Dublin City Council
April 19, 2022

April 19, 2022 Dublin City Council Regular Meeting Agenda 1

COUNCILMEMBERS City Council Chamber
Melissa Hernandez, Mayor Dublin Civic Center
Jean Josey, Vice Mayor 100 Civic Plaza
Shawn Kumagai, Councilmember Dublin, CA 94568
Dr. Sherry Hu, Councilmember www.dublin.ca.gov
Michael McCorriston, Councilmember

Regular Meeting of the

DUBLIN CITY COUNCIL

Tuesday, April 19, 2022 Location: City Council Chamber
100 Civic Plaza
Dublin, CA 94568

CLOSED SESSION 6:30 PM
REGULAR MEETING 7:00 PM

Additional Meeting Procedures Available During the COVID-19 Pandemic

This City Council meeting will be broadcast live on Comcast T.V. channel 28 beginning at 7:00 p.m. This meeting will also be livestreamed at www.tv30.org and on the City’s website at: https://dublin.ca.gov/ccmeetings

Members of the public who wish to participate in the meeting electronically have the option of giving public comment via Zoom, subject to the following procedures:

 Fill out an online speaker slip available at www.dublin.ca.gov. The speaker slip will be made available at 10:00 a.m. on Tuesday, April 19, 2022. Upon submission, you will receive Zoom link information from the City Clerk. Speakers slips will be accepted until the staff presentation on an agenda item ends, or until the public comment period on non-agenda items is closed.

 Once connected to the Zoom platform using the Zoom link information from the City Clerk, the public speaker will be added to the Zoom webinar as an attendee and muted. The speaker will be able to observe the meeting from the Zoom platform.

 When the agenda item upon which the individual would like to comment is addressed, the City Clerk will announce the speaker in the meeting when it is their time to give public comment. The speaker will then be unmuted to give public comment via Zoom.

1 April 19, 2022 Dublin City Council Regular Meeting Agenda 2

CLOSED SESSION

I. Conference with Labor Negotiator
Agency Designated Representatives: Vice Mayor Josey and Councilmember McCorriston Unrepresented Employee: City Manager

REGULAR MEETING

1. CALL TO ORDER AND PLEDGE OF ALLEGIANCE

2. REPORT ON CLOSED SESSION

3. ORAL COMMUNICATIONS

3.1 Recognition of the Altamont Cruisers Car Club and the Bilich Family for their Donations to Dublin Police Services
The City Council will recognize the Altamont Cruisers Car Club and the Bilich Family for their recent donations of $1,400 and $1,000, respectively. The donations will be used for operating supplies and training for the Crime Prevention Unit.

STAFF RECOMMENDATION:

Formally accept the donations and present certificates of recognition to each donor.

Staff Report
Attachment 1 - Altamont Cruisers Car Club Certificate of Recognition Attachment 2 - Bilich Family Certificate of Recognition

3.2 Victims' Rights Week Proclamation
The City Council will present the Victims' Rights Week Proclamation.

STAFF RECOMMENDATION:

Present the proclamation.

Staff Report
Attachment 1 - Victims' Rights Week Proclamation

3.3 Public Comment
At this time, the public is permitted to address the City Council on non-agendized items. Please step to the podium and clearly state your name for the record. COMMENTS SHOULD NOT EXCEED THREE (3) MINUTES. In accordance with State Law, no action or discussion may take place on any item not appearing on the posted agenda. The Council may respond to statements made or questions asked, or may request Staff to report back at a future meeting concerning the matter. Any member of the public may contact the City Clerk’s Office related to the proper procedure to place an item on a future City Council agenda. The exceptions under which the City Council MAY discuss and/or take action on items not appearing on the agenda are contained in Government Code Section 54954.2(b)(1)(2)(3).

4. CONSENT CALENDAR
Consent Calendar items are typically non-controversial in nature and are considered for approval by the City Council with one single action. Members of the audience, Staff or the City Council who would like an item removed from the Consent Calendar for purposes of public input may request the Mayor to remove the item.

2 April 19, 2022 Dublin City Council Regular Meeting Agenda 3

4.1 Approval of the April 5, 2022 Special and Regular City Council Meeting Minutes The City Council will consider approval of the minutes of the April 5, 2022 Special and Regular City Council Meetings.

STAFF RECOMMENDATION:

Approve the minutes of the April 5, 2022 Special and Regular City Council Meetings.

Staff Report
Attachment 1 - April 5, 2022 Special City Council Meeting Minutes Attachment 2 - April 5, 2022 Regular City Council Meeting Minutes

4.2 Agreement for On-Call Vehicle Maintenance and Repair Services The City Council will consider approving two agreements for on-call maintenance and repair services for Dublin Police Services vehicles.

STAFF RECOMMENDATION:

Adopt the Resolution Approving Agreements with Stoneridge Chrysler Jeep Dodge and Walnut Creek Chrysler Jeep Dodge Ram for On-Call Vehicle Maintenance and Repair Services.

