HomeMy WebLinkAboutRES NO 154-2020RESOLUTION NO. a 5,4:- , G o 2 O
A RESOLUTION AUTHORIZING THE CITY OF
BAKERSFIELD TO ENTER INTO A GRANT AGREEMENT
WITH THE BOARD OF STATE AND COMMUNITY
CORRECTIONS, AND ACCEPT FUNDING IN THE
AMOUNT OF $1,500,000.00, MADE AVAILABLE
THROUGH THE 2019 CALIFORNIA VIOLENCE
INTERVENTION AND PREVENTION (CaIVIP) GRANT.
WHEREAS, the City of Bakersfield desires to participate in the 2019 California
Violence Intervention and Prevention funded through the California State General Fund
and administered by the Board of State and Community Corrections (hereafter referred
to as the BSCC);
NOW, THEREFORE, BE IT RESOLVED that the Chief of Police of the City of Bakersfield
be authorized, on behalf of the City Council of Bakersfield, to submit the grant proposal
for this funding and sign the Grant Agreement with BSCC, including any amendments
thereof.
BE IT FURTHER RESOLVED that grant funds received hereunder shall not be used to
supplant expenditures controlled by this body.
BE IT FURTHER RESOLVED that the City of Bakersfield agrees to ensure all matching
funds required for the above grant are provided and abide by the terms and
conditions of the Grant Agreement as set forth by the BSCC.
Signatures on the Following Page
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ORIGINAL
HEREBY CERTIFY that the foregoing Resolution was passed and adopted by the
Council of the City of Bakersfield at a regular meeting thereof held on OCT 2-1 2010
by the following vote:
J J J J
J
AYE COUNCILMEMBER: RIVERA, GONZALES, WEIR, SMITH, FREEMAN, SULLIVAN, PARLIER
ES: COUNCILMEMBER: MOr46
ABSTAIN: COUNCILMEMBER: ►ONE
ABSENT: COUNCILMEMBER: N 0 NG
I 1114A
CITY CL R and Ex Officio Clerk of the
Council of the City of Bakersfield
APPROVED OCT 2.1 2020
By 00(
Karen Goh
Mayor
APPROVED AS TO FORM:
VIRGINIA ENNARO, City Attorney
Viridia Gallardo-King
Deputy City Attorney
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ORIGINAL
STATE OF CALIFORNIA DEPARTMENT OF GENERAL SERVICES SCO ID:5227-BSCC87320
STANDARD AGREEMENT F AGREEMENT NUMBER PURCHASING AUTHORITY NUMBER (If Applicable)
STD 213 (Rev 03/2019) BSCC 873_20
1. This Agreement is entered into between the Contracting Agency and the Contractor named below:
CONTRACTING AGENCY NAME
BOARD OF STATE AND COMMUNITY CORRECTIONS
CONTRACTOR NAME
CITY OF BAKERSFIELD
2. The term of this Agreement is:
START DATE
OCTOBER 1, 2020
THROUGH END DATE
DECEMBER 31, 2023
3. The maximum amount of this Agreement is:
$1,500,000
4. The parties agree to comply with the terms and conditions of the following exhibits, attachments, and appendices which are
by this reference made a part of the Agreement.
EXHIBITS TITLE PAGES
Exhibit A Scope of Work 3
Exhibit B Budget Detail and Payment Provisions 3
Exhibit C General Terms and Conditions (04/2017) 4
Exhibit D Special Terms and Conditions 4
Attachment 1* California Violence Intervention & Prevention Grant Request for Proposals
Attachment 2 CaIVIP Grant Proposal 27
Appendix A CaIVIP Executive Steering Committee 1
Appendix B Criteria for Non -Governmental Organizations Receiving BSCC Program Funds 2
* This item is hereby incorporated by reference and can be viewed at.- http://www.bscc.ca.gov/s cpgpcalvipgrant/
IN WITNESS WHEREOF, THIS AGREEMENT HAS BEEN EXECUTED BY THE PARTIES HERETO.
CONTRACTOR
CONTRACTOR NAME (if other than an individual, state whether a corporation, partnership, etc.)
CITY OF BAKERS FIELD
CONTRACTOR BUSINESS ADDRESS CITY STATE ZIP
1601 Truxtun Avenue Bakersfield CA 93301
PRINTED NAME OF PERSON SIGNING TITLE
Greg Terry Chief of Police
CONTRACTOR AUTHORIZED SIGNATURE DATE SIGNED
STATE OF CALIFORNIA
CONTRACTING AGENCY NAME
BOARD OF STATE AND COMMUNITY CORRECTIONS
CONTRACTING AGENCY ADDRESS CITY STATE ZIP
2590 Venture Oaks Way, Suite 200 Sacramento CA 95833
PRINTED NAME OF PERSON SIGNING TITLE
RICARDO GOODRIDGE Deputy Director
CONTRACTING AGENCY AUTHORIZED SIGNATURE I DATE SIGNED
Q
CALIFORNIA DEPARTMENT OF GENERAL SERVICES APPROVAL: EXEMPT PER SCM, VOLUME 1, CH. 4.06
City of Bakersfield
BSCC 873-20
Page 1 of 3
EXHIBIT A: SCOPE OF WORK
1. GRANT AGREEMENT — CALIFORNIA VIOLENCE AND INTERVENTION (CaIVIP) GRANT This
Grant Agreement is between the State of California, Board of State and Community
Corrections (hereafter referred to as BSCC) and City of Bakersfield (hereafter referred to as the
Grantee or Contractor).
2. PROJECT SUMMARY AND ADMINISTRATION
A. The Fiscal Year 2019-20 State Budget includes funding in the amount of $30 million for the
California Violence Intervention and Prevention (CaIVIP) Grant Program, to be administered by
the Board of State and Community Corrections (BSCC). California cities that are
disproportionately impacted by violence and the community-based organizations that that serve
the residents of those cities are eligible to apply for CaIVIP grant funding.
The purpose of the CaIVIP Grant is to improve public health and safety by supporting effective
violence reduction initiatives in communities that are disproportionately impacted by violence,
particularly group -member involved homicide, shootings and aggravated assaults (Penal Code
Sec. 14131(b)).
B. Grantee agrees to administer the project in accordance with Attachment 1: CaIVIP Request for
Proposals (incorporated by reference) and Attachment 2: CaIVIP Grant Proposal, which are
attached and hereto and made part of this agreement.
3. PROJECT OFFICIALS
A. The BSCC's Executive Director or designee shall be the BSCC's representative for
administration of the Grant Agreement and shall have authority to make determinations relating
to any controversies that may arise under or regarding the interpretation, performance, or
payment for work performed under this Grant Agreement.
B. The Grantee's project officials shall be those identified as follows:
Authorized Officer with legal authority to sign:
Name:
Greg Terry
Title:
Chief of Police
Address:
1601 Truxtun Avenue, Bakersfield, CA 93301
Phone:
(661) 326 - 3821
Designated Financial Officer authorized to receive warrants:
Name:
Darrin W. Branson
Title:
Business Manager
Address:
1601 Truxtun Avenue, Bakersfield, CA 93301
Phone:
(661) 326 - 3831
Email:
Dbranson@bakersfieldpd.us
Project Director authorized to administer the project:
Name:
Greg Terry
Title:
Chief of Police
Address:
1601Truxtun Avenue, Bakersfield, CA 93301
Phone:
(661) 326 - 3821
Email:
gterry@bakersfieldpd.us
C. Either party may change its project representatives upon written notice to the other party.
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EXHIBIT A: SCOPE OF WORK
D. By signing this Grant Agreement, the Authorized Officer listed above warrants that he or she
has full legal authority to bind the entity for which he or she signs.
4. DATA COLLECTION
Grantees will be required to comply with all data collection and reporting requirements as described
in Attachment 1: CaIVIP Request for Proposals and Attachment 2: CaIVIP Grant Proposal.
6. REPORTING REQUIREMENTS
A. Grantee will submit quarterly progress reports in a format prescribed by the BSCC. These
reports, which will describe progress made on program objectives and include required data,
shall be submitted according to the following schedule:
Quarterly Progress Report Periods
1. October 1, 2020 to December 31, 2020
2. January 1, 2021 to March,31, 2021
3. April 1, 2021 to June 30, 2021
4. July 1, 2021 to September 30, 2021
5: October 1, 2021 to December 31, 2021
6. January 1, 2022 to March 31, 2022
7. April 1, 2022 to June 30, 2022
8. July 1, 2022 to September 30, 2022
9. October 1, 2022 to December 31, 2022
10. January 1, 2023 to March 31, 2023
11. April 1, 2023 to June 30, 2023
Due no later than:
February 15, 2021
May 15, 2021
August 15, 2021
November 15, 2021
February 15, 2022
May 15, 2022
August 15, 2022
November 15, 2022
February 15, 2023
May 15, 2023
August 15, 2023
Note: Project activity period ends June 30, 2023. The period of July 1, 2023 to December 31,
2023 is for completion of Final Local Evaluation Report and financial audit only.
B. Evaluation Documents Due no later than:
1. Local Evaluation Plan March 31, 2021
2. Final Local Evaluation Report December 31, 2023
i
C. Other Due no later than:
Financial Audit Report December 31, 2023
6. PROJECT RECORDS
A. The Grantee shall establish an official file for the project. The file shall contain adequate
documentation of all actions taken with respect to the project, including copies of this Grant
Agreement, approved program/budget modifications, financial records and required reports.
B. The Grantee shall establish separate accounting records and maintain documents and other
evidence sufficient to properly reflect the amount, receipt, and disposition of all project funds,
including grant funds and any matching funds by the Grantee and the total cost of the project.
Source documentation includes copies of all awards, applications, approved modifications,
financial records and narrative reports.
C. Personnel and payroll records shall include the time and attendance reports for all individuals
reimbursed under the grant, whether they are employed full-time or part-time. Time and effort
reports are also required for all subcontractors and consultants.
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EXHIBIT A: SCOPE OF WORK
D. The grantee shall maintain documentation of donated goods and/or services, including the
basis for valuation.
E. Grantee agrees to protect records adequately from fire or other damage. When records are
stored away from the Grantee's principal office, a written index of the location of records stored
must be on hand and ready access must be assured.
F. All Grantee records relevant to the project must be preserved a minimum of three (3) years
after closeout of the grant project and shall be subject at all reasonable times to inspection,
examination, monitoring, copying, excerpting, transcribing, and auditing by the BSCC or
designees. If any litigation, claim, negotiation, audit, or other action involving the records has
been started before the expiration of the three-year period, the records must be retained until
the completion of the action and resolution of all issues which arise from it or until the end of
the regular three-year period, whichever is later.
7. CONFLICT OF INTEREST
A. Existing law prohibits any grantee, subgrantee, partner or like party who participated on the
CaIVIP Executive Steering Committee (See Appendix A) from receiving funds from the CaIVIP
grants awarded under this RFP. Applicants who are awarded grants under this RFP are
responsible for reviewing the CaIVIP ESC membership roster (see Appendix A) and ensuring
that no grant dollars are passed through to any entity represented by the members of the CaIVIP
ESC.
B. In cases of an actual conflict of interest with an ESC member, the Board may revoke the grant
award and legal consequences could exist for the parties involved, including, but not limited to,
repayment of the grant award.
8. FINANCIAL AUDIT
Grantees are required to provide the BSCC with a financial audit no later than the end of the
contract term, December 31, 2023. The financial audit shall be performed by a Certified Public
Accountant or a participating county or city auditor that is organizationally independent from the
participating county's or city's project financial management functions. Expenses for this final audit
may be reimbursed for actual costs up to $25,000.
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EXHIBIT B: BUDGET DETAIL AND PAYMENT PROVISIONS
1. INVOICING AND PAYMENTS
A. The Grantee shall be paid in quarterly in arrears by submitting an invoice (Form 201) to the
BSCC that outlines actual expenditures claimed for the invoicing period.
Quarterly Invoicing Periods:
Due no later than:
1.
October 1, 2020 to December 31, 2020
February 15, 2021
2.
January 1, 2021 to March 31, 2021
May 15, 2021
3.
April 1, 2021 to June 30, 2021
August 15, 2021
4.
July 1, 2021 to September 30, 2021
November 15, 2021
5.
