENTIALITY If Contractor receives from the City information which due to the nature of such information is reasonably understood to be confidential and/or proprietary, Contractor agrees that it shall not use or disclose such information except in the performance of this Agreement, and further agrees to exercise the same degree of care it uses to protect its own information of like importance, but in no event less than reasonable care. "Confidential Information" shall include all nonpublic information. Confidential Information includes not only written information, but also information transferred orally, visually, electronically, or by other means. Confidential Information disclosed to either party by any subsidiary and/or agent of the other party is covered by this Agreement. The foregoing obligations of non-use and nondisclosure shall not apply to any information that: (a) has been disclosed in publicly available sources; (b) is, through no fault of the Contractor, disclosed in a publicly available source; (c) is in rightful possession of the n Contractor without an obligation of confidentiality; (d) is required to be disclosed by operation of law; or, (e) is independently developed by the Contractor without reference to information disclosed by the City. 11. CONFLICT OF INTEREST CLAUSE Contractor covenants that it presently has no interests and shall not have interests, direct or indirect, which would conflict in any manner with performance of services specified under this Agreement. 12. NON-DISCRIMINATION Contractor shall not discriminate because of race, color, creed, religion, sex, marital status, sexual orientation, age, national origin, ancestry, or disability, as defined and prohibited by applicable law, in the recruitment, selection, training, utilization, promotion, termination or other employment related activities. Contractor affirms that it is an equal opportunity employer and shall comply with all applicable federal, state and local laws and regulations. 13. EXCLUSIVITY AND AMENDMENT This Agreement represents the complete and exclusive statement between the City and Contractor, and supersedes any and all other agreements, oral or written, between the parties. In the event of a conflict between the terms of this Agreement and any attachments hereto, the terms of this Agreement shall prevail. This Agreement may not be modified except by written instrument signed by the City and by an authorized representative of Contractor. The parties agree that any terms or conditions of any purchase order or other instrument that are inconsistent with, or in addition to, the terms and conditions hereof, shall not bind or obligate Contractor or the City. Each party to this Agreement acknowledges that no representations, inducements, promises or agreements, orally or otherwise, have been made by any party, or anyone acting on behalf of any party, which is not embodied herein. 14. ASSIGNMENT Inasmuch as this Agreement is intended to secure the specialized services of Contractor, Contractor may not assign, transfer, delegate, or subcontract any interest herein without the prior written consent of the City and any such assignment, transfer, delegation or subcontract without the City's prior written consent shall be considered null and void. Nothing in this Agreement shall be construed to limit the City's ability to have any of the services that are the subject to this Agreement performed by City personnel or by other contractors retained by City. 15. TERMINATION This Agreement may be terminated by the City upon thirty (30) days written notice of termination. In such event, Contractor shall be entitled to receive and the City shall pay Contractor compensation for all services performed by Contractor prior to receipt of such notice of termination, subject to the following conditions: 7 a. As a condition of such payment, the Executive Director may require Contractor to deliver to the City all work product(s) completed as of such date, and in such case such work product shall be the property of the City unless prohibited by law, and Contractor consents to the City's use thereof for such purposes as the City deems appropriate. b. Payment need not be made for work which fails to meet the standard of performance specified in the Recitals of this Agreement. 16. WAIVER No waiver of breach, failure of any condition, or any right or remedy contained in or granted by the provisions of this Agreement shall be effective unless it is in writing and signed by the party waiving the breach, failure, right or remedy. No waiver of any breach, failure or right, or remedy shall be deemed a waiver of any other breach, failure, right or remedy, whether or not similar, nor shall any waiver constitute a continuing waiver unless the writing so specifies. 17. JURISDICTION - VENUE This Agreement has been executed and delivered in the State of California and the validity, interpretation, performance, and enforcement of any of the clauses of this Agreement shall be determined and governed by the laws of the State of California. Both parties further agree that Orange County, California, shall be the venue for any action or proceeding that may be brought or arise out of, in connection with or by reason of this Agreement. 18. PROFESSIONAL LICENSES Contractor shall, throughout the term of this Agreement, maintain all necessary licenses, permits, approvals, waivers, and exemptions necessary for the provision of the services hereunder and required by the laws and regulations of the United States, the State of California, the City of Santa Ana and all other governmental agencies. Contractor shall notify the City immediately and in writing of its inability to obtain or maintain such permits, licenses, approvals, waivers, and exemptions. Said inability shall be cause for termination of this Agreement. 19. NOTICE Any notice, tender, demand, delivery, or other communication pursuant to this Agreement shall be in writing and shall be deemed to be properly given if delivered in person or mailed by first class or certified mail, postage prepaid, or sent by fax or other telegraphic communication in the manner provided in this Section, to the following persons: To City: Clerk of the City Council City of Santa Ana 20 Civic Center Plaza (M-30) P.O. Box 1988 Santa Ana, CA 92702-1988 Fax: 714- 647-6956 With courtesy copies to: Executive Director Community Development Agency City of Santa Ana 20 Civic Center Plaza (M-25) P.O. Box 1988 Santa Ana, California 92702 Fax: To City Net: Brad Fieldhouse Executive Director City Net PO Box 90243 Long Beach, CA 90809 323-485-8881 A party may change its address by giving notice in writing to the other party. Thereafter, any communication shall be addressed and transmitted to the new address. If sent by mail, communication shall be effective or deemed to have been given three (3) days after it has been deposited in the United States mail, duly registered or certified, with postage prepaid, and addressed as set forth above. If sent by fax, communication shall be effective or deemed to have been given twenty-four (24) hours after the time set forth on the transmission report issued by the transmitting facsimile machine, addressed as set forth above. For purposes of calculating these time frames, weekends, federal, state, County or City holidays shall be excluded. 