Staff Report
Attachment 1 - Resolution Approving Agreements with Stoneridge Chrysler Jeep Dodge and Walnut Creek Chrysler Jeep Dodge Ram for On-Call Vehicle Maintenance and Repair Services
Attachment 2 - Exhibit A to the Resolution - Contractor Services Agreements with Stoneridge Chrysler Jeep Dodge and Walnut Creek Chrysler Jeep Dodge Ram

4.3 Authorization to Purchase a Marked Police Vehicle
The City Council will consider authorizing the purchase of one replacement vehicle for Police Services from Dublin Chevrolet using pricing through the current Alameda County General Services Agency contract for vehicle purchases.

STAFF RECOMMENDATION:

Adopt the Resolution Authorizing the Purchase of One Marked Police Vehicle from Dublin Chevrolet and Declaring Replaced Vehicles as Surplus Property.

Staff Report
Attachment 1 - Resolution Authorizing the Purchase of One Marked Police Vehicle from Dublin Chevrolet and Declaring Replaced Vehicle as Surplus Property Attachment 2 - Dublin Chevrolet Quote for One 2021 Chevrolet Tahoe Patrol Vehicle Attachment 3 - Alameda County General Services Agency Contract for Vehicle Purchasing

4.4 Approval of City of Dublin’s Two-Year Strategic Plan for Fiscal Years 2022-23 and 2023-24
The City Council will consider approval of the City’s Two-Year Strategic Plan for Fiscal Years 2022-23 and 2023-24. The Strategic Plan includes the City’s Mission, Vision, and Values as well as strategies and objectives which will guide the City’s work for the next two years. The City Council discussed proposed strategies and objectives at the February 5, 2022, Strategic Planning session.

STAFF RECOMMENDATION:

Adopt the Resolution Approving the Two-Year Strategic Plan for Fiscal Years 2022-23 and 2023-24.

Staff Report
3 April 19, 2022 Dublin City Council Regular Meeting Agenda 4

Attachment 1 - Resolution Approving the Two-Year Strategic Plan for Fiscal Years 2022-23 and 2023-24
Attachment 2 - Exhibit A to the Resolution - Two-Year Strategic Plan

4.5 Authorization to Purchase Public Litter Receptacles The City Council will consider authorizing the purchase of public litter receptacles from Clean River Recycling Solutions and delegating authority to the City Manager for future receptacle purchases to facilitate implementation of Senate Bill 1383.

STAFF RECOMMENDATION:

Adopt the Resolution Authorizing the Purchase of Public Litter Receptacles from Clean River Recycling Solutions and Delegating Authority for Future Receptacle Purchases.

Staff Report
Attachment 1 - Resolution Authorizing the Purchase of Public Litter Receptacles from Clean River Recycling Solutions and Delegating Authority for Future Receptacle Purchases
Attachment 2 - Exhibit A to the Resolution - Quote from Clean River Recycling Solutions Attachment 3 - Quote from Waste Wise Products LLC

4.6 Payment Issuance Report and Electronic Funds Transfers The City Council will receive a listing of payments issued from March 1, 2022 - March 31, 2022 totaling $9,257,889.28.

STAFF RECOMMENDATION:

Receive the report.

Staff Report
Attachment 1 - Payment Issuance Report for March 2022

4.7 Resolution Endorsing the Alameda County Home Together 2026 Implementation Plan to Address Homelessness
The City Council will consider adopting a Resolution Endorsing the Alameda County Home Together 2026 Implementation Plan to Address Homelessness. This community- wide plan for Alameda County lays out the goals, strategies, and investments needed to dramatically reduce homelessness by 2026.

STAFF RECOMMENDATION:

Adopt the Resolution Endorsing the Alameda County Home Together 2026 Implementation Plan to Address Homelessness.

Staff Report
Attachment 1 - Resolution Endorsing the Alameda County Home Together 2026 Implementation Plan to Address Homelessness
Attachment 2 - Exhibit A to the Resolution - Draft Home Together 2026 Plan

4.8 City Proclamations for the Month of May
The City Council will consider the following proclamations for the month of May in the City of Dublin: Affordable Housing Week, Asian American and Pacific Islander Heritage Month, Bike Month and Bike to Wherever Day, Building Safety Month, Foster Care Month, Jewish American Heritage Month, Lupus Awareness Month, Mental Health Awareness Month, Public Works Week, Older Americans Month, Physical Fitness and Sports Month, and Small Business Week.

4 April 19, 2022 Dublin City Council Regular Meeting Agenda 5

STAFF RECOMMENDATION:

Approve the proclamations.

Staff Report
Attachment 1 - Affordable Housing Month Proclamation
Attachment 2 - Asian American and Pacific Islander Heritage Month Proclamation Attachment 3 - Bike Month and Bike to Wherever Day Proclamation Attachment 4 - Building Safety Month Proclamation
Attachment 5 - Foster Care Month Proclamation
Attachment 6 - Jewish American Heritage Month Proclamation Attachment 7 - Lupus Awareness Month Proclamation
Attachment 8 - Mental Health Awareness Month Proclamation Attachment 9 - Public Works Week Proclamation
Attachment 10 - Older Americans Month Proclamation
Attachment 11 - Physical Fitness and Sports Month Proclamation Attachment 12 - Small Business Week Proclamation

4.9 Agreement with EOA, Inc. for Stormwater NPDES Implementation Assistance The City Council will consider approval of an agreement with EOA, Inc. for assistance with implementing programs required by the Municipal Regional Stormwater National Pollutant Discharge Elimination System Permit. The City of Dublin is one of 76 co- permittees under this permit issued by the San Francisco Bay Regional Water Quality Control Board.