October 1, 2021 to December 31, 2021
February 15, 2022
6.
January 1, 2022 to March 31, 2022
May 15, 2022
7.
April 1, 2022 to June 30, 2022
August 15, 2022
8.
July 1, 2022 to September 30, 2022
November 15, 2022
9.
October 1, 2022 to December 31, 2022
February 15, 2023
10.
January 1, 2023 to March 31, 2023
May 15, 2023
11.
April 1, 2023 to June 30, 2023
August 15, 2023
Final Invoicing Periods: Due no later than:
13. July 1, 2023 to September 30, 2023 November 15, 2023
14. October 1, 2023 to December 31, 2023 February 29, 2024
*Note: Only expenditures associated with completion of the Final Local Evaluation Report and
the financial audit may be included on these invoices.
B. All project expenditures (excluding costs associated with the completion of the Final Local
Evaluation Report and the financial audit) and all obligated match contributions must be
incurred by the end of the grant project period, June 30, 2023, and included on the invoice due
August 15, 2023. Project expenditures incurred after June 30, 2023 will not be reimbursed.
C. The Final Local Evaluation Report is due to BSCC by December 31, 2023. Expenditures incurred
for the completion of the Final Local Evaluation Report during the period of July 1, 2023 to
December 31, 2023 must be submitted during the Final Invoicing Period(s), with the final invoice
due on February 29, 2024. Supporting fiscal documentation will be required for all expenditures
claimed on during the Final Invoicing Periods and must be submitted with the final invoice.
D. The financial audit is due to BSCC by December 31, 2023. Expenditures incurred for the completion of
the financial audit during the period of July 1, 2023 to December 31, 2023 must be submitted during the
Final Invoicing Periods, with the final invoice due on February 29, 2024 Supporting fiscal documentation
will be required for all expenditures claimed during the Final Invoicing Periods and must be submitted
with the final invoice.
D. Grantee shall submit an invoice to the BSCC each invoicing period, even if grant funds are not
expended or requested during the invoicing period.
E. Upon the BSCC's request, supporting documentation must be submitted for project
expenditures. Grantees are required to maintain supporting documentation for all expenditures
on the project site for the life of the grant and make it readily available for review during BSCC
site visits. See Exhibit A. Scope of Work, Item 6. Project Records.
2. GRANT AMOUNT AND LIMITATION
A. In no event shall the BSCC be obligated to pay any amount in excess of the grant award.
Grantee waives any and all claims against the BSCC, and the State of California on account of
project costs that may exceed the sum of the grant award.
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EXHIBIT B: BUDGET DETAIL AND PAYMENT PROVISIONS
B. Under no circumstance will a budget item change be authorized that would cause the project
to exceed the amount of the grant award identified in this Grant Agreement.
3. BUDGET CONTINGENCY CLAUSE
A. This grant agreement is valid through CaIVIP funding generated from the General Fund. The
Grantee agrees that the BSCC's obligation to pay any sum to the grantee under any provision
of this agreement is contingent upon the availability of sufficient funding granted through the
passage of Assembly Bill 74 (Statutes of 2019, Chapter 23), also known as the California
Budget Act of 2019. It is mutually agreed that if the Budget Act of the current year and/or any
subsequent years covered under this Grant Agreement does not appropriate sufficient funds
for the program, this Grant Agreement shall be of no further force and effect. In this event, the
BSCC shall have no liability to pay any funds whatsoever to Grantee or to furnish any other
considerations under this Agreement and Grantee shall not be obligated to perform any
provisions of this Grant Agreement.
B. If CaIVIP funding is reduced or falls below estimates contained within the CaIVIP Request for
Proposals, the BSCC shall have the option to either cancel this Grant Agreement with no liability
occurring to the BSCC or offer an amendment to this agreement to the Grantee to reflect a
reduced amount.
C. If BSCC cancels the agreement pursuant to Paragraph 3(B) or Grantee does not agree to an
amendment in accordance with the option provided by Paragraph 3(B), it is mutually agreed
that the Grant Agreement shall have no further force and effect. In this event, the BSCC shall
have no liability to pay any funds whatsoever to Grantee or to furnish any other considerations
under this Agreement and Grantee shall not be obligated to perform any provisions of this Grant
Agreement except that Grantee shall be required to maintain all project records required by
Paragraph 6 of Exhibit A for a period of three (3) years following the termination of this
agreement.
4. PROJECT COSTS
A. Grantee is responsible for ensuring that actual expenditures are for eligible project costs.
"Eligible" and "ineligible" project costs are set forth in the July 2020 BSCC Grant Administration
Guide, which can be found under Quick Links here:
https:/Iwww.bscc.ca.gov/s correctionsplanningandprograms/
The provisions of the BSCC Grant Administration Guide are incorporated by reference into this
agreement and Grantee shall be responsible for adhering to the requirements set forth therein.
To the extent any of the provisions of the BSCC Grant Administration Guide and this agreement
conflict, the language in this agreement shall prevail.
B. Grantee is responsible for ensuring that invoices submitted to the BSCC claim actual
expenditures for eligible project costs.
C. Grantee shall, upon demand, remit to the BSCC any grant funds not expended for eligible
project costs or an amount equal to any grant funds expended by the Grantee in violation of the
terms, provisions, conditions or commitments of this Grant Agreement.
D. Grant funds must be used to support new program activities or to augment existing funds that
expand current program activities. Grant funds shall not replace (supplant) any federal, state
and/or local funds that have been appropriated for the same purpose. Violations can result in
recoupment of monies provided under this grantor suspension of future program funding
through BSCC grants.
5. PROMPT PAYMENT CLAUSE
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EXHIBIT B: BUDGET DETAIL AND PAYMENT PROVISIONS
Payment will be made in accordance with, and within the time specified in, Government Code
'Chapter 4.5, commencing with Section 927.
6. WITHHOLDING OF GRANT DISBURSEMENTS
A. The BSCC may withhold all or any portion of the grant funds provided by this Grant Agreement
in the event the Grantee has materially and substantially breached the terms and conditions of
this Grant Agreement.
B. At such time as the balance of state funds allocated to the Grantee reaches five percent (5%),
the BSCC may withhold that amount as security, to be released to the Grantee upon compliance
with all grant provisions, including:
1) submittal and approval of the final invoice;
2) submittal and approval of the final progress report; and
3) submittal and approval of any additional required reports, including but not limited to the
Final Local Evaluation Report and the financial audit.
C. The BSCC will not reimburse Grantee for costs identified as ineligible for grant funding. If grant
funds have been provided for costs subsequently deemed ineligible, the BSCC may either
withhold an equal amount from future payments to the Grantee or require repayment of an
equal amount to the State by the Grantee.
D. In the event that grant funds are withheld from the Grantee, the BSCC's Executive Director or
designee shall notify the Grantee of the reasons for withholding and advise the Grantee of the
time within which the Grantee may remedy the failure or violation leading to the withholding.
7. PROJECT BUDGET
BSCC Budget Line Item
A.
Grant Funds
B.
Match
C.
Total (A+B)
1. Salaries and Benefits
$0
$1,307,653
$1,307,653
2. Services and Supplies
$0
$0
$0
3. Professional Services or Public
Agency Subcontracts
$525,000
$0
$525,000
4. Non -Governmental Organization
(NGO) Subcontracts
$925,000
$0
$925,000
5. EquipmenVFixed Assets
$0
$0
$0
6. Project Evaluation
$0
$230,000
$230,000
7. Financial Audit
$15,000
$0
$15,000
8. Other (Travel, Training, etc.)
$35,000
$0
$35,000
9. Indirect Costs
$0
$0
$0
TOTALS
$1,500,000
$11,537,653
$3,037,653'
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BSCC 873-20
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EXHIBIT C: GENERAL TERMS AND CONDITIONS (04/2017)
1. APPROVAL: This Agreement is, of no force or effect until signed by both parties and approved by
the Department of General Services, if required. Contractor may not commence performance until
such approval has been obtained.
2. AMENDMENT: No amendment or variation of the terms of this Agreement shall be valid unless
made in writing, signed by the parties and approved as required. No oral understanding or
Agreement not incorporated in the Agreement is binding on any of the parties.
3. ASSIGNMENT: This Agreement is not assignable by the Contractor, either in whole or in part,
without the consent of the State in the form of a formal written amendment.
4. AUDIT: Contractor agrees that the awarding department, the Department of General Services, the
Bureau of State Audits, or their designated representative shall have the right to review and to copy
any records and supporting documentation pertaining to the performance of this Agreement.
Contractor agrees to maintain such records for possible audit for a minimum of three (3) years after
final payment, unless a longer period of records retention is stipulated. Contractor agrees to allow
the auditor(s) access to such records during normal business hours and to allow interviews of any
employees who might reasonably have information related to such records. Further, Contractor
agrees to include a similar right of the State to audit records and interview staff in any subcontract
related to performance of this Agreement. (Gov. Code §8546.7, Pub. Contract Code §10115 et seq.,
CCR Title 2, Section 1896).
6. INDEMNIFICATION: Contractor agrees to indemnify, defend and save harmless the State, its
officers, agents and employees from any and all claims and losses accruing or resulting to any and
all contractors, subcontractors, suppliers, laborers, and any other person, firm or corporation
furnishing or supplying work services, materials, or supplies in connection with the performance of
this Agreement, and from any and all claims and losses accruing or resulting to any person, firm or
corporation who may be injured or damaged by Contractor in the performance of this Agreement.
6. DISPUTES: Contractor shall continue with the responsibilities under this Agreement during any
dispute.
7. TERMINATION FOR CAUSE: The State may terminate this Agreement and be relieved of any
payments should the Contractor fail to perform the requirements of this Agreement at the time and
in the manner herein provided. In the event of such termination the State may proceed with the work
in any manner deemed proper by the State. All costs to the State shall be deducted from any sum
due the Contractor under this Agreement and the balance, if any, shall be paid to the Contractor
upon demand.
8. INDEPENDENT CONTRACTOR: Contractor, and the agents and employees of Contractor, in the
performance of this Agreement, shall act in an independent capacity and not as officers or employees
or agents of the State.
9. RECYCLING CERTIFICATION: The Contractor shall certify in writing under penalty of perjury, the
minimum, if not exact, percentage of post -consumer material as defined in the Public Contract Code
Section 12200, in products, materials, goods, or supplies offered or sold to the State regardless of
whether the product meets the requirements of Public Contract Code Section 12209. With respect
to printer or duplication cartridges that comply with the requirements of Section 12156(e), the
certification required by this subdivision shall specify that the cartridges so comply (Pub. Contract
Code §12205).
10. NON-DISCRIMINATION CLAUSE: During the performance of this Agreement, Contractor and its
subcontractors shall not deny the contract's benefits to any person on the basis of race, religious
creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic
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EXHIBIT C: GENERAL TERMS AND CONDITIONS (04/2017)
information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation,
or military and veteran status, nor shall they discriminate unlawfully against any employee or
applicant for employment because of race, religious creed, color, national origin, ancestry, physical
disability, mental disability, medical condition, genetic information, marital status, sex, gender,
gender identity, gender expression, age, sexual orientation, or military and veteran status.
Contractor shall insure that the evaluation and treatment of employees and applicants for
employment are free of such discrimination. Contractor and subcontractors shall comply with the
provisions of the Fair Employment and Housing Act (Gov. Code §12900 et seq.), the regulations
promulgated thereunder (Cal. Code Regs., tit. 2, §11000 et seq.), the provisions of Article 9.5,
Chapter 1, Part 1, Division 3, Title 2 of the Government Code (Gov. Code §§11135-11139.5), and
the regulations or standards adopted by the awarding state agency to implement such article.
Contractor shall permit access by representatives of the Department of Fair Employment and
Housing and the awarding state agency upon reasonable notice at any time during the normal
business hours, but in no case less than 24 hours' notice, to such of its books, records, accounts,
and all other sources of information and its facilities as said Department or Agency shall require to
ascertain compliance with this clause. Contractor and its subcontractors shall give written notice of
their obligations under this clause to labor organizations with which they have a collective bargaining
or other agreement. (See Cal. Code Regs., tit. 2, §11105.)
Contractor shall include the nondiscrimination and compliance provisions of this clause in all
subcontracts to perform work under the Agreement.