20. MISCELLANEOUS PROVISIONS a. Each undersigned represents and warrants that its signature herein below has the power, authority and right to bind their respective parties to each of the terms of this Agreement, and shall indemnify City fully, including reasonable costs and attorney's fees, for any injuries or damages to City in the event that such authority or power is not, in fact, held by the signatory or is withdrawn. b. All Exhibits referenced herein and attached hereto shall be incorporated as if fully set forth in the body of this Agreement. (Signatures on following page) E IN WITNESS WHEREOF, the parties hereto have executed this Agreement the date and year first above written. arV-*19 CITY OF SANTA ANA Kristine Ridge Clerk of the Council City Manager APPROVED AS TO FORM: SOMA R. CARVALHO CITY NET: City Attorney By: Jose Montoya Assistant City Attorney RECOMMENDED FOR APPROVAL: Michael Garcia Executive Director Community Development Agency %7 Brad Fieldhouse Executive Director EXHIBIT A Scope of Work City Net 2023 Santa Ana SMART Scope of Work Proiect Overview City Net respectfully proposes to continue the innovative response to traditional street outreach and engagement in the form of the Santa Ana Multi -Disciplinary Response Teams (SMART). SMART provides an immediate response to calls for service to the city and to the Santa Ana Police Department (SAPD) that deal with quality -of -life issues that do not rise to the level of criminal activity or public safety. These calls for service generally regard homelessness, individuals dealing with mental health concerns and substance abuse. The city of Santa Ana will divert calls from SAPD and from other city agencies to SMART teams to provide street outreach and engagement services that were previously provided by SAPD. The goal is to transition calls to subject matter experts who are highly trained in their profession of homeless services, crisis intervention, mental health, addiction and medical services in order to provide the best response to those in need. These experts rely on trauma informed techniques to de-escalate situations and bring them to a non-violent resolution. SMART teams only request the SAPD to respond if the situation presents criminal activity or public safety concerns. Multi -disciplinary teams consist of homeless services outreach workers and a dedicated live call center with trained dispatchers. Outreach teams have direct access to professionals in the fields of medical health, mental health and behavioral health to provide specialized interventions in the field as needed without the need for an additional call. Teams will work across the city seven days a week from 7:00 am-9:00 pm responding to the community's needs for homeless services interventions. Goals 1. Exit homeless neighbors from the streets of Santa Ana. 2. Divert homeless services calls that do not rise to the level of criminal activity or public safety from the city and from SAPD to multi -disciplinary team of homeless services professionals. 3. Provide safe COVID information and interventions to vulnerable homeless neighbors. 4. Develop a pilot for a regional response to homelessness that connects homeless neighbors to housing solutions throughout the region, through full participation in the Orange County Continuum of Care (CoC). Compensation Tied to Performance The city of Santa Ana will withhold ten percent of the total contract value pending a quarterly evaluation of performance to ensure City Net is meeting overall objectives, with particular emphasis on street exits. As City Net achieves quarterly street exit goals (see below), the city will reimburse 2.5% of the value of the contract per quarter. If goals are not met, this money will be withheld pending comprehensive performance review. City Net — Local Field Office: 611 W. Civic Center Drive, Suite 400, Santa Ana, CA 92705 CCity Net 2023 Santa Ana SMART Scope of Work Deliverables (see endnotes for descriptions of terms below) City Net will provide street outreach and engagement services to 5,250 (duplicated) homeless neighbors in Santa Ana, with 600 (unduplicated) persons linked to shelter and housing: Quarterly Goal Annual Goal Street Exits' 150 600 Outreach Contacts" 1,312 5,250 COVID-19 Engagements"' 125 500 Calls Dispatched'" 1,750 7,000 Case Management 200 800 Program Performance Outcomes Matrix 2023 Santa Ana SMART L o s L O u V1 H L 0 O_ of W M ca u ++ > ra J co t/3f u -W U Q ++ •0 L. bA 0 Q H W �j f0 a U al OC d 0 V 0 X Performance Outcome Outcome Metric Street Exits 150 street exits/quarter C A I R I I Outreach Contacts 1,312 Outreach Contacts/quarter C A I R I I I COVID Engagements 500 COVID engagements/quarter C A I R I I Case management 200/quarter C A I R I I I Calls dispatched 1,750 calls dispatched/quarter C A R I I I Mental Health Assessments 10 mental health assessments/quarter C A I C R I I Data Quality (HMIS) 100% complete/timely data C A C R I Kev Responsible (R): Those who do the work to achieve the task. Accountable (A): The one ultimately accountable for the correct and thorough completion of the deliverable or task, and the one to whom Responsible staff are accountable. There is only one person accountable for each task or deliverable. Consulted (C): Those whose opinions are sought; and with whom there is two-way communication. Informed (1): Those who are kept up-to-date on progress, often only on completion of the task or deliverable; and with whom there is just one-way communication. City Net — Local Field Office: 611 W. Civic Center Drive, Suite 400, Santa Ana, CA 92705 2 City Net 2023 Santa Ana SMART Scope of Work Types of Services City Net street outreach services include services in the following categories: engagement services, case management, emergency health, emergency mental health, transportation, services for special populations, and COVID-19 services. These activities are intended to help homeless neighbors obtain appropriate supportive services, including assistance in obtaining permanent housing, medical