STAFF RECOMMENDATION:

Adopt the Resolution Approving the Consulting Services Agreement Between the City of Dublin and EOA, Inc. for Stormwater NPDES Implementation Assistance.

Staff Report
Attachment 1 - Resolution Approving the Consulting Services Agreement Between the City of Dublin and EOA, Inc. for Stormwater NPDES Implementation Assistance Attachment 2 - Exhibit A to the Resolution - Consulting Services Agreement Between the City of Dublin and EOA, Inc.

Attachment 3 - Request for Proposals for Stormwater NPDES Implementation Assistance

4.10 Ordinance Amending Dublin Municipal Code Sections 2.08.020 and 2.08.040 and Providing for an Increase for in Salary for Members of the City Council and the Mayor The City Council will consider adopting an ordinance amending the Dublin Municipal Code to provide for a salary adjustment for City Councilmembers following certification of the November 2022 General Municipal Election, and for the Mayor upon the effective date of the Ordinance. The City Council waived the first reading and introduced the Ordinance at the meeting on April 5, 2022. The City Council is now being asked to waive the second reading and adopt the ordinance.

STAFF RECOMMENDATION:

Waive the second reading and adopt the Ordinance Amending Dublin Municipal Code Sections 2.08.020 and 2.08.040 Providing for an Increase in the Salary for Members of the City Council and Mayor.

Staff Report
5 April 19, 2022 Dublin City Council Regular Meeting Agenda 6

Attachment 1 - Ordinance Amending Dublin Municipal Code Sections 2.08.020 and

2.08.040 and Providing for an Increase in the Salary for Members of the City Council and the Mayor
Attachment 2 - Dublin Municipal Code Chapter 2.08

5. WRITTEN COMMUNICATION – None.

6. PUBLIC HEARING

6.1 Dublin Districts—Public Hearing 1: Program Overview and Community Feedback Opportunity
The City Council will hold a public hearing to give the community an opportunity to provide input regarding potential boundaries and district composition. At the February 15, 2022, meeting, the City Council adopted a Resolution Declaring its Intention to Transition From an At-Large Election System to a District-Based Election System.

Pursuant to Elections Code section 10010, the City is required to hold at least two public hearings over a period of no more than 30 days before any map or maps of the boundaries for the proposed voting districts are drawn. Representatives from Tripepi Smith and National Demographics Corporation will provide a brief presentation, prior to the public hearing, to detail the map drawing process and community outreach strategy.

STAFF RECOMMENDATION:

Receive the presentation, open the public hearing, receive public comment, and close the public hearing.

Staff Report
Item 6.1 - PowerPoint Presentation

7. UNFINISHED BUSINESS – None.

8. NEW BUSINESS

8.1 City of Dublin Fiscal Year 2022-23 Human Services Grant Program Funding Recommendations
The City Council will review the Human Services Grant Program and approve a funding allocation for Fiscal Year 2022-23.

STAFF RECOMMENDATION:

Review the Human Services Grant Program requests, consider funding allocations, and adopt the Resolution Approving Funding Recommendations for Fiscal Year 2022-23 Human Services Grant Program; and provide Staff direction on reasonable costs per person served.

Staff Report
Attachment 1 - Resolution Approving Funding Recommendations for Fiscal Year 2022-23 Human Services Grant Program
Attachment 2 - Exhibit A to the Resolution Fiscal Year 2022-23 Human Services Grant Program Funding
Attachment 3 - Human Services Grant Program Past Funding and Human Services Commission Recommendation for Fiscal Year 2022-23
Attachment 4 - City of Dublin Mission and Vision Statements 6 April 19, 2022 Dublin City Council Regular Meeting Agenda 7

Attachment 5 - Tri-Valley Needs Assessment 14 Areas of Concern Attachment 6 - Grant Application Rating Criteria Sheet
Attachment 7 - Fiscal Year 2022-23 Human Service Grant Applications Item 8.1 PowerPoint Presentation

8.2 2022 Parks and Recreation Master Plan
The City Council will consider an update to the Parks and Recreation Master Plan that addresses current community conditions and demand for parks and facilities. The 2022 Parks and Recreation Master Plan establishes goals and standards to guide the City in acquisition, development, and management of Dublin’s parks, facilities, and programs.

STAFF RECOMMENDATION:

Adopt the Resolution Considering the CEQA Addendum and Adopting the 2022 Parks and Recreation Master Plan.

Staff Report
Attachment 1 - Resolution Adopting the 2022 Parks and Recreation Master Plan Attachment 2 - Exhibit A to the Resolution - 2022 Parks and Recreation Master Plan Attachment 3 - Exhibit B to the Resolution - 2022 Parks and Recreation Master Plan CEQA Addendum
Item 8.2 PowerPoint Presentation

9. OTHER BUSINESS
Brief information only reports from City Council and/or Staff, including committee reports and reports by City Council related to meetings attended at City expense (AB1234).