11. CERTIFICATION CLAUSES: The CONTRACTOR CERTIFICATION CLAUSES contained in the
document CCC 04/2017 are hereby incorporated by reference and made a part of this Agreement
by this reference as if attached hereto.
12. TIMELINESS: Time is of the essence in this Agreement.
13. COMPENSATION: The consideration to be paid Contractor, as provided herein, shall be in
compensation for all of Contractor's expenses incurred in the performance hereof, including travel,
per diem, and taxes, unless otherwise expressly so provided.
14. GOVERNING LAW: This contract is governed by and shall be interpreted in accordance with the
laws of the State of California.
15. ANTITRUST CLAIMS: The Contractor by signing this agreement hereby certifies that if these
services or goods are obtained by means of a competitive bid, the Contractor shall comply with the
requirements of the Government Codes Sections set out below.
A. The Government Code Chapter on Antitrust claims contains the following definitions:
1) "Public purchase" means a purchase by means of competitive bids of goods, services, or
materials by the State or any of its political subdivisions or public agencies on whose behalf
the Attorney General may bring an action pursuant to subdivision (c) of Section 16750 of the
Business and Professions Code.
2) "Public purchasing body" means the State or the subdivision or agency making a public
purchase. Government Code Section 4550.
B. In submitting a bid to a public purchasing body, the bidder offers and agrees that if the bid is
accepted, it will assign to the purchasing body all rights, title, and interest in and to all causes of
action it may have under Section 4 of the Clayton Act (15 U.S.C. Sec. 15) or under the Cartwright
Act (Chapter 2 (commencing with Section 16700) of Part 2 of Division 7 of the Business and
Professions Code), arising from purchases of goods, materials, or services by the bidder for sale
to the purchasing body pursuant to the bid. Such assignment shall be made and become effective
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EXHIBIT C: GENERAL TERMS AND CONDITIONS (04/2017)
at the time the purchasing body tenders final payment to the bidder. Government Code Section
4552.
C. If an awarding body or public purchasing body receives, either through judgment or settlement,
a monetary recovery for a cause of action assigned under this chapter, the assignor shall be
entitled to receive reimbursement for actual legal costs incurred and may, upon demand, recover
from the public body any portion of the recovery, including treble damages, attributable to
overcharges that were paid by the assignor but were not paid by the public body as part of the
bid price, less the expenses incurred in obtaining that portion of the recovery. Government Code
Section 4553.
D. Upon demand in writing by the assignor, the assignee shall, within one year from such demand,
reassign the cause of action assigned under this part if the assignor has been or may have been
injured by the violation of law for which the cause of action arose and (a) the assignee has not
been injured thereby, or (b) the assignee declines to file a court action for the cause of action.
See Government Code Section 4554.
16. CHILD SUPPORT COMPLIANCE ACT: For any Agreement in excess of $100,000, the contractor
acknowledges in accordance with Public Contract Code 7110, that:
A. The contractor recognizes the importance of child and family support obligations and shall fully
comply with all applicable state and federal laws relating to child and family support enforcement,
including, but not limited to, disclosure of information and compliance with earnings assignment
orders, as provided in Chapter 8 (commencing with section 5200) of Part 5 of Division 9 of the
Family Code; and
B. The contractor, to the best of its knowledge is fully complying with the earnings assignment
orders of all employees and is providing the names of all new employees to the New Hire Registry
maintained by the California Employment Development Department.
17. UNENFORCEABLE PROVISION: In the event that any provision of this Agreement is unenforceable
or held to be unenforceable, then the parties agree that all other provisions of this Agreement have
force and effect and shall not be affected thereby.
18. PRIORITY HIRING CONSIDERATIONS: If this Contract includes services in excess of $200,000,
the Contractor shall give priority consideration in filling vacancies in positions funded by the Contract
to qualified recipients of aid under Welfare and Institutions Code Section 11200 in accordance with
Pub. Contract Code §10353.
19. SMALL BUSINESS PARTICIPATION AND DVBE PARTICIPATION REPORTING
REQUIREMENTS:
A. If for this Contract Contractor made a commitment to achieve small business participation, then
Contractor must within 60 days of receiving final payment under this Contract (or within such
other time period as may be specified elsewhere in this Contract) report to the awarding
department the actual percentage of small business participation that was achieved. (Govt.
Code § 14841.)
B. If for this Contract Contractor made a commitment to achieve disabled veteran business
enterprise (DVBE) participation, then Contractor must within 60 days of receiving final payment
under this Contract (or within such other time period as may be specified elsewhere in this
Contract) certify in a report to the awarding department: (1) the total amount the prime Contractor
received under the Contract; (2) the name and address of the DVBE(s) that participated in the
performance of the Contract; (3) the amount each DVBE received from the prime Contractor; (4)
that all payments under the Contract have been made to the DVBE; and (5) the actual
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EXHIBIT C: GENERAL TERMS AND CONDITIONS (04/2017)
percentage of DVBE participation that was achieved. A person or entity that knowingly provides
false information shall be subject to a civil penalty for each violation. (Mil. & Vets. Code §
999.5(d); Govt. Code § 14841.)
20. LOSS LEADER: If this contract involves the furnishing of equipment, materials, or supplies then the
following statement is incorporated: It is unlawful for any person engaged in business within this state
to sell or use any article or product as a "loss leader" as defined in Section 17030 of the Business
and Professions Code. (PCC 10344(e).)
Rev 04/2020
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BSCC 873-20
Page 1 of 4
EXHIBIT D: SPECIAL TERMS AND CONDITIONS
1. GRANTEE'S GENERAL RESPONSIBILITY
A. Grantee agrees to comply with all terms and conditions of this Grant Agreement. Review and
approval by the BSCC are solely for the purpose of proper administration of grant funds and
shall not be deemed to relieve or restrict the Grantee's responsibility.
B. Grantee is responsible for the performance of all project activities identified in Attachment 1:
CaIVIP Request for Proposals Request for Proposals and Attachment 2: CaIVIP Grant
Proposal.
C. Grantee shall immediately advise the BSCC of any significant problems or changes that arise
during the course of the project.
2. GRANTEE ASSURANCES AND COMMITMENTS
A. Compliance with Laws and Regulations
This Grant Agreement is governed by and shall be interpreted in accordance with the laws of
the State of California. Grantee shall at all times comply with all applicable State laws, rules
and regulations, and all applicable local ordinances.
B. Fulfillment of Assurances and Declarations
Grantee shall fulfill all assurances, declarations, representations, and statements made by the
Grantee in Attachment 1: CaIVIP Request for Proposals Request for Proposals and Attachment
2: CaIVIP Proposal, documents, amendments, approved modifications, and communications
filed in support of its request for grant funds.
C. Permits and Licenses
Grantee agrees to procure all permits and licenses necessary to complete the project, pay all
charges and fees, and give all notices necessary or incidental to the due and lawful proceeding
of the project work.
3. POTENTIAL SUBCONTRACTORS
A. In accordance with the provisions of this Grant Agreement, the Grantee may subcontract for
services needed to implement and/or support program activities. Grantee agrees that in the
event of any inconsistency between this Grant Agreement and Grantee's agreement with a
subcontractor, the language of this Grant Agreement will prevail.
B. Nothing contained in this Grant Agreement or otherwise, shall create any contractual relation
between the BSCC and any subcontractors, and no subcontract shall relieve the Grantee of his
responsibilities and obligations hereunder. The Grantee agrees to be as fully responsible to
the BSCC for the acts and omissions of its subcontractors and of persons either directly or
indirectly employed by any of them as it is for the acts and omissions of persons directly
employed by the Grantee. The Grantee's obligation to pay its subcontractors is an independent
obligation from the BSCC's obligation to make payments to the Grantee. As a result, the BSCC
shall have no obligation to pay or to enforce the payment of any moneys to any subcontractor.
C. Grantee shall ensure that all subcontractors comply with the eligibility requirements stated in
the CaIVIP RFP and described in Appendix B.
D. Grantee assures that for any subcontract awarded by the Grantee, such insurance and fidelity
bonds, as is customary and appropriate, will be obtained.
E. Grantee agrees to place appropriate language in all subcontracts for work on the project
requiring the Grantee's subcontractors to:
1) Books and Records
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BSCC 873-20
Page 2 of 4
EXHIBIT D: SPECIAL TERMS AND CONDITIONS
Maintain adequate fiscal and project books, records, documents, and other evidence
pertinent to the subcontractor's work on the project in accordance with generally accepted
accounting principles. Adequate supporting documentation shall be maintained in such
detail so as to permit tracing transactions from the invoices, to the accounting records, to
the supporting documentation. These records shall be maintained for a minimum of three
(3) years after the acceptance of the final grant project audit under the Grant Agreement
and shall be subject to examination and/or audit by the BSCC or designees, state
government auditors or designees, or by federal government auditors or designees.
2) Access to Books and Records
Make such books, records, supporting documentations, and other evidence available to the
BSCC or designee, the State Controller's Office, the Department of General Services, the
Department of Finance, California State Auditor, and their designated representatives
during the course of the project and for a minimum of three (3) years after acceptance of
the final grant project audit. The Subcontractor shall provide suitable facilities for access,
monitoring, inspection, and copying of books and records related to the grant -funded
project.
4. PROJECT ACCESS
Grantee shall ensure that the BSCC, or any authorized representative, will have suitable access to
project activities, sites, staff and documents at all reasonable times during the grant period including
those maintained by subcontractors. Access to program records will be made available by both the
grantee and the subcontractors for a period of three (3) years following the end of the grant period.
5. ACCOUNTING AND AUDIT REQUIREMENTS
A. Grantee agrees that accounting procedures for grant funds received pursuant to this Grant
Agreement shall be in accordance with generally accepted government accounting principles
and practices, and adequate supporting documentation shall be maintained in such detail as to
provide an audit trail. Supporting documentation shall permit the tracing of transactions from
such documents to relevant accounting records, financial reports and invoices.
B. Grantees are required to provide the BSCC with a financial audit no later than the end of the
contract term, December 31, 2023. The financial audit shall be performed by a Certified Public
Accountant or a participating county or city auditor that is organizationally independent from the
participating county's or city's project financial management functions. Expenses for this final
audit may be reimbursed for actual costs up to $25,000
C. The BSCC reserves the right to call for a program or financial audit at any time between the
execution of this Grant Agreement and three years following the end of the grant period. At
any time, the BSCC may disallow all or part of the cost of the activity or action determined to
not be in compliance with the terms and conditions of this Grant Agreement or take other
remedies legally available.
6. DEBARMENT, FRAUD, THEFT OR EMBEZZLEMENT
It is the policy of the BSCC to protect grant funds from unreasonable risks of fraudulent, criminal,
or other improper use. As such, the Board will not enter into contracts or provide reimbursement
to grantees that have been:
1. debarred by any federal, state, or local government entities during the period of
debarment; or
2. convicted of fraud, theft, or embezzlement of federal, state, or local government grant
funds for a period of three years following conviction.
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BSCC 873-20
Page 3 of 4
EXHIBIT D: SPECIAL TERMS AND CONDITIONS
Furthermore, the BSCC requires grant recipients to provide an assurance that there has been no
applicable debarment, disqualification, suspension, or removal from a federal, state or local grant
program on the part of the grantee at the time of application and that the grantee will immediately
notify the BSCC should such debarment or conviction occur during the term of the Grant contract.
BSCC also requires that all grant recipients include, as a condition of award to a subgrantee or
subcontractor, a requirement that the subgrantee or subcontractor will provide the same
assurances to the grant recipient. If a grant recipient wishes to consider a subgrantee or
subcontractor that has been debarred or convicted, the grant recipient must submit a written
request for exception to the BSCC along with supporting documentation.
All Grantees must have on file with the BSCC a completed and signed Certification of Compliance
with BSCC Policies on Debarment, Fraud, Theft and Embezzlement (Required as Attachment E of
the original Proposal Package).
7. MODIFICATIONS
No change or modification in the project will be permitted without prior written approval from the
BSCC. Changes may include modification to project scope, changes to performance measures,
compliance with collection of data elements, and other significant changes in the budget or program
components contained in Attachment 1: CaIVIP Request for Proposals Request for Proposals and
Attachment 2: CaIVIP Proposal.