health treatment, mental health treatment, counseling, supervision, and other services essential for achieving independent living. Supportive services may include providing access to and assistance in obtaining: • Medicaid/Medi-Cal • Women, Infants and Children (WIC) • Food Stamps/Cal-Fresh/EBT • Federal -State Unemployment Insurance Program • Social Security Disability Insurance (SSDI) • Supplemental Security Income (SSI) • General Relief (GR) • Other mainstream resources such as housing, health, social services, employment, education services and youth programs that an individual or family may be eligible to receive. Engagement Services Engagement Services are activities to locate, identify, and build relationships with unsheltered homeless individuals to offer immediate support, intervention, and connections with homeless assistance programs and/or mainstream social services and other housing programs. Specific activities include: • Conducting an initial assessment of client needs and eligibility • Providing informal crisis counseling • Addressing urgent physical needs, such as providing meals, blankets, clothes, or toiletries • Actively connecting and providing information and referrals to needed services. Case Management Case management activities to assess housing and service needs and arrange, coordinate and/or monitor the delivery of individualized services. Specific activities include: • Assessment and intake using HMIS • Conducting initial evaluations including, verifying and documenting eligibility • Counseling • Developing/securing/coordinating services • Helping obtain Federal, State, and local benefits • Monitoring and evaluating program participant progress in particular programs • Providing information and referrals to other providers City Net — Local Field Office: 611 W. Civic Center Drive, Suite 400, Santa Ana, CA 92705 3 City Net 2023 Santa Ana SMART Scope of Work • Developing an individualized housing stabilization plan that leads to the attainment of stable permanent housing. Emergency Health City Net will refer homeless neighbors to emergency health services to the extent that other customary emergency health services and treatments are unavailable or inaccessible to the homeless neighbor. An example of emergency health services to which City Net will refer homeless neighbors is outpatient treatment of urgent medical conditions by licensed medical professionals in community -based settings (e.g., streets, parks, and campgrounds) to those eligible participants unwilling or unable to access emergency shelter or an appropriate healthcare facility. City Net may assist healthcare professionals in the case management aspects of the following activities: • Assessing health problems and developing treatment plans • Assistance in understanding health needs • Providing directly or assisting to obtain appropriate emergency medical treatment • Providing medication and follow-up services. Emergency Mental Health City Net will refer homeless neighbors to emergency mental health services to the extent that other customary emergency mental health services and treatments are unavailable or inaccessible to the homeless neighbor. An example of emergency health services to which City Net will refer homeless neighbors is outpatient treatment of urgent mental health conditions by licensed professionals in community -based setting (e.g., streets, parks, and campgrounds) to those eligible participants unable or unwilling to access emergency shelter or an appropriate mental health care facility. City Net may assist mental healthcare professionals in the case management aspects of the following activities: • Crisis intervention • Prescription of psychotropic medications • Explanation about the use and management of medications • Combinations of therapeutic approaches to address multiple problems. Transportation Occasionally, City Net may engage in transportation activities, including: • Transporting unsheltered people to emergency shelters, emergency health, emergency mental health, or other service facilities • Provision of public transportation for participants • Transportation costs (bus tickets, gas, minor car repairs, etc.) to assist homeless neighbors to relocate out of the region, provided they have permanent housing there. • Assisting program participants to use public transportation. Services for Special Populations City Net — Local Field Office: 611 W. Civic Center Drive, Suite 400, Santa Ana, CA 92705 4 City Net 2023 Santa Ana SMART Scope of Work Services for special populations are essential services that have been tailored to address the special needs of homeless youths, victims of domestic violence, dating violence, sexual assault, or stalking, including connections to services offered by rape crisis centers, domestic violence shelters, and other organizations that serve persons who meet the HUD homeless definition and have special needs. Food and Emergency Services Food and other emergency services will be given to clients primarily as they first move into housing and for emergency circumstances. During the duration of their tenancy, clients will be connected to food banks and service agencies in the community as their primary resource for emergency needs. COVID-19 Services COVID-19 has caused widespread concern for the health and safety of those experiencing homelessness, as well as concern for the environment and safety of greater community members and visitors. Living unsheltered may allow people to increase physical distance between themselves and others. However, sleeping outdoors does not provide protection from the environment, personal safety, adequate access to hygiene and sanitation facilities, or connection to services and healthcare. During the pandemic, City Net's street outreach and engagement staff are ensuring that unsheltered homeless neighbors have access to services and updated information about COVID-19, by working to: • Provide information to educate people about COVID-19: where they can get tested, how it spreads, health impacts, common symptoms, and other features of the disease. • Use health messages and materials developed by credible public health sources, such as local and state public health departments or the Centers for Disease Control and Prevention (CDC). • Provide educational materials about COVID-19 for non-English speakers, those with low literacy or intellectual disabilities, and people who are hearing or vision impaired. • Ensure communication with clients about changes in homeless services policies and/or changes in physical location of services such as food, water, hygiene facilities, regular healthcare, and behavioral health resources. • Provide