10. ADJOURNMENT

This AGENDA is posted in accordance with Government Code Section 54954.2(a)

If requested, pursuant to Government Code Section 54953.2, this agenda shall be made available in appropriate alternative formats to persons with a disability, as required by Section 202 of the Americans with Disabilities Act of 1990 (42 U.S.C. Section 12132), and the federal rules and regulations adopted in implementation thereof. To make a request for disability- related modification or accommodation, please contact the City Clerk’s Office (925) 833-6650 at least 72 hours in advance of the meeting.

Mission
The City of Dublin promotes and supports a high quality of life, ensures a safe and secure environment, fosters new opportunities, provides equity across all programs, and champions a culture of diversity and inclusion.
7 STAFF REPORT

CITY COUNCIL

Agenda Item 3.1
DATE: April 19, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Recognition of the Altamont Cruisers Car Club and the Bilich Family for their Donations to Dublin Police Services
Prepared by: Nate Schmidt, Captain Dublin Police Services EXECUTIVE SUMMARY:

The City Council will recognize the Altamont Cruisers Car Club and the Bilich Family for their recent donations of $1,400 and $1,000, respectively. The donations will be used for operating supplies and training for the Crime Prevention Unit.

STAFF RECOMMENDATION:

Formally accept the donations and present certificates of recognition to each donor.

FINANCIAL IMPACT:

Upon acceptance of the donations, Staff will reflect the $2,400 in both revenue and expenditures in the Fiscal Year 2021-22 Police Services Budget.

DESCRIPTION:

In January of 2022, Sergeant Chris Shepard attended a meeting with the Altamont Cruisers Car Club on behalf of Dublin Police Services. At the meeting, the Altamont Cruisers presented him a check for $1,400 to assist with ongoing youth programs. The funds will be used for supplies to support both the DARE program and the Bicycle Safety Program. The funds were made available as a result of profit the Altamont Cruisers Car Club made from their annual car show.

In January of 2022, Dublin Police received a letter and check in the amount of $1,000 from Anthony and Angela Bilich. The letter indicated that the Bilich family wanted to provide the donation in support of youth programs. In particular, their wish is to assist in programs that will continue to foster and reinforce positive relationships between Dublin Police Services and the community. The funds received will be utilized to assist with both the DARE program and 8

supplies for Red Ribbon Week.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Altamont Cruisers Car Club Certificate of Recognition 2) Bilich Family Certificate of Recognition
9 Attachment 1

CERTIFICATE OF RECOGNITION
Presented to the

ALTAMONT CRUISERS CAR CLUB
In Special Recognition and Appreciation for Your Generous Donation of $1,400 Supporting the Drug Education Awareness and Bicycle Safety Program for Youth in Dublin.

Presented by the
City Council of the City of Dublin
April 19, 2022
_________________ ________________
Mayor Melissa Hernandez Vice Mayor Jean Josey _____ __ ______ _________ Councilmember Shawn Kumagai Councilmember Sherry Hu Councilmember Michael McCorriston 10 Attachment 2

CERTIFICATE OF RECOGNITION
Presented to the

BILICH FAMILY
In Special Recognition and Appreciation for Your Generous Donation of $1,000 Supporting the Drug Education Awareness and Red Ribbon Week Program for Youth in Dublin.

Presented by the
City Council of the City of Dublin
April 19, 2022
_________________ ________________
Mayor Melissa Hernandez Vice Mayor Jean Josey _____ __ ______ _________ Councilmember Shawn Kumagai Councilmember Sherry Hu Councilmember Michael McCorriston 11 STAFF REPORT

CITY COUNCIL

Agenda Item 3.2
DATE: April 19, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Victims’ Rights Week Proclamation
Prepared by: Cierra Fabrigas, Executive Aide
EXECUTIVE SUMMARY:

The City Council will present the Victims’ Rights Week Proclamation.

STAFF RECOMMENDATION:

Present the proclamation.

FINANCIAL IMPACT:

None.

DESCRIPTION:

The City Council will present the Victims’ Rights Week Proclamation.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Victims’ Rights Week Proclamation
12 Attachment 1

A PROCLAMATION OF THE CITY COUNCIL

CITY OF DUBLIN, CALIFORNIA
“Victims’ Rights Week – April 24-30, 2022”
WHEREAS, more than 26 million people become victims of crime each year, and these crimes also affect family members, friends, neighbors, and co-workers; and the Alameda County Victim/Witness Division is dedicated to ensuring the rights of crime victims and their families by providing services to aid in their recovery from the emotional, psychological, social, and economic impact of crime as they reclaim their sense of safety, wellbeing, and dignity. The Victim/Witness staff assists victims of crime without regard to a person’s race, gender, religion, nationality, sexual orientation, gender identity, or immigration status; and WHEREAS, victims are faced with many challenges as a result of crime; victims often enter systems that fail to meet their needs, provide appropriate services and treat them with the dignity and respect they deserve; and involving survivors helps victim service providers and criminal justice professionals understand the culture, values, and expectations of underserved and unserved victims who seek assistance and justice; and WHEREAS, the Alameda County District Attorney’s Office Victim/Witness Assistance Program was the first such program established in 1974. The Alameda County District Attorney’s Office continues to join forces with the victim service providers, criminal justice agencies, and concerned citizens throughout Alameda County and America to raise awareness of victim’s rights and observe National Crime Victims’ Rights Week; and WHEREAS, in 1984, the Crime Victims Fund was established by the Victims of Crime Act (VOCA) to provide a permanent source of support for crime victim services and compensation. Survivors, community service providers, criminal justice professionals and victim advocates are working together to enhance a criminal justice system response that is accessible, culturally competent, and appropriate for all victims of crime; and WHEREAS, in 2021, the Alameda County District Attorney’s Office Victim/Witness Assistance Division provided over 2,701 services to more than 434 crime victims in Dublin including, but not limited to, child victims of violence and sexual abuse, stalking victims, survivors of homicide victims, human trafficking, elders and dependent adult victims, sexual assault, domestic violence victims, and victims of robbery and other crimes. The District Attorney’s Office also facilitated financial support for victims of crime without independent financial means through the victim Compensation Program; and WHEREAS, the Alameda County District Attorney’s Office has been a leader in outreach and services to underserved populations including commercial sexual exploitation of children, sexual assault victims from cold hit/DNA cases, immigrant victims, urban youth, victims in the LGBTQ community, and victims with disabilities such as the deaf and hard of hearing. The District Attorney’s Office has been bridging the gap between law enforcement and the community and building the community’s trust in the Criminal Justice System.