8. TERMINATION
A. This Grant Agreement may be terminated by the BSCC at any time after grant award and prior
to completion of project upon action or inaction by the Grantee that constitutes a material and
substantial breech of this Grant Agreement. Such action or inaction includes but is not limited
to:
1) substantial alteration of the scope of the grant project without prior written approval of the
BSCC;
2) refusal or inability to complete the grant project in a manner consistent with Attachment 1:
CaIVIP Request for Proposals Request for Proposals and Attachment 2: CaIVIP Proposal,
or approved modifications;
3) failure to provide the required local match share of the total project costs; and
4) failure to meet prescribed assurances, commitments, recording, accounting, auditing, and
reporting requirements of the Grant Agreement.
B. Prior to terminating the Grant Agreement under this provision, the BSCC shall provide the
Grantee at least 30 calendar days written notice stating the reasons for termination and effective
date thereof. The Grantee may appeal the termination decision in accordance with the
instructions listed in Exhibit D: Special Terms and Conditions, Number 8. Settlement of
Disputes.
9. SETTLEMENT OF DISPUTES
A. The parties shall deal in good faith and attempt to resolve potential disputes informally. If the
dispute persists, the Grantee shall submit to the BSCC Corrections Planning and Grant
Programs Division Deputy Director a written demand for a final decision regarding the
disposition of any dispute between the parties arising under, related to, or involving this Grant
Agreement. Grantee's written demand shall be fully supported by factual information. The
BSCC Corrections Planning and Grant Programs Division Deputy Director shall have 30 days
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EXHIBIT D: SPECIAL TERMS AND CONDITIONS
after receipt of Grantee's written demand invoking this Section "Disputes" to render a written
decision. If a written decision is not rendered within 30 days after receipt of the Grantee's
demand, it shall be deemed a decision adverse to the Grantee's contention. If the Grantee is
not satisfied with the decision of the BSCC Corrections Planning and Grant Programs Division
Deputy Director, the Grantee may appeal the decision, in writing, within 15 days of its issuance
(or the expiration of the 30 -day period in the event no decision is rendered), to the BSCC
Executive Director, who shall have 45 days to render a final decision. If the Grantee does not
appeal the decision of the BSCC Corrections Planning and Grant Programs Division Deputy
Director, the decision shall be conclusive and binding regarding the dispute and the Contractor
shall be barred from commencing an action in court, or with the Victims Compensation
Government Claims Board, for failure to exhaust Grantee's administrative remedies.
B. Pending the final resolution of any dispute arising under, related to or involving this Grant
Agreement, Grantee agrees to diligently proceed with the performance of this Grant Agreement,
including the providing of services in accordance with the Grant Agreement. Grantee's failure
to diligently proceed in accordance with the State's instructions regarding this Grant Agreement
shall be considered a material breach of this Grant Agreement.
C. Any final decision of the State shall be expressly identified as such, shall be in writing, and shall
be signed by the Executive Director, if an appeal was made. If the Executive Director fails to
render a final decision within 45 days after receipt of the Grantee's appeal for a final decision,
it shall be deemed a final decision adverse to the Grantee's contentions. The State's final
decision shall be conclusive and binding regarding the dispute unless the Grantee commences
an action in a court of competent jurisdiction to contest such decision within 90 days following
the date of the final decision or one (1) year following the accrual of the cause of action,
whichever is later.
D. The dates of decision and appeal in this section may be modified by mutual consent, as
applicable, excepting the time to commence an action in a court of competent jurisdiction.
9. UNION ACTIVITIES
For all agreements, except fixed price contracts of $50,000 or less, the Grantee acknowledges that
applicability of Government Code §§16654 through 16649 to this Grant Agreement and agrees to
the following:
A. No State funds received under the Grant Agreement will be used to assist, promote or deter
union organizing.
B. Grantee will not, for any business conducted under the Grant Agreement, use any State
property to hold meetings with employees or supervisors, if the purpose of such meetings is to
assist, promote or deter union organizing, unless the State property is equally available to the
general public for holding meetings.
C. If Grantee incurs costs or makes expenditures to assist, promote or deter union organizing,
Grantee will maintain records sufficient to show that no reimbursement from State funds has
been sought for these costs, and that Grantee shall provide those records to the Attorney
General upon request.
10. WAIVER
The parties hereto may waive any of their rights under this Grant Agreement unless such waiver is
contrary to law, provided that any such waiver shall be in writing and signed by the party making
such waiver.
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California Violence Intervention and Prevention
(CaIVIP) Grant
CaIVIP Proposal Cover Sheet
Submitted by:
City of Bakersfield
Grant Dollars Requested:
$1,500,000
Date Submitted:
June 4, 2020
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ORIGINAL
CaIVIP Applicant Information Form
A: APPLICANT:B.
TAX ll]ENTIF.ICATION NUMBER: .'
NAME OF APPLICANT
City of Bakersfield
TAX IDENTIFICATION #
95-6000672
STREET ADDRESS CITY STATE ZIP CODE
1600 Truxtun Ave Bakersfield CA 93301
MAILING ADDRESS (if different) CITY STATE ZIP CODE
APPLICANT TYPE: ❑ COMMUNITY-BASED ORGANIZATION (CBO) M CITY
VC.--CBO-APPLICANTS
-.:LOCATION OF RESIDENTS RECEIVING�_SERVICES,(MUST BE -CITY OR CITIES -LISTED IN TABLE 1): _.
' D: PROJECT,`TITLE:
Bakersfield Police and Community Partnership
E. _STRATEGYT,O,BE IMPLEMENTED.:
Focused deterrence, trust building, CBT/intensive case management
F. PROJECT'$UMMARY (100-150 words):.
Bakersfield proposes to reduce violence citywide while also minimizing incarceration and promoting
opportunity for young people at highest risk of violence — and do both while strengthening community -police
relations, particularly with residents who are at disproportionately high risk of involvement in violence.
Specifically, the city proposes to build a procedurally just violence reduction strategy. First, build a
partnership -focused project support and management team. Second, work with key community stakeholders
to build a comprehensive and detailed "shared understanding" of the problem, the opportunity and the
solution. Third, build the analytic, operational and management capacities needed for successful
implementation and pilot implementation. Fourth, based on this, build a two-year implementation plan,
implement the plan and employ an assessment of the effectiveness and value of the effort (in partnership
with a highly -regarded researcher) to shape a sustainable and resource -wise public safety initiative.
'G. KEY PARTNER.AGENCIES.
,;(if applicable): `
-
Name: Stay Focused Ministries Letter of Commitment:
Name: Wendale Davis Foundation Letter of Commitment: ❑x
Name: Compassion Christian Center LetterofCommitment: EK
Name: Northeastern University Letter of Commitment:
Name: California Partnership for Safe Communities LetterofCommitment:
Name: LetterofCommitment: ❑
.K TYPE OF, PROJECT:
❑ NEW ❑ ENHANCEMENT ® EXPANSION
k:I..�GRANT FUNDS REQUESTED:
$ 1,500,000
J..NATCH FUNDS:
$ 1,537,653
.;K. CITY APPLICANTS 0,i4b PASS=THROUGH AMOUNT c
$ 925,000
62%
iL.PROJECT DIRECTOR:' _.
NAME TITLE TELEPHONE NUMBER (direct line)
Jason Townsend Police Captain 661-326-3954
STREET ADDRESS CITY
1601 Truxtun Ave Bakersfield
STATE ZIP CODE EMAIL ADDRESS
CA 93301 Rownsen@bakersfieldpd.us
ORIGINAL
M. FlNANdAL: F,0ICER:.:". _ .._...
- .-...._ .
NAME
TITLE
TELEPHONE NUMBER (direct line)
Darrin W. Branson
Business Manager
661-326-3831
STREET ADDRESS
STATE ZIP CODE
CITY
1601 Truxtun Ave
Dbranson()-bakersfieldpd.us
Bakersfield
STATE
ZIP CODE
EMAILADDRESS
CA
93301
Dbransonna.bakersfieldpd.us
PAYMENT MAILING ADDRESS (if
different) CITY
STATE ZIP CODE
PO Box 59
Bakersfield
CA 93302
N DAY=TO-DAY PROGRAM'CONTACT.
NAME
TITLE
TELEPHONE NUMBER (direct line)
Jason Townsend
Police Captain
661-326-3954
STREET ADDRESS
CITY
1601 Truxtun Ave
Bakersfield
STATE
ZIP CODE
EMAIL ADDRESS
CA
93301
Jtownsen@ bakersfieldpd.us
a.: DAY-TQ=DAY FISCAL -CONTACT:
NAME TITLE
TELEPHONE NUMBER (direct line)
Dardn W. Branson Business Manager
661-326-3831
STREET ADDRESS
CITY
1601 Truxtun Ave
Bakersfield
STATE ZIP CODE
EMAIL ADDRESS
CA 93301
Dbranson()-bakersfieldpd.us
.."PAUTHORIZED SIGNATURE"
Bysigning this`.appitcaon, I :Fieretiy certify I an vested 6y'the Appiicant with the: authority,to. enter into contract with"the
- -.
BSCC;:and-the "grantee and any subcontractors.,will abide.by,the taws; poliaies;,and procedures,gouer9 g_tkiis.funding
NAME OF AUTHORIZED OFFICER TITLE
TELEPHONE NUMBER
Jason Townsend Police Captain
661-326-3954
STREET ADDRESS CITY
STATE ZIP CODE
1601 Truxtun Ave Bakersfield
CA 93301
EMAIL ADDRESS
itownsen@bakersfieldpd.us
SIGNATURE
DATE
0dro.r-o",.,�
� � /2) Z-o2o
* Authorized Signature: Must be a representative with the authority to sign documents and obligate the
applicant.
s
ORIGINAL
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Bakersfield, a large and growing city (population: 390,000) at the southern end of
California's Central Valley, has an exceptionally high level of community need. Crime
and violence data; health, social and economic indicators; and community -police
relations support this. However, there are significant gaps in our understanding of
violence in Bakersfield, and the proposed project begins with a significant new
investment in data -driven program design and management (Section 2, Step 2).
Violence and crime in Bakersfield suggest a serious, chronic challenge.. Gun
violence (as measured by homicides and non-fatal injury shootings) is a serious, long-
term problem in Bakersfield, with rates about double those of the state and nation
overall. In addition, over the past five years, homicides have risen about 20 percent, to
an average of 32 per year. In many neighborhoods, a homicide or non-fatal injury
shooting takes place almost every day — and has a significant negative impact on
community health and wellbeing. Based on homicide records from 2014 to 2019, the
Bakersfield Police Department (BPD) estimates that groups (gangs, crews, sets, etc.)
play a major role in violence. However, there is a need to increase the city's and the
department's understanding of the conditions and risks associated with violence.
Health, social service and economic indicators suggest major gaps and barriers
to services and opportunity. In general, health, social service and economic
indicators are extremely poor in the area. Kern County, for example, ranks in the bottom
quintile of California counties on social and economic factors. A quarter of the children
in the area grow up poor, and that touches all facets of a child's life. Children living in
poverty have limited access to quality health care, education and childcare, and they
are more likely to live in dangerous neighborhoods and have frequent exposure to
violence and crime, which triggers chronic stress and anxiety. Brandeis University
recently issued a study placing Bakersfield at the bottom of all U.S. metropolitan areas
in terms of child opportunity (Diversity Data Kids, 2020) (Arango, 2020).
Proposal Narrative - Page 1 of 12 011� s�
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Community -police relations are seriously strained. It has been widely reported that
community -police relations in Bakersfield are strained and there is significant data that
supports that assertion (Queally, 2017). (Notably, however, current city leaders — the
mayor, city administrator and police chief — are united in their commitment -to addressing
this challenge.)
Summary. In summary, the risk of violence; poor health, educational and economic
indicators; and community -police tensions are major concerns in Bakersfield, but there
are significant gaps in our understanding of how these intersect and contribute to
violence. Research suggests that achieving sustained community -wide reductions in
violence requires a shift from addressing overall risk of crime and associated poor
outcomes to a focus on individuals at the very highest risk of gun violence (Green,
2017). This evidence demonstrates that' (a) even within a generally high-risk
population, risk of gun violence is highly concentrated among a small number of people
and more closely related to the characteristics of individuals' social networks (groups
and networks such as gangs) than to categorical risk factors (such as age, drug use, or
living situation) and (b) that local violence plays out in ways that often counter
conventional wisdom (Acevedo, 2018) (Green, 2017). Therefore, the proposed project
makes a substantial initial investment in better understanding the dynamics of violence
in Bakersfield, the needs of young people at very highest risk of involvement in that
violence and what this information suggests about the design of effective interventions.