health and hygiene interventions: o Recommend that all clients wear masks any time they are around other people, noting exceptions such as young children under age 2, anyone who has trouble breathing, or is unconscious, incapacitated, or otherwise unable to remove the mask without assistance. o Provide clients with hygiene materials including items such as hand sanitizer, soap, shampoo, cleansing wipes, socks, blankets, non-perishable snacks, bottled water, sunscreen, gloves, toothbrush, toothpaste, and other items depending on client needs. o Discourage clients from spending time in crowded places or gathering in large groups, for example at locations where food, water, or hygiene supplies are being distributed. City Net — Local Field Office: 611 W. Civic Center Drive, Suite 400, Santa Ana, CA 92705 5 City Net 2023 Santa Ana SMART Scope of Work o If it is not possible for clients and staff to avoid crowded places, encourage spreading out (at least 6 feet between people) to the extent possible. • Encourage proper waste disposal to prevent spread of disease and minimize risk. • Continue providing linkages to homeless services, housing, medical, mental health, and substance use treatment, including provision of medication -assisted therapies. • Maintain up-to-date contact information and areas frequented for each person. • Coordinate, integrate, and leverage resources to maximize impact of services for individuals who are experiencing homelessness. • Engage individuals and families not yet working with a CES Partner Agency, with a primary focus on unsheltered families and individuals in encampments. • Conduct frequent visits to encampments known to have persons experiencing homelessness throughout the city. General Approach City Net engages in street outreach services for homeless neighbors as described below. Housing First All City Net programs are informed by and consistent with Housing First principals. Housing First is an approach to serving people experiencing homelessness that recognizes a homeless person must first be able to access a decent, safe place to live, that does not limit length of stay (permanent housing), before stabilizing, improving health, reducing harmful behaviors, or increasing income. Under the Housing First approach, anyone experiencing homelessness is connected to a permanent home as quickly as possible, and programs remove barriers to accessing the housing, like requirements for sobriety or absence of criminal history. It is based on Maslow's hierarchy of needs: people must access necessities —like a safe place to live and food to eat —before being able to achieve quality of life or pursue personal goals. Finally, Housing First values choice not only in where to live, but whether to participate in services. Trauma -Informed Care City Net assumes that individuals and families who are homeless have been exposed to trauma. Research has shown that individuals who are homeless are likely to have experienced some form of previous trauma; homelessness itself can be viewed as a traumatic experience; and being homeless increases the risk of further victimization and retraumatization. Therefore, our programs, policies and procedures are designed not only to respond to the immediate crisis of homelessness, but also to contribute to the longer -term healing of homeless individuals. Trauma - Informed Care (TIC) offers a framework for providing services to traumatized individuals within a variety of service settings, including homelessness service settings. Since trauma also influences how people approach and respond to services, City Net strives to recognize City Net — Local Field Office: 611 W. Civic Center Drive, Suite 400, Santa Ana, CA 92705 11 City Net 2023 Santa Ana SMART Scope of Work trauma symptoms, acknowledge the role that trauma has played in clients' lives, and better understand and address the needs of those with trauma histories. The goal of this approach is to avoid retraumatization and exacerbation of trauma symptoms. This change in understanding can be illustrated by the difference between the questions "What's wrong with you?" vs. "What has happened to you?" While the terms violence, trauma, abuse, and post -traumatic stress disorder (PTSD) are frequently used interchangeably, it is useful to think of trauma as a response to violence or other overpowering negative experience such as abuse. Trauma refers to both the event and the particular response to an event. PTSD is one type of disorder resulting from trauma. Becoming "traumatized" varies greatly among individuals, and not everyone exposed to a potential traumatic event will be traumatized. Trauma begins with an event or experience that overwhelms normal coping mechanisms. There are physical and psychological reactions —which are normal —in response. Retraumatization refers to the psychological and/or physiological experience of being "triggered," i.e., when an environmental cue related to the trauma —such as a smell or a sound —triggers a full fight -or -flight response. Although environmental triggers cannot be eliminated, City Net seeks to create an environment — both a physical environment, and a framework of compassionate understanding in which the trauma survivor feels safe. Motivational Interviewing City Net employs Motivational Interviewing (MI) techniques in its programs. MI is a counseling method that helps people resolve ambivalent feelings and insecurities to find the internal motivation they need to change their behavior. It is a practical, empathetic, and short-term process that takes into consideration how difficult it is to make life changes. The core components of MI are to: • Express and show empathy towards clients • Support and articulate discrepancies between clients' goals and choices that take them away from goals • Deal with resistance without confrontation • Support self -efficacy • Support client autonomy Continuum of Care Participation Since the inception of our work in Santa Ana in 2016 (when we were contracted to offer meals, supportive services and case management at the Courtyard in a county contract), City Net has been a full participant in the Orange County Continuum of Care (CoC). City Net staff are regular participants in CoC Coordinated Entry System (CES) case conferencing meetings, data committee meetings, street outreach and engagement committee meetings, among City Net — Local Field Office: 611 W. Civic Center Drive, Suite 400, Santa Ana, CA 92705 7 City Net 2023 Santa Ana SMART Scope of Work others. In addition, City Net Chief Program Officer Jessica Bruce co-chairs the CoC Street Outreach Committee, and City Net Executive Vice President Matt Bates is an elected member