WHEREAS, National Crime Victims’ Rights Week, April 24-30, 2022, provides an opportunity to celebrate the energy, creativity and commitment that launched the victims’ rights movement, inspired its progress, and continues to advance the cause of justice for crime victims.

NOW, THEREFORE, BE IT RESOLVED that the Dublin City Council does hereby proclaim April 24-30, 2022 to be Victims’ Rights Week in the City of Dublin and reaffirms the commitment to respect and enforce victims’ rights and address their needs during Victims’ Rights Week and throughout the year; and express our appreciation for those victims and survivors of crime who have turned personal tragedy into a motivating force to improve the response to victims of crime and build a more just community.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey

Councilmember Sherry Hu Councilmember Shawn Kumagai Councilmember Michael McCorriston 13 STAFF REPORT

CITY COUNCIL

Agenda Item 4.1
EXECUTIVE SUMMARY:

The City Council will consider approval of the minutes of the April 5, 2022 Special and Regular City Council Meetings.

STAFF RECOMMENDATION:

Approve the minutes of the April 5, 2022 Special and Regular City Council Meetings.

FINANCIAL IMPACT:

None.

DESCRIPTION:

The City Council will consider approval of the minutes of the April 5, 2022 Special and Regular City Council Meetings.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) April 5, 2022 Special City Council Meeting Minutes
2) April 5, 2022 Regular City Council Meeting Minutes
DATE: April 19, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Approval of the April 5, 2022 Special and Regular City Council Meeting Minutes
Prepared by: Marsha Moore, MMC, City Clerk
14 MINUTES OF THE CITY OF DUBLIN

CITY COUNCIL
Special Meeting: April 5, 2022
MINUTES 1

CITY COUNCIL SPECIAL MEETING
APRIL 5, 2022
Attachment 1
A Special Meeting of the Dublin City Council was held on Tuesday, April 5, 2022 in the Regional Meeting Room at the Civic Center. The meeting was called to order at 6:01 PM., by Mayor Hernandez.

1. Call to Order and Pledge of Allegiance
Attendees Present Title
Melissa Hernandez Mayor
Jean Josey Vice Mayor
Shawn Kumagai Councilmember
Michael McCorriston Councilmember
Dr. Sherry Hu Councilmember

2. Public Comment
Bill Bai provided public comment.

Jamie Martin provided public comment.

Roger Valci provided public comment.

Brandon Evans provided public comment.

Grace Lutz provided public comment.

3. Study Session

3.1 Study Session: Inspiration Drive Memory Care and Assisted Living (PLPA- 2020-00044 & PLPA-2020-00045)
The City Council received a presentation on the Inspiration Drive Memory Care and Assisted Living projects proposed by Fulcrum Development. The two projects include the development of a 55-bed memory care facility and an 84-bed assisted living facility on the Valley Christian Center property.

The Council asked Staff and the applicant clarifying questions.

4. Adjournment
15 MINUTES 2

CITY COUNCIL SPECIAL MEETING
APRIL 5, 2022
The meeting was adjourned by Mayor Hernandez at 7:04 p.m.

Mayor
ATTEST:

City Clerk
16 MINUTES OF THE CITY COUNCIL

OF THE CITY OF DUBLIN
Regular Meeting: April 5, 2022

DUBLIN CITY COUNCIL MINUTES

REGULAR MEETING
April 5, 2022
The following are minutes of the actions taken by the City of Dublin City Council. A full video recording of the meeting with the agenda items indexed and time stamped is available on the City’s website at: https://dublin.ca.gov/ccmeetings
A Regular Meeting of the Dublin City Council was held on Tuesday, April 5, 2022, in the City Council Chamber. The meeting was called to order at 7:12 PM., by Mayor Hernandez. 1) CALL TO ORDER
Attendee Name Status
Melissa Hernandez, Mayor Present
Jean Josey, Vice Mayor Present
Shawn Kumagai, Councilmember Present
Michael McCorriston, Councilmember Present
Dr. Sherry Hu, Councilmember Present
2) PLEDGE OF ALLEGIANCE
3) ORAL COMMUNICATIONS

3.1) Friends of the Dublin Library Presentation and Presentation of Library Week Proclamation
The City Council received a presentation from the Friends of the Dublin Library and presented the Library Week proclamation.