:.: Projedt Description:.:::
Bakersfield proposes to reduce violence citywide while also minimizing incarceration
and promoting opportunity for young people at highest risk of violence — and do both
while strengthening community -police relations, particularly with residents who are at
disproportionately high risk of involvement in violence. To do so, it will build on an
existing focused -deterrence initiative supported by the Bakersfield Safe Streets
Partnership (BSSP). This evidence -based approach includes: (1) the analysis of serious
violent incidents and trends to identify individuals at highest risk of violence; (2)
respectfully communicating to those individuals the risks associated with violence; (3)
offers of supportive relationships leading to safety and opportunity; and (4) procedurally-
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Proposal Narrative - Page 2 of 12 `po
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just enforcement efforts narrowly targeted only to those individuals who persist in
violence (Braga, 2018) _(Engel, 2018).
Specifically, the city proposes four steps to build a procedurally just violence reduction
strategy..Flrst, build a partnership -focused project support and management team (fall
of 2020). Second, work with key community stakeholders to build a comprehensive and
detailed "shared understanding" of the problem, the opportunity and the solution
(fall/winter 2020/2021). Third, build the analytic, operational and management
capacities needed for successful implementation and pilot implementation for 3 to 6
months (winter/spring 2021). Fourth, based on this, build a two-year implementation
plan, implement the plan and employ an assessment of the effectiveness and value of
the effort (in partnership with a highly -regarded researcher) to shape a sustainable and
resource -wise public safety initiative that (as noted above) reduces violence citywide
while improving outcomes for young people at highest risk of violence and
strengthening community -police relations. Three commitments are central to this
process: first, to focus on improving outcomes for young people at greatest risk of
violence; second, to institutionalize and sustain this effort beyond the grant period; and,
third, to employ procedural justice, legitimacy, and trust -building as partnership values
and design principles.
Step 1. Build a'permanent city -funded, partnership -focused project support and
management team (PMT) consisting of a project director, a program analyst and an
administrative assistant, working with the support of a highly qualified technical
assistance provider. The PMT will provide management and administrative support to a
collaborative partnership – including residents at disproportionately high risk of
involvement in violence – as they implement the core elements of the evidence -based
strategy. The PMT ensures that work gets done but, at the same time, its role is
facilitative, and a priority is to give voice to and support the efforts of key community
stakeholders — particularly stakeholders who are disproportionately affected by
violence. This support explicitly includes the development of meaningful roles in
operations and oversight for these informal and formal community leaders. The PMT job
descriptions, qualifications and training reflect the important role of collaboration and
relevant life experience. Two additional functions of the PMT are: (a) intervention and
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case management "field supervision" skills and qualifications (for the cross -agency
service team described below); and (b) technical support for the performance
management and evaluation features of this effort, which are key to developing this
evidence -based and resource -wise strategy in the face of a significant economic
downturn. The PMT as constituted above, however, will engage deeply with BPD as
they together forge a procedurally just and legitimate public safety strategy for the city.
Step 2. Work with key community stakeholders to build a comprehensive and
detailed "shared understanding" of the problem, the opportunity and the solution.
This step ensures that the strategy is tailored to the need(s) and priorities of the target
population and that the full range of local stakeholders — in particular residents who are
disproportionately affected by violence or at highest risk of actual involvement in
violence — have a voice in the initiative design and plan. This step includes: (1) an in-
depth analysis of local violence (referred to as. a "problem analysis") that draws on the
experience and insights of frontline practitioners, including outreach workers and police;
(ii) a "needs assessment' undertaken by outreach workers that draws directly on the
lived experience of young' people at very highest risk of violence; (iii:) a local cost -of -
violence analysis that identifies the specific city expenditures generated by violence and
provides concrete, specific estimates of the budget savings to Bakersfield generated by
reducing violence; and (iv) a series of study visits that match local stakeholders
(outreach teams, police, advocates and organizers, city officials, elected leadership,
etc.) with their peers in other cities that have successfully wrestled with similar
challenges.
The three analyses above draw on the insights and experience of residents at
disproportionately high risk of involvement in violence and knowledgeable field staff.
This qualitative data is then blended with quantitative data and incorporated into a user-
friendly report and a series of town -hall type meetings – both designed to establish a
common understanding of local violence that informs the efforts of civic, community,
public service and criminal justice partners as they collaborate to reduce violence.
The problem analysis (PA) Is crucial for framing the challenge the city faces. It consists
of a review of homicides (rather than all shootings) because cities collect their most
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extensive and reliable data on homicides, and it focuses on: (a) the characteristics and
circumstances of each incident; (b) the demographics and criminal justice system
experience of the people involved; (c) groups and networks at high risk of involvement
in violence, including their size, relationships, activities and turfs; and (d) the
concentration of violence throughout the city. The analysis employs research
methodologies but its main purpose is to support practice and local policymaking.
Shooting reviews (SRs), described below, are weekly meetings that use analytic
exercises to develop and manage violence reduction strategies in real time; they are
crucial to the success of the effort. These tools (the PA and the SR) enable the city to
direct its limited financial resources where they will be most effective in reducing
violence; that is, they serve as cornerstones for project management.
Step 3. Third, build the core capacities needed for successful implementation.
This step involves four major capacities: analysis, communication, intervention, and life
coaching/case management. There is an existing foundation for each of these
capacities in Bakersfield so this phase of work consists of continued development and
piloting over.the first six months of 2021.
Analysis: Quickly and accurately, identify young people at greatest risk of
violence. This work begins with incorporating shooting review "best practices" into
BPD's existing reviews in order to support the strategy as described. Specifically, the
SR will play a central role in (a) strategically aligning the efforts of enforcement and
outreach partners and (b) serving'as the starting point for identifying young people at
highest risk of involvement in violence, either as victims or suspects. In this sense, SRs
anchor day-to-day management and implementation; they will engage and focus
frontline practitioners in understanding and acting on violence as a city and community
priority.
SRs have three parts: (1) They begin with a review of every violent incident, mostly
injury shootings, in the previous week, including the date, time, place and people
involved. The facilitator then leads the group through a series of analytical questions
about the circumstances of the shootings and the motives of the groups and individuals
involved. This process helps identify individuals at imminent risk of being involved in
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violence. (2) Next comes exploratory but purposeful planning of enforcement measures
and related interventions that can quickly interrupt cycles of violence. The facilitators
lead a group discussion that gradually produces the basic elements of a plan of action,
which may include the continued development of the information needed to more fully
understand the incident. (3) As the meetings draw to a close, a subgroup of managers
focuses on aligning department resources with those groups, individuals and conflicts at
highest risk of violence. Follow-up is rapid. A key objective is to share the output of the
review — an accurate assessment of risk and the outlines of the emerging response
plan — with community and outreach partners as soon as possible.
Communication: Directly and respectfully, communicate an evidence -based anti-
violence message (a "risk & opportunity message") to individuals at very highest
risk of involvement in serious violence as per the. criteria identified in the problem
analysis and the shooting reviews. This evidence -based messaging (Wood, 2017) takes
place via small group meetings (call -ins) or, when time is of the essence, in meetings
closer to a one-on-one between a credible messenger and a young person at imminent
risk of involvement in violence (Wood 2017) (Lynch 2018). The Bakersfield partners will
employ the principles of procedural justice as guidelines for gradually redesigning these
meetings so that the process: (a) is experienced as fair, respectful and benevolent
(Tyler, 2017); and (b) meets performance management criteria such as scale, focus and
fidelity to the model. These changes will apply to the invitation process, setting,
messaging and meeting follow-up components of the overall communication strategy.
Intervention: Quickly and effectively, interrupt cycles of violence and retaliation by
strategically engaging CBOs in reaching out to young people at very highest risk
of violence. This activity is focused mostly on addressing the conflicts and tensions
directly associated with violent incidents and retaliation. The process builds on the risk
assessments and preliminary plans developed -in shooting reviews in three steps. First,
the partners – employing strict confidentiality guidelines — develop a shared
understanding of the groups and individuals most at risk of being involved in shootings.
Again, working within confidentiality protocols, the partners will refine this assessment of
risk, shaping an agenda that focuses their joint efforts on individuals at the very highest
risk of violence. Second, interventionists and case managers identify short-term steps
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designed to reduce the risk to these individuals. This exploratory but purposeful process
draws on the expertise and experience of intervention staff to craft effective,
individualized interventions. For example, the group may discuss the most effective
strategy for connecting young men at risk to needed supports and services or the
relocation of a potential victim. These steps are assembled into a fast-moving plan
made up of clear and concise "deliverables" that: (a) mobilize a wide range of supports
and services crucial to the well-being of those at most risk; and (b) connect young
people at very highest risk of violence to an intervention worker that brings an intensive
focus to safety planning and relationship -building.
Life coaching/case management: Ensure high-quality intensive case management
through small caseloads, evidence -based practice and a tight focus on people at
greatest risk of violence. This step couples case management best practice — credible
messengers, small caseloads, multiple high-quality face-to-face contacts and an
emphasis on relationship -building -- (Lynch, 2018) with an evidence -based cognitive
behavioral theory (CBT) (Baldwin, 2017)14 -session life skills curriculum. The
curriculum focuses, successively, on: (1) making more informed and constructive
decisions related to the risk of violence and incarceration and to longer-term goals such
as education and employment; (2) developing a new sense of identity and purpose
compatible with the young men's roles as valued community members; (3)
understanding and overcoming trauma and pain; and (4) financial literacy as a
foundation for self-sufficiency and personal efficacy (Sherraden, 2017, Duran, 2015).
The curriculum draws on research showing the effectiveness of CBT and transformative
mentoring; employs scenario -based exercises, guest speakers and group discussions;
and is trauma -informed and culturally relevant (Muhammad, 2020).
Support to frontline staff and quality implementation are ensured by three means:
(1) Case reviews, which are supervision -oriented and monitor factors such as the
frequency and intensity of support, the caseload risk -profile (is the focus on the very
highest risk?) and overall reduction of violence -related risk factors. (2) Case
conferencing meetings, which feature a blend of problem -solving, group learning and
training in the skills essential to intervention and life coaching; as both supervision and
group learning exercises, these meetings are rooted in CBT as it is incorporated into the
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life skills curriculum described in the following section (Muhammad 2020, Baldwin
2017); and (3) a performance management dashboard (described in Section 4) that
maps where clients are in terms of outcomes such as housing, finances, employment
and family life and uses that information to strengthen staff and program performance.
Step 4. Organize these efforts into a well-developed implementation plan that
moves from initial capacity -building ( first 3 to 6 months) to piloting (next 4 to 6 months)
and full implementation (months 10 to 33) — within a framework of institutionalizing and
sustaining this work (as, for example, the Stockton has done with its Office of Violence
Prevention). Full implementation is guided by an action plan that would include the
following: (1) the goals and objectives for the implementation period; (2) a brief and
clear statement of the problem and the strategy for addressing that problem; (3)
strategy specifics — for example, the number of very highest risk people the partners
need to communicate with via call -ins and custom notifications, the number of
individuals at greatest risk that the partners seek to meaningfully engage in services,
how the partners respond to groups and individuals that persist in violence, etc.; (4)
specifically, what each partner commits to do to reach these objectives; and (5) how the
partners are organizing these commitments into their working calendar. The team then
employs the management processes and tools described below to implement the plan
in a systematic and consistent manner.
izationaL.C.a alit ..,and Coor Inatlon;
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Experience, current staffing, and partnerships the lead agency will use to
implement the proposed strategy. The proposed project will be implemented within
the framework of Bakersfiield's Safe Streets Partnership (BSSP). Now almost 9 years
old, BSSP includes community members, clergy and faith -based organizations, public
and private service providers, community organizers and activists, and criminal justice
agencies. The overarching goal of the partnership is to reduce group -related violence
and provide supports and services to young people at high risk of being involved in such
violence. BSSP has (a) extensive experience implementing the group violence
reduction strategy and (b) embraced evidence -based interventions that are the focus of
this proposal. In addition, the lead agencies in this proposal (Wendale Davis
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Foundation, Compassion Christian Center and Stay Focused Ministries) are longtime
partners, as is Garden Pathways, which is submitting a complementary CaIVIP
proposal. And city leaders — the mayor, city manager, and the police department's
executive team — are aligned in supporting this diverse partnership as the vehicle for
addressing violence. The proposed project is a major step in the continuing
development and institutionalization of Bakersfield's procedurally just violence reduction
partnership.