of the CoC Board of Directors, and an appointee to the Systems, Policies and Procedures committee and is a CoC Board of Directors representative on the Commission to End Homelessness. HMIS All clients in this proposed project will be entered into/screened through the Orange County Homeless Management Information System (HMIS) and, as appropriate for prospective candidates, the Coordinated Entry System (CES). City Net staff are trained in these systems, and our written policies and procedures state their work must be coordinated through these systems. In addition to assuring that resources flow to the most vulnerable homeless individuals (through CES), these systems also provide a safeguard against duplication of services because we can see in HMIS what other services and benefits the client is receiving, as well as the agency who may be providing these services. Our case managers and housing navigators are trained to reach out to their counterparts at these other agencies to confirm provision of services, to case conference, and to clarify any questions around potential duplication. Of relevance to this proposal, in Orange County, City Net has provided assessments and intakes to thousands of clients in partnership with the county, including in the following projects: • Orange County Flood Control Channel (outreach, engagement, bridge housing) • Courtyard Transitional Center (case management, connections to housing) • HEAP/HDAP (outreach and engagement, assessments, housing) • Santa Ana Armory (shelter operations, case management) Permanent Housing Case managers link clients to the Coordinated Entry System (CES) to provide ongoing engagement, document collection, and case management services to facilitate a match to an appropriate permanent housing resource. Case managers also provide services in the context of CES, which is voluntary and client -centered, with the goal of identifying strengths and client -directed goals, while promoting health, recognition, and well-being with a focus on linking the client to a permanent housing resource and providing the necessary services needed to promote housing stability. Client Referral Process In accordance with our street outreach and engagement policies and procedures, City Net staff record all assessments and subsequent services in the Homeless Management Information System (HMIS), which requires them to enter and maintain timely and complete client data. City Net — Local Field Office: 611 W. Civic Center Drive, Suite 400, Santa Ana, CA 92705 H-* City Net 2023 Santa Ana SMART Scope of Work City Net Case Managers and Housing Navigators are oriented to and trained in resources, homeless services, and organizations for collaboration and referral. They are highly trained to connect residents to shelter and housing resources, including in case managing clients from the streets into permanent supportive housing through CES. Staff representatives attend the local CoC meetings-- Homeless Provider Forum, Case Management Forum, Implementation Committees and the like. Resource lists are updated regularly and kept on -site. Protocols for offering and accepting referrals from other agencies are reviewed by staff, updated, shared, and kept in a manual in the City Net offices. City Net will refer homeless neighbors to emergency health and/or emergency mental health services to the extent that other customary emergency health services and treatments are unavailable or inaccessible to the homeless neighbor. A referral example is outpatient treatment of urgent medical conditions by licensed medical professionals in community -based settings (e.g., streets, parks, and campgrounds) to those eligible participants unwilling or unable to access emergency shelter or an appropriate healthcare facility. City Net — Local Field Office: 611 W. Civic Center Drive, Suite 400, Santa Ana, CA 92705 E] City Net 2023 Santa Ana SMART Scope of Work Reporting City Net will submit weekly dashboard reports that provide totals from the previous week and cumulative totals from project inception. Monthly, quarterly, and Project -to -Date reports, with cumulative data will be produced periodically and upon request. The following data elements will be included: • Outreach Contacts • Case Management • Street Exits • COVID-19 Engagements • Calls Dispatched A sample weekly report is copied here: OCTOBER 3 - 912022 City Net — r.� SANTA ANA, CALI FOPN IA CNN WEEKLY TOTALS 103 41 22 18 OUTPLACH CONTACTS CASE MANAGEMENT STREET EX r5 CUVID-19 ENGACEMENTS WEEKLY COMPLETED OUTREACH CONTACTS Garden Grove North faeLr wesbninsker • • • 9A%ba cP • • Tustin s ` • �. .� Faurtlgin � � U vaney •O • v Contacts On the maptrcits,a?:�ec::. fines are confirmed Sar. . rATT urvry ��+� WEEKLY CALLS DISPATCHED 243 my5anta3na . Ptwctive Contact Calls DispatcheJ o so sc aoc City Net — Local Field Office: 611 W. Civic Center Drive, Suite 400, Santa Ana, CA 92705 10 City Net 2023 Santa Ana SMART Scope of Work Street Exits are defined by HUD and enumerated in the HUD systems performance report, and City Net uses these designations for all street exits achieved through the efforts of two or more agencies working together within the context of the homeless collaborative in the city. HUD designates some of these street exits as "temporary" and some as "permanent", and City Net exercises discretion to count as exited those homeless neighbors who have a reasonable plan in place to move from temporary shelter to permanent housing. Street exits may also reflect duplicated numbers as individuals may enter, then exit, then reenter shelter/housing multiple times during the reporting period, and HUD guidelines require that City Net count these as multiple street exits even when referring to a single individual. Outreach Contacts reflect the number of interactions for the specific purpose of reaching out to unsheltered homeless neighbors in a process of building trust and offering support toward the long-term goal of connecting them with emergency shelter, housing, or critical services; and providing urgent, non -facility -based care. These activities are intended to help homeless neighbors to obtain appropriate supportive services, including assistance in obtaining permanent housing, medical health treatment, mental health treatment, counseling, supervision, and other services essential for achieving independent living; housing stability case management; and other Federal, State, local, or private assistance available to assist the program participant in obtaining housing stability. This number can include multiple contacts with a single individual within any given reporting period. COVID-19 Engagements reflect the number of interactions