3.2) Public Comment
David Behrens provided public comment.

James Morehead provided public comment.

Golden Shao provided public comment.
4) CONSENT CALENDAR

4.1) Approved the March 15, 2022 Regular City Council Meeting Minutes.

Attachment 2
17 DUBLIN CITY COUNCIL MINUTES

REGULAR MEETING
April 5, 2022

4.2) Adopted Resolution No. 24-22 titled, “Approving Amendment #1 to the Contractor Services Agreement Between the City of Dublin and Cascadia Consulting Group Inc. for Senate Bill 1383 Implementation Assistance” and Resolution No. 25-22 titled, “Approving Amendment #1 to the Contractor Services Agreement Between the City of Dublin and HF&H Consultants, LLC for Solid Waste Franchise Agreement Amendment and Senate Bill 1383 Implementation.”

4.3) Adopted Resolution No. 26-22 titled, “Approving the Application for Grant Funds from the Recreational Trails Program for the Iron Horse Nature Park and Open Space Project, CIP No. PK0422.”

4.4) Adopted Resolution No. 27-22 titled, “Rescinding Resolution No. 09 - 20 and Appointing Directors to PLAN JPA on Behalf of the City of Dublin.”

4.5) Adopted Ordinance No. 03-22 titled, “Approving Amendments to Dublin Municipal Code Title 8 (Zoning) and 9 (Subdivisions) to Implement Senate Bill 9 Effective Citywide.”

4.6) Adopted Resolution No. 28-22 titled, “Requesting East Bay Community Energy Enroll City of Dublin Non-Residential Accounts in Renewable 100 as the Default Electricity Product.”

4.7) Adopted Resolution No. 29-22 titled, “Approving Change Order No. 1 to the Amended and Restated Energy Services Contract for Operation and Maintenance between the City of Dublin and Engie Services, Inc. (formerly OpTerra Energy Services, Inc.).” On motion by Councilmember McCorriston, seconded by Councilmember Kumagai, and by unanimous vote the City Council adopted Consent Calendar items 4.1-4.7.

RESULT: ADOPTED [UNANIMOUS]
MOVED BY: Michael McCorriston, Councilmember
SECOND: Shawn Kumagai, Councilmember
AYES: Hernandez, Josey, Kumagai, McCorriston, Hu

4.8) Amendment to the Memorandum of Understanding regarding Dublin Place Shopping Center
Councilmember McCorriston pulled item 4.8 from the Consent Calendar and asked Staff clarifying questions.

On motion by Vice Mayor Josey, seconded by Councilmember McCorriston, and by unanimous vote the City Council adopted Resolution No. 30-22 titled, “Approving a Second Amendment to the Memorandum of Understanding regarding Dublin Place Shopping Center.” RESULT: ADOPTED [UNANIMOUS]
18 DUBLIN CITY COUNCIL MINUTES

REGULAR MEETING
April 5, 2022
MOVED BY: Jean Josey, Vice Mayor
SECOND: Michael McCorriston, Councilmember
AYES: Hernandez, Josey, Kumagai, McCorriston, Hu
5) WRITTEN COMMUNICATION – None.
6) PUBLIC HEARING

6.1) Weed and Combustible Refuse Abatement Order
The City Council conducted a public hearing in accordance with Resolution No. 06-22 (adopted February 1, 2022) declaring that there is a public nuisance created by weeds and combustible debris growing and accumulating upon the streets, sidewalks, and property in the City of Dublin.

Mayor Hernandez opened the public hearing.

Upon receiving no public comment, Mayor Hernandez closed the public hearing.

On motion by Councilmember Kumagai, seconded by Vice Mayor Josey, and by unanimous vote the City Council directed Staff to continue the weed abatement process.

RESULT: APPROVED [UNANIMOUS]
MOVED BY: Shawn Kumagai, Councilmember
SECOND: Jean Josey, Vice Mayor
AYES: Hernandez, Josey, Kumagai, McCorriston, Hu
7) UNFINISHED BUSINESS

7.1) First Reading of Ordinance Amending Dublin Municipal Code Sections

2.08.020 and 2.08.040 and Providing for an Increase for in Salary for Members of the City Council and the Mayor
The City Council discussed revising the Dublin Municipal Code to provide for a salary adjustment for City Councilmembers and the Mayor following certification of the November 2022 General Municipal Election.

On motion by Vice Mayor Josey, seconded by Councilmember McCorriston, and by unanimous vote the City Council waived the first reading and introduced the Ordinance amending Dublin Municipal Code Sections 2.08.020 and 2.08.040 and providing for an increase in salary for members of the City Council and the Mayor as amended to provide the Mayor with the equivalent of half (50%) of the councilmember salary, in addition to the salary received as councilmember. 19 DUBLIN CITY COUNCIL MINUTES

REGULAR MEETING
April 5, 2022
RESULT: INTRODUCED [UNANIMOUS]
MOVED BY: Jean Josey, Vice Mayor
SECOND: Michael McCorriston, Councilmember
AYES: Hernandez, Josey, Kumagai, McCorriston, Hu
8) NEW BUSINESS - None.
9) OTHER BUSINESS
The City Council and/or Staff provided brief information only reports, including committee reports and reports by City Council related to meetings attended at City expense (AB1234).