The project enhances the coordination of existing violence prevention and intervention
programs and minimizes the duplication of services in several ways. First, the project
employs an inclusive partnership -based approach to management through the
weekly shooting reviews, coordination meetings, group strategy sessions, and
performance reviews. Collectively, these meetings create opportunities for the full range
of stakeholders (for example, frontline outreach workers and other frontline staff,
community leaders, and people directly affected by violence) to have a voice and active
role in day-to-day operations as well as in planning and oversight. Second, the project
makes a significant Investment in using quantitative and qualitative data
collection and analysis to direct resources where they will be most effective in
reducing violence; that is, to coordinate and align the efforts of the partners and
stakeholders. The problem analysis, weekly shooting reviews, needs assessment,
coordination meetings, and cost of violence study build on each other to collect, analyze
and bring to bear data that is instrumental in maintaining the strategic focus of diverse
partners (with differing perspectives and life experiences) on young people at highest
risk of violence. Also, note that each of these tools and processes is designed to
incorporate the perspectives of key partners (young people at highest risk -of violence,
community members directly affected by violence, frontline practitioners, etc.). Third,
the distinctive service approach of each partner is combined with the evidence -
based common program core, which includes (but is not limited to) shared
intervention protocols, participation in the Healthy, Wealthy and Wise life skills
curriculum (rooted in research on CBT), shared trainings (motivational interviewing,
cognitive behavioral training, etc.), and participation in case reviews (which promotes
supervision around a common set of case management guidelines) and case
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conferencing (which promotes cross -agency case -focused problem solving and'staff
skills acquisition). Note also that the common program core fits in a "community of
support" that enables case managers and life coaches to tailor case plans to clients'
interests and priorities. Finally, the partners embrace shared values and guiding
principles that promote coordination and help bind them together for the long-
term work needed to significantly reduce violence. The principles of procedural
justice will be employed as design principles for shaping programs and interventions.
The principles are straightforward: (1) treat people with dignity and respect; (2) give
them "voice," a chance to tell their side of the story; (3) make decisions based on facts,
not irrelevant factors such as race; and (4) act in a way that reassures people you're
trying to do what's best for them. Researchers have found, repeatedly and across
different ethnic groups and communities, that criminal justice agencies that consistently
practice procedural justice build the support, cooperation and trust of community
partners (Tyler, 2017).
The project makes a significant stepwise investment in developing the voice and
role of young people at highest risk of violence in program operations and
oversight. This begins with the participatory needs assessment, which will be designed
and carried out by high-risk youth and young adults; moves to the regular use of focus
groups and listening sessions with young people at highest risk of violence,.the findings
of which are incorporated into program design; and, finally, to the development of a
leadership council. A goal is to foster (1) a formal body within the overall partnership
that represents the perspectives and aspirations of young people at highest risk of
violence (as a "leadership" voice); and (2) development of service and leadership
positions for young people formerly at highest risk of violence that offer compensation,
relevant skill development, and meaningful access to career paths and organizational
leadership opportunities, especially those with an emphasis on improving the justice
system.
The California Partnership for Safe Communities (CPSC) — which has extensive
experience successfully supporting similar violence -reduction efforts in California
and nationally -- will be the lead technical assistance provider. CPSC is one of a handful
of organizations that the National Network for Safe Communities — the community of
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Proposal Narrative - Page 10 of 12
ORI(
practice for focused -deterrence strategies — identifies as capable of leading a focused -
deterrence project from design to implementation. A recent evaluation by Northeastern
University found that Oakland Ceasefire, for which CPSC was the lead technical
assistance provider, significantly reduced violence. CPSC's leadership has extensive
relevant and successful experience — and developed trust -building strategies in multiple
California cities and was central to California DOJ's Principled Policing Initiative.
Project:.Eva.I.uation..and;M,pnitoring >....
The BSSP monitoring and evaluation plan has three parts, each designed to enable the
city to assess progress toward measurably reducing violence citywide while minimizing
incarceration and promoting opportunity for young people at highest risk of violence.
Monitor and respond to violent incidents and conflicts through a partnership -
based management cycle. This process is anchored by the shooting reviews
described above and helps a diverse partnership maintain an intensive focus on
violence. This makes sense because a dangerous violent incident takes place several
times each week and rapidly spurs retaliatory shootings and other violence; research
demonstrates that most retaliatory shootings take place in the weeks immediately
following a violent incident and tend to "cascade," quickly involving more potential
victims and shooters (Green, 2017). The partnership -based cycle builds in mutual
accountability and transparency through the use of deliverables captured in meeting
notes (who does what and when) that are shared with each working partner.
Develop performance reviews as a vehicle for partners and stakeholders to hold
themselves accountable for quality implementation and results. The city will
employ performance management reviews. At these reviews, a dozen or more
community leaders and department heads will join project leads to hold themselves
accountable for quality implementation and fidelity to the values guiding their work,
including the principles of procedural justice (Lawrence 2019). Performance reviews
have a three-part agenda: First, partners assess progress toward the violence -reduction
goals they established at the outset of their joint efforts. Second, they evaluate the
quality of implementation based on indicators drawn from the communication, outreach
and support, and enforcement operational components. For each component, indicators
Proposal Narrative - Page 11 of 12
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are linked to focus ("Are we sustaining our focus on the small proportion of individuals
actually driving violence?"), scale ("Are we working at a scale that promises citywide
results?"), and fidelity to the model ("Are we carrying out this activity in a way that is
consistent with evaluation findings on effectiveness?"). The data on outcome and
activity indicators (objectives) will be assembled into a single worksheet that quickly
conveys information to community leaders, frontline staff and busy department heads.
The third element of performance reviews is a running conversation about measures
needed to strengthen implementation, including reallocating funding, modifying program
modifications, and resetting priorities. The meetings end with a summary of these
commitments that is quickly incorporated into agency and staff work plans.
Complete a rigorous evaluation tailored to institutionalization and sustainability.
This report, to be completed by CPSC in partnership with a nationally recognized
evaluation team from Northeastern University's Center for Crime and Community
Resilience, will employ the methodological rigor of a formal evaluation, but the reporting
format and process will also be designed to engage and inform city and community
stakeholders as they plan for continuing program investment. Drawing on baseline data
from the Problem and Opportunity Analysis, process and impact analyses, the final
report will respond to questions central to local policymaking. What is the problem we
face as a city and community? What is the human and economic impact of the
problem? What should be done about it? What did our measures of effectiveness tell us
about the progress we made on the problem?
The report will describe the strategy as implemented, share what was learned about the
quality of implementation, and review relevant outcomes. For example, are we safer as
a community? Did young people at highest risk of violence have better outcomes? Did
we successfully honor our commitment to community -police trust -building? That is,
CPSC and NU will assess the cost, effectiveness and value of this approach as an
integral component of the city's overall public safety strategy with an eye to pressing
issues of police legitimacy and reform.
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BIBLIOGRAPHY
1. Acevedo, A., Lurie, S., Ott., K.. (Nov. 2018). Less Than 1%: the Extreme Concentration of
Urban Violence. American Society of Criminology.
2. Arango, T., Fuller, T. (February 2020) In Prosperous California, Anxiety Over Inequality
Abounds. New York Times.
3. Baldwin, M., Zeira, Y. (2017). From Evidence- Based Practices to a Comprehensive
Intervention Model for High -Risk Young Men. National Institute of Justice Bulletin.
4. Braga, A., Weisburd, D., Turchan, B. (2018). Focused Deterrence Strategies and Crime
Control An Updated Systematic Review and Meta Analysis of the Empirical Evidence.
Criminology & Public Policy.
5. Duran, L., et. al. (Sept. 2015) Integrated Reentry & Employment Strategies: Reducing
Recidivism & Promoting Job Readiness. The Council Of State Governments.
6. Engel, R.S. (2018) Focused Deterrence Strategies Save Lives. Criminology & Public Policy
7. Green, B., Horel, T., Papachristos, A. (2017) Modeling contagion through social networks to
explain & predict gunshot violence. JAMA Internal Medicine.
8. Diversity Data Kids. (Jan. 2020) Research Brief., Child Opportunity Across the United States:
Bakersfield and Madison. Brandeis University.
9. Lawrence, D., et. al., (August, 2019) impact of the National Initiative for Building Community
Trust and Justice on Police Administrative Outcomes. Urban Institute: Research Report.
10. Lynch, M., et al. "Arches Transformative Mentoring: An Implementation and Impact
Evaluation." (Feb. 2018) Urban Institute.
11. Matthay, E. C., et. al., (Oct. 2019) Firearm & Nonfrrearm Violence After Operation
Peacemaker Fellowship in Richmond, CA. American Journal of Public Health.
12. Muhammad, D., Ahearn, C. (March 2020) Healthy, Wealthy & Wise: Cognitive Behavioral
Therapy and Transformative Credible Messenger Mentoring to Reduce Violence and Justice
System Involvement National Institute for Justice Reform.
13. Queally, J. (Nov. 9, 2017) ACLU Blasts Bakersfield Police, Kern County Sheriff's Office for
"disturbing pattern" of force. Los Angeles Times
14. Sherraden, M., et. al., (Oct. 2017) Financial Capability & Asset Building for All. American
Academy for Social Work, Working Paper.
15. Wood, G., Papachristos, A. (2019). Reducing gunshot victimization In high-risk social networks
through direct and spillover effects. Nature and Human Behavior.
16. Tyler, T., (Oct. 2017). Procedural Justice and Policing: A Rush to Judgment? Annual Review
of Law and Social Science.
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CaIVIP Project Work Plan
,(I) Goal:
Build partnership=based project management capacity
Objectives
A. Project management team in place
(A., B., C...):
B. Updated work plan and calendar complete.
Project activities that support the identified goal
Responsible staff/ partners
Timeline
and objectives
Start Date
End Date
1. Develop position descriptions and recruitment plan
CPSC and city leads,
1. 151 quarter
2nd quarter
2. Initiate/complete recruitment
community partners,
2. 151 quarter
2nd quarter
3. Refine/update work plan and calendar.
transitioning to include project
3, 2nd quarter
Ongoing
management team.
(2) Goal:
Build shared understanding of problem, opportunity & solution
Objectives
A. Problem and opportunity analysis completed (includes needs assessment & "Cost of Violence" analysis)
(A., B., C...):
B• Town halls and related presentations of findings conducted
C. Study visits completed, peer technical assistance relationships built.
D. Set concrete, well-defined violence reduction goals
Project activities that support the identified goal
Responsible staff/ partners
Timeline
Start Date
End Date
and objectives
1. Assemble analyses above as findings
CPSC (PA and peer TA),
1. 151 quarter
3rd quarter
2. Share findings w/stakeholders.
community partners (NA)
2. 2nd quarter
3rd quarter
3. Draft 'learning" for study visits & carry out.
supported by CPSC & project
3. 2nd quarter
Ongoing
4. Stakeholder convo re violence reduction indicators
management team.
4. 2nd quarter
3rd quarter
(3) Goal:
Strengthen and/or build the core,operational capacities
Objectives
A. Trained data analyst, strong shooting reviews
(A., B., C...):
B. Core intervention and case management capacities in place
C. Communication component piloted.
D. Targeted enforcement strategies piloted.
A -D assembled as implementation plan
Project activities that support the identified goal
Responsible staff/ partners
Timeline
and objectives
Start Date
End Date
1. Management cycle is actively developed
CPSC and project
1. 2nd quarter
3'd quarter
2. Pilot "operational capacities."
management team work
2. 2nd quarter
3'd quarter
3. Employ performance reviews to maintain progress,
closely with lead partners on
3. 3'd quarter
Ongoing
problem -solve.
all project activities
(4) Goal:
Implement the strategy, assess its effectiveness and develop sustained funding and support. .