by City Net's street outreach and engagement staff to ensure that unsheltered homeless neighbors have access to services and updated information about COVID-19, by working to: • Provide information to educate people about COVID-19: where they can get tested, how it spreads, health impacts, common symptoms, and other features of the disease. • Use health messages and materials developed by credible public health sources, such as local and state public health departments or the Centers for Disease Control and Prevention (CDC). • Provide educational materials about COVID-19 for non-English speakers, those with low literacy or intellectual disabilities, and people who are hearing or vision impaired. • Ensure communication with clients about changes in homeless services policies and/or changes in physical location of services such as food, water, hygiene facilities, regular healthcare, and behavioral health resources. • Provide health and hygiene interventions: o Recommend that all clients wear masks any time they are around other people, noting exceptions such as young children under age 2, anyone who has trouble breathing, or is unconscious, incapacitated, or otherwise unable to remove the mask without assistance. o Provide clients with hygiene materials including items such as hand sanitizer, soap, shampoo, cleansing wipes, socks, blankets, non-perishable snacks, bottled water, sunscreen, gloves, toothbrush, toothpaste, and other items depending on client needs. o Discourage clients from spending time in crowded places or gathering in large groups, for example at locations where food, water, or hygiene supplies are being distributed. o If it is not possible for clients and staff to avoid crowded places, encourage spreading out (at least 6 feet between people) to the extent possible. • Encourage proper waste disposal to prevent spread of disease and minimize risk. • Continue providing linkages to homeless services, housing, medical, mental health, and substance use treatment, including provision of medication -assisted therapies. • Maintain up-to-date contact information and areas frequented for each person. • Coordinate, integrate, and leverage resources to maximize impact of services for individuals who are experiencing homelessness. City Net — Local Field Office: 611 W. Civic Center Drive, Suite 400, Santa Ana, CA 92705 11 City Net 2023 Santa Ana SMART Scope of Work • Engage individuals and families not yet working with a CES Partner Agency, with a primary focus on unsheltered families and individuals in encampments. • Conduct frequent visits to encampments known to have persons experiencing homelessness throughout the city. • Record all assessments and subsequent services in the Homeless Management Information System (HMIS). Enter and maintain timely and complete client data. • Link clients to the Coordinated Entry System (CES) to provide ongoing engagement, document collection, and case management services to facilitate a match to an appropriate housing resource. • Case Management in the context of CES, which is voluntary and client -centered, with the goal of identifying strengths and client -directed goals, while promoting health, recognition, and well-being with a focus on linking the client to a permanent housing resource and providing the necessary services needed to promote housing stability. This number can include multiple contacts with a single individual within any given reporting period. 'v Calls Dispatched refers to the volume of calls that are received and handled by City Net Dispatch. These calls are received from the following sources: Santa Ana First Responders (SAPD, Santa Ana Fire and Rescue, Santa Ana city staff, etc.), Community Calls, and mySantaAna app/web referrals, as well as proactive calls that SMART teams log as they conduct street outreach and engagement on the streets of Santa Ana. Calls Dispatched do not translate 1:1 to Outreach Contacts because SMART may receive multiple calls for a single individual, and, in other cases, teams may arrive on scene but not connect to the individual because the individual has vacated the premises while the team was en route. This number can include multiple contacts with a single individual within any given reporting period. "Case Management reflects the number of homeless neighbors who voluntarily engage in a formal, written case management relationship with City Net. Clients sign permission to allow City Net case managers to work with them to achieve progress on a mutually agreed upon plan to attain housing and supportive services. Case managers follow-up with housed clients for up to 6 months after housing to ensure a successful placement. Active cases are engaged once a week on average and are considered inactive after 90 days of no contact. This is an unduplicated number that changes overtime as former clients exit case management and new clients enroll. City Net — Local Field Office: 611 W. Civic Center Drive, Suite 400, Santa Ana, CA 92705 12 EXHIBIT B Budget Santa Ana SMART Multidisciplinary Street Outreach V City Net and Engagement with Live Dispatch Cost Proposal Santa Ana SMART, Jan 1, 2023 - Dec 31, 2023 Live phone response, 7 days/week, 9:00am to 9:00pm 2-3 teams, M-F 7:00am to 9:00pm, 1 team Sa-Su, 9:00am to 9:00pm Labor Title/Role Description Fully Loaded Compensation Hrs/ week Wks FTE TOTAL Regional Director Project compliance with management, operations and public safety standards to achieve programmatic outcomes $52.08 8 52.00 0.20 $21,665.28 Program Supervisor Project supervision, staff management $43.21 40 152.00 2.00 1$179,753.60 Dispatch Supervisor Call center supervisor $38.29 20 52.00 0.50 $159,269.55 Lead Dispatch Live call response leader $32.17 20 52.00 0.50 $33,459.11 Dispatch Staff Live call response $27.72 40 52.00 4.00 $230,630.40 Lead Case Managers Outreach and Engagement (O+E) shift leaders $32.17 40 52.00 2.00 $133,836.46 Case Manager II O+E, case management $29.00 40 152.00 12.00 1$723,840.00 Case Manager I O+E, case management, safety and peer specialists $27.72 40 52.00 4.00 $230,630.40 MSW Clinicians O+E, case management $40.63 40 52.00 2.00 $169,012.69 Data Analyst HMIS data entry, reporting, compliance $28.00 30 52.00 0.75 $43,680.00 Executive leadership Project oversight, quality control, communications, problem solving $79.50 4 52.00 0.10 $16,536.00 Finance and billing Payroll, billing $29.26 8 52.00 0.20 $12,172.16 Human resources Staff recruiting, hiring, training, disputes $29.68 4 52.00 0.10 $6,173.44 Operations linventory, purchasing, technical support $26.00 4 52.00 0.10 $5,408.00 Labor Subtotal: 28.45 $1,966,067.09 Operations and Program Expenses Item Description TOTAL Client