By consensus, the City Council directed Staff to prepare certificates for the Rear Admiral Camp Parks Sea Cadets to be presented at a May meeting, discuss at a meeting in May the raising of the LGBTQ Pride flag in June and incorporate the LGBTQ Pride theme into a Farmers Market in June, and research the feasibility of providing adult daycare/senior care in Dublin, potentially using American Rescue Plan Act funds as startup money.
10) ADJOURNMENT
Mayor Hernandez adjourned the Regular meeting at 8:23 p.m.

Mayor
ATTEST:

City Clerk
20 STAFF REPORT

CITY COUNCIL

Agenda Item 4.2
DATE: April 19, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Agreement for On-Call Vehicle Maintenance and Repair Services Prepared by: Laura Jammal, Administrative Aide
EXECUTIVE SUMMARY:

The City Council will consider approving two agreements for on-call maintenance and repair services for Dublin Police Services vehicles.

STAFF RECOMMENDATION:

Adopt the Resolution Approving Agreements with Stoneridge Chrysler Jeep Dodge and Walnut Creek Chrysler Jeep Dodge Ram for On-Call Vehicle Maintenance and Repair Services.

FINANCIAL IMPACT:

The cost of these services will be charged to Dublin Police Services in accordance with the adopted operating budget.

DESCRIPTION:

Dublin Police Services utilizes vendors for maintenance and repair services of emergency vehicles on an as-needed basis.

Based on current needs related to the ongoing maintenance and repair of Police vehicles, Staff recommends service contracts with Stoneridge Chrysler Jeep Dodge and Walnut Creek Chrysler Jeep Dodge Ram for a not-to-exceed amount of $90,000 each over a roughly two-year term (through June 30, 2024). The maximum compensation amount is based on historical costs, current labor costs, and vehicle conditions. A bid was also solicited from San Leandro Chrysler Jeep Dodge Ram but was incomplete as submitted.

STRATEGIC PLAN INITIATIVE:

None.
21

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Resolution Approving Agreements with Stoneridge Chrysler Jeep Dodge and Walnut Creek Chrysler Jeep Dodge Ram for On-Call Vehicle Maintenance and Repair Services 2) Exhibit A to the Resolution – Contractor Services Agreements with Stoneridge Chrysler Jeep Dodge and Walnut Creek Chrysler Jeep Dodge Ram
22 Attachment 1
Reso. No. XX-22, Item X.X, Adopted 4/19/22 Page 1 of 1 RESOLUTION NO. XX – 22

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

APPROVING AGREEMENTS WITH STONERIDGE CHRYSLER JEEP DODGE AND WALNUT

CREEK CHRYSLER JEEP DODGE RAM FOR ON-CALL VEHICLE MAINTENANCE AND REPAIR

SERVICES
WHEREAS, to ensure the safety and reliability of Dublin Police Services’ vehicle fleet, the City solicited bids from three vendors that provide maintenance and repair of emergency vehicles; and WHEREAS, based on the bids, the City desires to enter into agreements with Stoneridge Chrysler Jeep Dodge and Walnut Creek Chrysler Jeep Dodge Ram for on-call vehicle maintenance and repair services for a not-to-exceed amount of $90,000 each over a roughly two-year term beginning April 19, 2022 through June 30, 2024; and
WHEREAS, the third vendor did not submit a complete bid for the maintenance and repair services; and
WHEREAS, the nature of the contracts and purchase with Stoneridge Chrysler Jeep Dodge and Walnut Creek Chrysler Jeep Dodge Ram have been presented, and the costs have been established.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby approve the agreements with Stoneridge Chrysler Jeep Dodge and Walnut Creek Chrysler Jeep Dodge Ram, attached hereto as Exhibit A.

BE IT FURTHER RESOLVED that the City Manager is authorized to execute these agreements and make any necessary, non-substantive changes to carry out the intent of this Resolution.

PASSED, APPROVED AND ADOPTED this 19th day of April 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
23 Attachment 2
Exhibit A to the Resolution
24 25
26 27
28 29
30 31
32 33
34 35
36 37
38 39

CONTRACTOR SERVICES AGREEMENT BETWEEN

THE CITY OF DUBLIN AND

WALNUT CREEK CHRYSLER JEEP DODGE RAM
FOR

ON-CALL VEHICLE MAINTENANCE AND REPAIR SERVICES
THIS AGREEMENT for vehicle maintenance and repair services is made by and between the City of Dublin ("City") and Walnut Creek Chrysler Jeep Dodge Ram ("Contractor") (together sometimes referred to as the "Parties") as of April 19, 2022 (the "Effective Date").

Section 1. SERVICES. Subject to the terms and conditions set forth in this Agreement, Contractor shall provide to City the services described in the Scope of Work attached as Exhibit A at the time and place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, the Agreement shall prevail.