Objectives
A. Implementation in motion
(A., B., C...):
B. Management cycle in motion
C. Evaluation/assessment completed
Project activities that support the identified goal
Responsible staff/ partners
Timeline
and objectives
Start Date
End Date
1. Implement operational components
CPSC and project
1. 4d' quarter
Ongoing
2. Partners employ mgmt. cycle and performance
management team work
2. 4th quarter
Ongoing
reviews to maintain progress
closely with lead partners on
3. Assess results, engage stakeholders in review, set
all project activities
3. IWI quarter
Upon completion.
policy
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Appendix F — Written Agreements from Key Partners
Stay Focused Ministries
Wendale Davis Foundation
Compassion Christian Center
Northeastern University
California Partnership for Safe Communities
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#STAY
00Mocus�d
FOCUSED N I 8 T R I E H
To: Board of State and Community Corrections
Re: California Violence Intervention & Prevention (CaIVIP) Grant
Date: May 15, 2020
This letter is being submitted to document that Stay Focused Ministries agrees to partner
on the CaIVIP grant proposal being submitted by the City of Bakersfield.
As a part of this grant, Stay Focused Ministries agrees to actively participate in and
support the City's data driven and evidence -based CaIVIP plan. This includes the
following:
1. Participate in the City's new intervention strategy: that is, respond quickly and
effectively to violent Incidents – as coordinated through participation in regular
coordination and group strategy meetings (and described in the City's proposal).
2. Work with the City to Integrate evidence -based treatment models into
Intervention, case management and life coaching. These models Include
Credible Messenger and Cognitive Behavioral Theory approaches.
3. Maintain the effectiveness and assess the impact of these efforts through
participation In performance management processes and through a cooperative
partnership with Northeastern University, the City's evaluation lead.
4. We understand this project may require significant changes In the service model
we've used in the past and note that our commitment extends beyond the
specific funct€ons,bulleted above to full support of the City's "triple bottom line" to:
(1) reduce violence citywide, (2) promote opportunity for young people at highest
risk of homicide and (3) strengthen community -police relations, particularly as
these trust-buliding efforts focus on young people at very highest risk of
involvement in violence.
Please feel free to reach out to me If you have any questions about our commitment to
and role in this initiative.
Signed by,
—M .J �w4
Manuel Carrizalez, Founder/ Executive Director.
Stay Focused Ministries
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1225 California Avenue, Bakersfield, CA 93304 - 661,322.4673 (HOPE) - www.stayfocused, org 0 i
ORIGINAL
Date: May 15, 2020 ro r . • n .
To: Board of State and Community Corrections
Re: California Violence Intervention & Prevention (CaIVIP) Grant
This letter is being submitted to document that Wendale Davis Foundation agrees to
partner on the CaIVIP grant proposal being submitted by the City of Bakersfield.
As a part of this grant, Wendale Davis Foundation agrees to actively participate in and
support the City's data -driven and evidence -based CaIVIP plan. This includes the
following:
1. Participate in the City's new intervention strategy: that is, respond quickly and
effectively to violent incidents — as coordinated through participation in regular
coordination and group strategy meetings (and described in the City's proposal).
2. Work with the City to integrate evidence -based treatment models into
intervention, case management and life coaching. These models include
Credible Messenger and Cognitive Behavioral Theory approaches.
3. Maintain the effectiveness and assess the impact of these efforts through
participation in performance management processes and through a cooperative
partnership with Northeastern University, the City's evaluation lead.
4. We understand this project may require significant changes in the service model
we've used in the past and note that our commitment extends beyond the
specific functions bulleted above to full support of the City's "triple bottom line" to:
(1) reduce violence citywide, (2) promote opportunity for young people at highest
risk of homicide and (3) strengthen community -police relations, particularly as
these trust -building efforts focus on young people at very highest risk of
involvement in violence.
Please feel free to reach out to me if you have any questions about our commitment to
and role in this initiative.
Signed by,
Denise Davis, COO
730 Chester Ave
Bakersfield, CA 93301
Tele: 661.493.0275
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ORIGINAL
To: Board of State and Community Corrections
176 daA th ntr:�l}rded, We +dvd- ,n0,?ed
colvaadiwt oft Affelyt.. At Mattf°ela 9.8
Re: California Violence Intervention & Prevention (CaIVIP) Grant
Date: May 15, 2020
This letter is being submitted to 1document that Bakersfield Compassion Christian Center agrees
to partner on the CaIVIP grant proposal being submitted by the City of Bakersfield.
As a part of this grant, Bakersfield Compassion Christian Center agrees to actively participate in
and support the City's data -driven and evidence -based CaIVIP plan. This Includes the following:
1. Participate in the City's new intervention strategy: that is, respond quickly and effectively
to violent incidents — as coordinated through participation in regular coordination and
group strategy meetings (and described in the City's proposal).
2. Work with the City to integrate evidence -based treatment models into intervention, case
management and life coaching. These models include Credible Messenger and
Cognitive Behavioral Theory approaches.
3. Maintain the effectiveness and assess the impact of these efforts through participation in
performance management processes and through a cooperative partnership with
Northeastern University, the City's evaluation lead.
4. We understand this project may require significant changes in the service model we've
used in the past and note that our commitment extends beyond the specific functions
bulleted above to full support of the City's "triple bottom line" to: (1) reduce violence
citywide, (2) promote opportunity for young people at highest risk of homicide and (3)
strengthen community -police relations, particularly as these trust -building efforts focus
on young people at very highest risk of involvement in violence.
Please feel free to reach out to me if you have any questions about our commitment to and role
in this Initiative.
Respectfully,
Pastor Roland B. Banks
1030 4th Street • Bakersfield, California 93304 (661) 325-4321 Fox (661) 325-5213
SZV.RN r/.y
zh a ern UniversityhT®rt e st
JjQk MASSA S`�
College of Social Sciences and Humanities
To: Board of State and Community Corrections
Re: California Violence Intervention & Prevention (Ca1VIP) Grant
Date: May 26, 2020
This letter is being submitted to document that the Center on Crime and Community
Resilience in the School of Criminology and Criminal Justice at Northeastern University
agrees to partner on the Ca1VIP grant proposal being submitted by the City of Bakersfield.
As a part of this grant, the Center on Crime and Community Resilience agrees to work in
close partnership with the City of Bakersfield to conduct:
• A process evaluation that will employ focus groups and individual interviews with
Ceasefire implementers to document key program activities, successes, and challenges.
School of The process evaluation will also access and analyze official records to document
Criminology and relevant program activities such as social services delivered, call -ins and custom
Criminal Justice notifications, and enforcement actions taken.
204 Churchill Hall .
A strategic analysis of Bakersfield's gun violence problem to ensure that its Ceasefire
360 Huntington Ave
Boston, MA 02115
intervention is appropriately focused on the risky people and risky places that generate a
bulk of gun violence in the city.
617.373.3327
fax 617.373.8723
An impact evaluation involving varying evaluation approaches to triangulate Ceasefire
northeastem.edulsccj
effects on violence, including a cross -city quasi -experimental design to compare
violence trends in Stockton and Bakersfield to gun homicide trends in comparison
California cities.
In addition, the Center on Crime and Community Resilience will work with the California
Partnership for Safe Communities as it completes a comprehensive and thorough final report
that incorporates the results of the analytic products above into a set of policy and practice
recommendations regarding the institutionalization and sustainability of the initiative.
Sincerely,
Anthony A. Braga, Ph.D.
Elmer V.H. and Eileen M. Brooks Distinguished Professor
Director, Center on Crime and Community Resilience
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'ALIFORNIA PARTNERSHIP
FOR SAFE COMMUNITIES
To: Board of State and Community Corrections
Re: California Violence Intervention & Prevention (CaIVIP) Grant
Date: May 26, 2020
This letter is being submitted to document that the California Partnership for Safe
Communities agrees to partner on the CaIVIP grant proposal being submitted by
the City of Bakersfield.
As a part of this grant, the California Partnership for Safe Communities (CPSC)
agrees to provide comprehensive and in-depth technical assistance, training,
evaluation and analysis, and related support to the Bakersfield Safe Streets
collaborative as it works to implement evidence -based models and practices
designed to reduce violence citywide, improve outcomes for young people at
greatest risk of violence and build community -police trust.
CPSC's will provide intensive and engaged support throughout each of the
project's four stages and brings extensive expertise and hands-on experience in
building each of the key operational capacities laid out in the project descrptions
CPSC has been working closely with the city to plan and develop an approach
that not only promises to be successful but one that is likely to be institutionalized
and sustained.
Signed by,
�'Z_ .tel
L•
Stewart Wakeling
Executive Director
Address
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CPG PGR
PLANNING
NT PROGRAMS
Bakersfield
Contract Term: dUy4l_ 2D20 October 1, 2020- December 31, 2023
Note: The top table will auto -populate based on the information entered In the sections below.
Budget Line Item Grant Funds
1. Salaries and Benefits $0
Match Funds Total
$1,307,653 $1,307,653
2. Services and Supplies $0
$0 50
3. Professional Services or Public Agency Subcontracts $525,000
$0 $525,000
4. Non -Governmental Organization (NGO) Subcontracts $925,000
$0 $925,000
5. Equipment/Fixed Assets $0
$0 50
6. Project Evaluation $0
$230,000 $230,000
7. Financial Audit $15,000
$0 $15,000
8. Other (Travel, Training, etc.) $35,000
$0 $35,000
9. Indirect Costs $0
$0 $0
TOTAL $1,500,000
$1,537,653 $3,037,653
Required match: 1 DO k: no less than: $1,500,000
Match Funds
Total
1 a. Salaries and Benefits
Name and Title
(Show as either % FTE or Hourly Rate) & Benefits
Grant Funds
Project Director
1.0 FTE Salary at $72,835 & benefits at $26,908 for 31
$0
$259,332
5259,332
Administrative/Data Analyst
1.0 FTE Salary at $62,622 & benefits at $26,760 for
31ms.
$0
$232,393
$232,393
Office Assistant
..50 FTE Salary at $31,458 & benefits at $26,308 for 31
$0
$68,164
$68,164
Lieutenant (BPD)
1.0 FTE Salary at $154,772 & benefits at $90,017 for
33 ms.
$0
$673,591
$673,591
Assistant Chief (BPD)
.10 FTE Salary at $176,529 & benefits at $93,195 for
33 ms.
$0
$74,173
$74,173
TOTAL
$0
$1,307,6531
$1,307,653
Benefits1 b. Salaries,
MATCH: CITYPOSITIONS: The three positions in the city manager's office have two essential functions. First, collectively, the team possesses the
project management, analytic and administrative functions needed to support this fairly complex evidence- and partnership -based initiative. In addition
to overall projoect management, this team will support the intervention and case management and the communication (call -ins and customn
notification) operational components. Second, as match, these positions (permanent and fully -funded) demonstrate the City's commitment to quality
implementation and sustainability.
MATCH: BAKERSFIELD PD: The full-time lieutenant and department executive leadership position at the police department demonstrate PD's
commitment to quality implementation (the Lt. position is that of a project manager) but, importantly, also to the procedural justice and legitimacy
elements of the proposed strategy. These commitments serve as the foundation for positioning evidence- and partnership -based violence reduction in a
way that reduces the city's reliance on over -incarceration and promotes community -police trustbuilding.
Along with the TA provider (the California Partnership for Safe Communities), these positions make up the full project management team for the effort --
that is, they work together in support of a broad city/community collaborative.
Suppliesi:2a. Services and
Description of Services or Supplies Calculation for Expenditure Grant Funds
^$0
Match Funds Total
NIA
$0 $0
$0
$0 $0
TOTAL $0
$0 $0
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:2b. Services and'Supplies Narrative:
NIA
3a. Professional Services
Description of Professional Service(s)
Calculation for Expenditure
Grant Funds
Match Funds
Total
Needs Assessment and Cost of Violence Analyses
$35,000
$0
$35,000
(yr.1)
Facilitate peer -based technical assistance (yrs. 1-2)
$50,000
$0
$50,000
Develop operational components (analysis,
California Partnership for Safe Communities
communication, intervention & procedurally -just LE
$225,000
$0
$225,000
(CPSC)
strategies (yrs. 1-3)
Develop and manage trustbuilding component (yrs 1-
$80,000
$0
$80,000
3)
Prepare final assessment in partnership with NE (yrs.