Services Client transport (8 vehicles): vehicle lease, gas, vehicle insurance, maintenance $192,000.00 Client Services Rapid rehousing fees $40,000.00 Client Services Emergency Shelter motel vouchers $40,000.00 Client Services Medical services/telemedicine services $2,500.00 Client Services LCSW contract for disabling condition documentation and mental health services $50,000.00 Community Engagem Resource development, communications, city department liaison $50,000.00 Rent Office space and office equipment/furniture rental $102,420.00 Equipment Phones, computers (hardware and software) and equipment $20,484.00 Materials and Supplie Personal Protective Equipment (PPE) for staff and clients (masks, gloves, face shields, proximity suits, trash bags, etc.) with replacements $10,128.00 Materials and Supplie Uniforms, copies, forms, office supplies, equipment, etc. $20,484.00 Materials and Supplie IT support and client management software licenses $29,872.50 Materials and Supplie Financial audit $10,242.00 Materials and Supplie Liability Insurance $12,802.50 Administrative Expenses Subtotal: $580,933.00 Administration Category Description TOTAL Indirect Costs/Performance Reserve At 10%: includes general expenses incurred by City Net but not directly borne by the project (utilities, taxes, other typse of required insurance not listed above, legal, staff development, contingencies, etc.) Payable in quarterly installments upon successful completion of performance objectives. $254,700.01 Administration subtotal: $254,700.01 Project TOTAL $2,801,700.10 10/10/2022 matt@citynet.org EXHIBIT 2 EXHIBIT 2 - City Net Pictograph DEC 19 2021 - NOV 27,20220 PROJECT -TO -DATE TOTALS 5826 2254 976 1016 OUTREACH :-,-: `, -7 CASEMANAGE'. -' ENT STPEET E)QTS GOVID-79 ENGAGEMENTS PROJECT -TES -DATE COMPLETED OUTREACH CONTACTS s -den Grove 11K CaIl; Dispatched NO City Net PROJECT -TES -DATE CALLS DISPATCHED aComm unity Calls 9 First responders e my5artakna 0 PraactiYe U(--taCt 6K SK 10K EVALUATION OF SMART PILOT PROGRAM 2022 SANTA ANA 1869 CITY OF SANTA ANA PAGE 01 •]' The City of Santa Ana has been at the forefront of addressing homelessness in Orange County, despite being historically disadvantaged due to a lack of regional and equitable distribution of services and resources. Santa Ana has a variety of non-profit, governmental, and private agencies that provide many supportive services. The City also has the most homeless shelter beds in the county and has numerous affordable housing projects, including a number of permanent supportive housing options as a means to end homelessness. The Santa Ana Police Department (SAPD) has been assisting in connecting individuals with services for decades with their Homeless Evaluation Assessment Response Team (HEART), recognizing the value and importance of community engagement. The City has since added many new resources and has adapted its response to the changing needs and impacts of the homeless population. As SAPID began to receive more service calls regarding homelessness, the City partnered with City Net, a non-profit providing services for individuals experiencing homelessness. Santa Ana provided City Net a small HUD grant to allow them to offer outreach, engagement, and case management 2016 1 services to about 400 unhoused individuals in and around the Civic Center during limited hours to connect them with emergency shelter, housing, and critical services. Over the years, their scope and outreach hours have expanded as the need for their services has increased. City Council approved the Homeless Prevention, Intervention and Mitigation Plan to address the 20171 escalating number of individuals experiencing homelessness in Santa Ana. The City built capacity to address the issue in three ways: creating a new role for a Homeless Services Manager, adding a HEART Officer, and establishing the Quality of Life Team (QOLT). The City was engaged in federal litigation involving the County of Orange and other cities to 20181 address homelessness preceding Federal Judge David O. Carter's courtroom hearings, which tasked cities to create additional shelter beds. In August 2018, the City Council declared a Shelter Crisis and subsequently began providing shelter beds within the City of Santa Ana. The City of Santa Ana developed a 4 Point Strategic Plan regarding homelessness: 2019 I 1. Clean: Reduce Negative impacts to Community ensuring Santa Ana is clean and safe 2.Outreach: Be persistent in our contact with anyone experiencing homelessness 3. Housing: Reduce the number of Santa Ana's Unsheltered Homeless 4.Communications: Have an Engaged and Informed Community Regarding Homelessness and Homeless Solutions. 0 0 O (� Evaluation _, o Quality o Santa Ana M Of LfJro r Multidiscl lina Assessment L i f e Agency Multidisciplinary Response Team Response Team Team INCREASING OUTREACH Through learned experiences, the City of Santa Ana has realized that proactive outreach and engagement has the biggest impact on the community at large. In 2019, the City expanded City Net's contract to include additional teams of two staff members working five days a week, from 7 a.m. to 5:50 p.m. Two days a week, City Net teamed up with SAPD to respond to calls together. In 2020, at the height of the COVID-19 pandemic, the City began to look at outreach differently. As calls for service continued to increase, it became clear that a more persistent response to those living on the streets was needed. The City of Anaheim had recently formed a Community Care Response Team, utilizing City Net for a call center as well as in -person outreach. Anaheim 911 dispatchers diverted non -emergency, homeless -related calls to City Net, and both City Net's in -person and phone outreach teams had expanded hours of operation. This program has been highly successful in Anaheim, and fit the bill for what Santa Ana needed. The Santa Ana City Council authorized and awarded a contract to City Net to expand their services and start a pilot program for the Santa Ana Multidisciplinary Response Team (SMART) to receive 911 dispatch calls seven days a week from 9 a.m. to 9 p.m., expand outreach hours from 7 a.m. to 9 p.m., and have teams on the streets seven days a week. SMART includes homeless services outreach case managers, a safety coordinator, and access to medical, mental, and behavioral health assistance in the field without an additional call. SMART Pilot Program Goals: ro 1. Exit homeless individuals from the streets of Santa Ana. 2. Divert approximately 500 calls a month for non -emergency, non-violent, homeless -related services to facilitate a quick connection between individuals experiencing homelessness and appropriate services; 5. Provide safe COVID-19 information and interventions to vulnerable homeless neighbors. 4. Develop a pilot for a regional response to homelessness that connects homeless neighbors to housing solutions throughout the region, through full participation in the Orange County Continuum of Care. calls for service December 1, 2021 - May 17, 2022 RESULTS •wft1.1• During the pilot period, SMART live dispatchers received referrals from CallslReferrals multiple sources: SAPID and OCFA dispatchers, the mySantaAna app, and as direct calls to the City Net Outreach Line. How has SMART handled calls since December 20212 • • The City found that by inserting social services professionals into situations that previously would have been handled by police officers, the City was better able to utilize City resources. SAPID and DOLT were standing by, ready to assist on calls when additional support was needed. • With City Net taking non -emergency dispatch calls for homeless 66 supportive services, SAPID and other emergency responders were better Requests able to focus on public safety and respond to criminal activity. SMART dispatchers had the flexibility to handle a call without dispatching an outreach team to the field, such as requests for services outside the scope of SMART. If someone was calling to request food, clothing, utility assistance, or had a general inquiry about homelessness, the dispatcher could provide information on those outside services without sending a team member to the site. U CITY OF SANTA ANA PAGE 0 Program Evaluation STATISTI 4 • • ' A • I I 3 ,3 How many homeless individuals were contacted by SMART? There were 2,887 street outreach contacts including 1,599 unique individuals where first name, last name, and date of birth were captured. Forty-eight (48%) percent of all contacts were unique. The remaining 1,488 were duplicate contacts with known individuals or contacts with individuals who declined to give their full name. How many individuals has the City assisted off the street since the launch of SMART? 472 street exits to shelters, permanent supportive housing, or family in -state or out-of-state. Calls received There were 6,566 total incoming calls/app referrals to City Net SMART Dispatch. 4,383 calls resulted in SMART being dispatched to the field. Sixty -Six Percent (66%) of all incoming requests for assistance required dispatching of SMART. 2,887 outreach contacts 1,399 unique individuals "City Net's SMART approach to homeless street outreach has allowed all involved in this complex issue to focus on our Department strengths and let professionals in homeless outreach perform the complex tasks associated with daily street engagements with the homeless community." Ken Gominsky, Homeless Services Manager PAGE 05 What were the Santa Ana Police Department average response times? SAPD Response Time Averages (Dec.1 - May 17) Priority 2018-2019 2019-2020 2020-2021 2021-2022 1 6m 34s 6m 07s 5m 04s 5m 25s 2 10m 70s 8m 28s 9m 43s 10m 05s 3 N/A N/A 26m 28m 16s 4 38m 22s 50m 31s 32m 07s 34m 43s Did the SMART program achieve its goals? Goal Results 1. Exit homeless individuals from SMART had 2,887 street outreach contacts, including 1,599 unique individuals, resulting in 472 street exits to shelter, housing or family reunification. That equates to Santa Ana streets more than 2 individuals exiting the street daily during the pilot program. Over 1,000 homeless -related calls were diverted monthly. SMART responded to 4,585 2. Divert 500 non -emergency requests that first -responders would have had to address: 2,784 calls to City Net, 589 homeless service calls monthly calls from SAPD/OCFA dispatch or officers in the field, 570 from the mySantaAna app, 440 proactive contacts by SMART. 3. COVID-19 information and 554 individuals were assisted with information on COVID-19 resources and given interventions for homeless personal protective equipment. 4. Develop a pilot for regional 987 clients were enrolled in case management, entered into a countywide homeless homelessness response management information system and the countywide coordinated entry system to be matched with long-term housing. Cli A L _. .16 ■ SMART Pilot Program,. Santa Ana Multi -Disciplinary Homeless Response Team SANTA ANA SMART Goals and Results SANTA ANA SMART PILOT PROGRAM GOALS • Goal 1- Exit homeless individuals from the streets of Santa Ana • Goal 2 - Divert 500 calls a month for non - emergency, homeless related services • Goal 3 — Provide COVID-19 information and interventions • Goal 4 - Develop a regional response to homelessness through the Orange County Continuum of Care m ,n in SANTA ANA `1 I rf f-t1 [Presentation Title] [Department] [Date] SMART PILOT PROGRAM RESULTS • Goal 1 - Exit homeless individuals from the streets of Santa Ana Results - 472 Individuals successfully exited the streets, to shelter, housing or family reunification. • Goal 2 - Divert 500 calls a month for non - emergency, homeless -related services m � _ n in SANTA ANA Results - Over 1,000 homeless -related calls were diverted monthly. Slide 4 [Presentation Title] [Department] [Date] SMART PILOT PROGRAM RESULTS • Goal 3 - Provide safe COVID-19 information and interventions. Results - 554 individuals were assisted with COVI D- 19 resources. • Goal 4 - Develop a regional response to homelessness through participation in the Orange County Continuum of Care. Results - 987 clients were enrolled in case management, entered into HMIS. / [Presentation Title] ` Slide 5 [Department] [Date] SMART Outreach and Impacts SANTA ANA INCREASED OUTREACH ➢Created a Live Community Call Line ➢ Responded to Calls from First Responders ➢ Responded to MySantaAna app reports Slide 7 [Presentation Title] [Department] [Date] IMPACTS • Over 1,000 calls diverted monthly • 6)566 • 43383 • 2)877 • 472 Calls/Referrals Dispatched Calls Outreach Contacts Successful Street Exits to shelters, permanent support housing or family reunification [Presentation Title] [Department] [Date] [Presentation Title] Slide 9 [Department] [Date] Moving Forward • New Metrics have been codified within the contract • 10% of total contract will be held back and only paid based on contractor performance • Staff will evaluate metrics on a quarterly basis and only release funds after successful achievement of metrics m ,n in SANTA ANA Slide 10 [Presentation Title] [Department] [Date] Quarterly Metric Review Street Exits Outreach Contacts COVI D-19 Engagements Calls Dispatched Case Management M Quarterly Goal Annual 1 .11 17312 51250 125 500 15750 7, 000 200 800 Slide 11 [Presentation Title] [Department] [Date] � DOWNTOW---� N � ORANGE COUNTY D11P_Stln ;t SANTA ANA Slide 12 [Presentation Title] [Department] [Date]