$35,000
$0
$35,000
2-3)
Overall project management (yrs 1-3)
$100,000
$0
$100,000
TOTAL
$526,0001.
$0
$525,000
3b. Professional Services� Narrative
NOTES ON REQUESTED GRANT FUNDING. CPSC assumes several major roles in supporting the successful implementation of the initiative as well
and the forward looking assessment and plan for institutionalizing and sustaining the effort. These functions/roles include: (1) acting in partnership with
city and BPD staff to "project manage"— that is, to get and keep the effort moving quickly while ensuring quality implementation; (2) conducting the
client needs assessment and cost of violence analysis and integrating these findings into the more comprehensive problem and opportunity analysis in
partnership with the evaluation team and, linked to this, building a common understanding of the approach across the diverse partners (community
leadership, people at high risk of involvement in violence, the police department, etc); (3) the major and intensive work involved in strengthening and/or
building the four core operational capacities; (4) working with the local partners to improve community -police relations; and (5) as noted in the narrative,
to lay the plans for institutionalizing and sustaining the initiative.
CPSC's executive director will be the lead on this project but will collaborate with senior staff and consultants — that is, support for the initiative will draw
on CPSC's full staff and partnering consultants. A full contract and scope of work will be prepared as the project begins but the amounts allotted to
each activity in the budget reflect early planning effortsand emphases. The specific iteams above are not separate contracts and the amounts may vary
but they indicate the likely time and resources allocated to each area of work.
4a. Non -Governmental •(NGO) Subcontracts
Description of Subcontract Calculation for Expenditure Grant Funds Match Funds Total
Community Intervention Worker
3 x 1.0 FTE, Salary @ $40,000 & Benefits @ 25% x
$387,000
$0
$387,000
31 ms.
Community Intervention Worker
Expenses for 3 staff above: phone, mileage,
$48,000
$0
$48,000
insurance, etc.
Community Fellow
3 x .5 FTE, Salary @ $40,000 benefits & expenses
$163,000
$0
$163,000
(mileage, phone, etc.)
Client -focused Program Costs
Meeting Support, Program Activities, Participation
Incentives, Relocation Costs
$135,000
$0
$135,000
Program Management & Data Collection
Program oversight, data collection and analysis,
$162,000
$0
$162,000
related organizational support
Direct costs for trainings such as professional
Training
standards and conduct, motivational interviewing, etc.,
$30,000
$0
$30,000
as well as per diem for attending trainings, etc
TOTALS
$925,000
$0
$925,000
4b, Non -Governmental • ..(NGO) Subcontracts Narrative
GRANT FUNDING NOTES: This budget is for three separate community-based agencies — the Wendale Davis Foundation, Compassion Christian
Center, and Stay Focused Ministries. Each of these CBO's has the same basic budget template and figures. There are three primary categories of
funding for each — the goal being to build robust intervention capacity at each of these agencies: (1) a full-time community intervention worker (blend of
intervention and case management and a part-time community leader acting in an intervention role, with the compensation for both driven by the need
to pay a living wage in order to reduce turnover as a part of building the credibility of community service providers, partly through maximizing the
investment in professional development. (2) a client -focused program budget; and (3) the funding need to support management and data accountability.
In addition, there is a small training budget for each organization. Significant elements of the training and technical assistance component are
budgeted under travel elow and professional services above.
MEETING SUPPORTAND PARTICIPATION INCENTIVES: As noted, the very highest risk population being served are largely living at or below the
poverty line and, therefore, meeting support (meals and transportation) are critical in and of themselves as well as playing a role in the relationship -
building necessary for successful service engagement.
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5a. Ecipipment/Fixed Assets
Description of Equipment/Fixed Asset Calculation for Expense Grant Fundsl Match Funds Total
NIA $0 $0 $0
TOTALS $0 $0 $0
5b. Equipment/F,ixed: Assets Narrative
N/A
6a. Project Evaluation
Description Grant Funds Match Funds Total
Northeastern University (the Center for Crime and Community Resilience): includes problem analysis, $0 $230,000 $230,000
process evaluation and impact evaluation
TOTAL $0 $230,000 $230,000
6b. Project Evaluation. Narrative:
The evaluation — to be conducted by a nationally -recognized evaluation team (at the Center for Crime and Community Resiience there) -- will have
three components. The first is a strategic analysis of Bakersfield's gun violence problem to ensure that its Ceasefire intervention is appropriately
focused on the risky people and risky places that generate a bulk of gun violence in the city. CPSC will blend these findings with its analysis of client
needs and the local cost of violence analysis. The second, component will be a process evaluation, which will (among other things) employ focus
groups and individual interviews with program implementers to document key program activities, successes, and challenges. Existing official records
will be accessed and analyzed to document relevant program activities such as enforcement actions taken, call -ins held, and social services delivered.
Third, is an impact evaluation that will involve varying evaluation approaches to triangulate the effort's effects on violence. The evaluation team will use
a cross -city quasi -experimental design to compare violence trends in Bakersfield to gun homicide trends in comparison California cities.
'7a. Financial Audit
Description Calculation for Expense Grant Funds Match Fundsl Total
Assist with audits of CBO's See narrative below ($5,000 per CBO) $15,000 $0 $15,000
TOTAL (may not exceed $25,000 in Grant Funds) $15,000 $0 $15,000
17b. Financial Audit Narrative:
The City will work closely with the CBO's on the complicated tracking and recordkeeping involved in employing participation incentives and program
stipends. it readily commits to working with auditors on these and related program expenditures..
Other
Description Calculation for Expense Grant Funds Match Funds Total
Peer technical assistance and training travel Travel costs for 20 program partners for approx. 5-10 $35,000 $0 $35,000
expenses site visits
TOTAL $35,000 $0 $35,000
Other
RATIONALE: Over the past several years, CPSC has developed a "community of practice"that includes practitioners from across the state. As part of
this project, CPSC and the City of Bakersfield will draw on experienced these experienced practitioners from community-based organizations, police
departments, and city officials from cities such as Stockton and Oakland (and others) as peer -consultants. These relationships (peer technical
assistance relationships) and site-based study visits will be used as part of building core operational capacities, problem -solving implementation and
sustainability issues, etc. Bakersfield is situated relatively for from both Los Angeles and the Bay Area and does not have convenient flight connections
to either.
BUDGET: The budget is based on roughly 5-10 "study visits"for participating CBO's, BPD and the project management team (approximately 20 people
— but only small groups during any one visit) to participate in an estimated 5-10 study visits, some overnight and corresponding mileage, hotel, and food
costs. The City's project management team will manage the travel logistics for this component with support from CPSC. This also includes costs for
mandatory BSCC convenings.
Indirect
Indirect costs may be charged to grant funds by choosing ei her Option 1) or 2) listed below:
Grant Funds . Match Funds
Total
t) Indirect costs will be charged as 10% of total direct salaries and wages:
$0 $0
$0
If using Option 1) grant funds allocated to Indirect Costs may not exceed:
$0
2) Indirect costs will be charged as 5% of direct total direct project costs (excluding equipment):
$0 $0
$0
If using Option 2) grant funds allocated to Indirect Costs may not exceed:
$74,250
Regardless of which option is chosen, If the amount entered In the Grant Funds column turns red, adjust
it to not exceed the maximum noted just below it:. TOTAL
$0 $0
$0
9b. Indirect Costs Narrative:
N/A
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ORIGINAL
City of Bakersfield
BSCC 873-20
Page 1 of 1
APPENDIX A: CaIVIP EXECUTIVE STEERING COMMITTEE ROSTER
CaIVIP Executive Steering Committee - Grant Cycle from October 1, 2020 to December 31, 2023
s
ORIGINAL
Name
Title & Organizational Affiliation
Santa Cruz
1
Chief Andy Mills, Chair
Chief of Police, City of Santa Cruz
& Board Member, BSCC
2
Amanda Benson
Chief Assistant Public Defender
Sacramento
Sacramento County Public Defenders Office
3
Norchelle Brown
Policy Assistant
U.S. House of Representatives
Los Angeles
4
Michelle Scray Brown
Chief Probation Officer
San Bernardino County
San Bernardino
5
Rev. Dr. Charles Dorsey
The Dorsey Group, LLC
Long Beach
6
Erinn Herberman, PhD
Research Director
San Diego County Probation Department
San Diego
7
Stephen Lindley
Brady: United Against Gun Violence
San Diego
8
DeAngelo Mack
Director of State Policy
Sacramento
Public Health Advocates
9
Julio Marcia[
Director, Youth Justice
Los Angeles
Liberty Hill Foundation
10
Leanndra Martinez
Intake Specialist
First Place for Youth
Oakland
11
Mike McLively
Senior Staff Attorney
Giffords Law Center to Prevent Gun Violence
San Francisco
12
Stacy Alamo Mixson
Chief, Safe and Active Communities Branch
Sacramento
California Department of Public Health
Program Officer, Kroc Institute for Peace &
13
Daniel J. Orth
Justice
San Diego
University of San Diego
14
Phal Sok
Youth Justice Coalition
Los Angeles
15
Steve Stavropoulos
Assistant Chief Deputy
Sacramento County Probation Department
Sacramento
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ORIGINAL
City of Bakersfield
BSCC 873-20
Page 1 of 2
APPENDIX B: Criteria for Non -Governmental Organizations Receiving BSCC Funds
The 2019-2020 CaIVIP Request for Proposals (RFP) includes requirements that apply to non-
governmental, community-based organizations. Grantees are responsible for ensuring that all
contracted third parties continually meet these requirements as a condition of receiving any
CaIVIP funds. The RFP describes these requirements as follows:
A non-governmental organization (as either a direct grantee or subgrantee or subcontractor) must
meet the following criteria:
• Have been duly organized, in existence, and in good standing at least six months before
entering into a fiscal agreement with the BSCC or with the CaIVIP grantee;
• In either instance (applicant or subgrantee), non-governmental entities that have recently
reorganized or have merged with other qualified non-governmental entities that were in
existence prior to the six-month date are also eligible, provided all necessary agreements
have been executed and filed with the California Secretary of State prior to the start date
of the grant agreement or subcontractor
• Be registered with the California Secretary of State's Office, if applicable;
• Have a valid business license, Employer Identification Number (EIN), or Taxpayer ID (if
sole proprietorship);
• Have any other state or local licenses or certifications necessary to provide the services
requested (e.g., facility licensing by the Department of Health Care Services), if applicable;
and
• Have a physical address.
Non -Governmental Organizations (NGOs) include: community-based organizations (CBOs),
faith -based organizations (FBOs), non-profit organizations/501(c)(3)s, evaluators (except
government institutions such as universities), grant management companies and any other non-
governmental agency or individual. Note: These criteria do not apply to government organizations
(e.g. counties, cities, school districts).
Provide your agency name and in the table list information for all contracted parties.
Grantee: City of Bakersfield
Name of Contracted Party
Address
Email / Phone
Meets All
Requirements
Yes ❑ No ❑
Yes ❑ No ❑
Yes ❑ No ❑
Yes ❑ No ❑
Yes ❑ No ❑
City of Bakersfield
BSCC 873-20
Page 2 of 2
APPENDIX B: Criteria for Non -Governmental Organizations Receiving BSCC Funds
Grantees are required to update this list and submit it to BSCC any time a new third -party contract is
executed after the initial assurance date. Grantees shall retain (on-site) applicable source documentation
for each contracted party that verifies compliance with the requirements listed in the CaIVIP RFP. These
records will be subject to the records and retention language found in Appendices A and C of the Standard
Agreement.
The BSCC will not reimburse for costs incurred by any third party that does not meet the requirements listed
above and for which the BSCC does not have a signed grantee assurance on file.
A signature below is an assurance that all requirements listed above have been met.
AUTHORIZED SIGNATURE
(This document must be signed by the person who is authorized to sign the Grant Agreement.)
NAME OF AUTHORIZED OFFICER
TITLE
TELEPHONE NUMBER
STREETADDRESS
CITY
STATE
ZIP CODE
EMAIL ADDRESS
SIGNATURE
X
DATE
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