1.1 Term of Services. The term of this Agreement shall begin on the Effective Date and shall end on June 30, 2024, the date of completion specified in Exhibit A, and Contractor shall complete the work described in Exhibit A on or before that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to Contractor to complete the services required by this Agreement shall not affect the City's right to terminate the Agreement, as referenced in Section 8. Notwithstanding the foregoing this Agreement may be extended on a month to month basis for up to 6 months upon the written consent of the Contractor and the City Manager, provided that: a) sufficient funds have been appropriated for such purchase, b) the price charged by the Contractor for the provision of the serves described in Exhibit A does not increase. None of the foregoing shall affect the City's right to terminate the Agreement as provided for in Section 8.

1.2 Standard of Performance. Contractor shall perform all services required pursuant to this Agreement in the manner and according to the standards observed by a competent practitioner of the profession in which Contractor is engaged.

1.3 Assignment of Personnel. Contractor shall assign only competent personnel to perform services pursuant to this Agreement. In the event that City, in its sole discretion, at any time during the term of this Agreement, desires the reassignment of any such persons, Contractor shall, immediately upon receiving notice from City of such desire of City, reassign such person or persons.

1.4 Time. Contractor shall devote such time to the performance of services pursuant to this Agreement as may be reasonably necessary to meet the standard of performance provided in Subsection 1.2 above and to satisfy Contractor's obligations hereunder.

1.5 [Intentionally deleted].

1.6 [Intentionally deleted].

Services Agreement between
City of Dublin and Walnut Creek Chrysler Jeep Dodge Ram April 19, 2022

40 Section 2. COMPENSATION. City hereby agrees to pay Contractor a sum not to exceed $90,000, notwithstanding any contrary indications that may be contained in Contractor's proposal, for services to be performed and reimbursable costs incurred under this Agreement. In the event of a conflict between this Agreement and Contractor's proposal, attached as Exhibit A, regarding the amount of compensation, the Agreement shall prevail. City shall pay Contractor for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from City to Contractor for services rendered pursuant to this Agreement. Contractor shall submit all invoices to City in the manner specified herein. Except as specifically authorized by City in writing, Contractor shall not bill City for duplicate services performed by more than one person.

Contractor and City acknowledge and agree that compensation paid by City to Contractor under this Agreement is based upon Contractor's estimated costs of providing the services required hereunder, including salaries and benefits of employees and subcontractors of Contractor. Consequently, the Parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Contractor and its employees, agents, and subcontractors may be eligible. City therefore has no responsibility for such contributions beyond compensation required under this Agreement.

2.1 2.2
Invoices. Contractor shall submit invoices, not more often than once a month during the term of this Agreement, based on the cost for services performed and reimbursable costs incurred prior to the invoice date. No individual performing work under this Agreement shall bill more than 2,000 hours in a fiscal year unless approved, in writing, by the City Manager or his/her designee. Invoices shall contain the following information:
■ The beginning and ending dates of the billing period; ■ The total number of hours of work performed under the Agreement by Contractor and each employee, agent, and subcontractor of Contractor performing services hereunder;
■ The Contractor's signature;
■ Contractor shall give separate notice to the City when the total number of hours worked by Contractor and any individual employee, agent, or subcontractor of Contractor reaches or exceeds 800 hours within a 12-month period under this Agreement and any other agreement between Contractor and City. Such notice shall include an estimate of the time necessary to complete work described in Exhibit A and the estimate of time necessary to complete work under any other agreement between Contractor and City, if applicable.

Monthly Payment. City shall make monthly payments, based on invoices received, for services satisfactorily performed, and for authorized reimbursable costs incurred. City shall have 30 days from the receipt of an invoice that complies with all of the requirements above to pay Contractor.

Services Agreement between April 19, 2022

41 2.3 Final Payment. City shall pay the last 10% of the total sum due pursuant to this Agreement within 60 days after completion of the services and submittal to City of a final invoice, if all services required have been satisfactorily performed.

2.4 Total Payment. City shall pay for the services to be rendered by Contractor pursuant to this Agreement. City shall not pay any additional sum for any expense or cost whatsoever incurred by Contractor in rendering services pursuant to this Agreement. City shall make no payment for any extra, further, or additional service pursuant to this Agreement.

In no event shall Contractor submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entire Agreement, unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment.

2.5 Hourly Fees. Fees for work performed by Contractor on an hourly basis shall not exceed the amounts shown on the compensation schedule attached hereto as Exhibit B.

2.6 [Intentionally deleted].

2.7 Payment of Taxes. Contractor is solely responsible for the payment of employment taxes incurred under this Agreement and any similar federal or state taxes.

2.8 Payment upon Termination. In the event that the City or Contractor terminates this Agreement pursuant to Section 8, the City shall compensate the Contractor for all outstanding costs and reimbursable expenses incurred for work satisfactorily completed as of the date of written notice of termination. Contractor shall maintain adequate logs and timesheets to verify costs incurred to that date.

2.9 Authorization to Perform Services. The Contractor is not authorized to perform any services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator.

Section 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Contractor shall, at its sole cost and expense, provide all facilities and equipment that may be necessary to perform the services required by this Agreement. City shall make available to Contractor only the facilities and equipment listed in this section, and only under the terms and conditions set forth herein. Contractor shall make a written request to City to use facilities or equipment not otherwise listed herein.

City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be reasonably necessary for Contractor's use while consulting with City employees and reviewing records and the information in possession of the City. The location, quantity, and time of furnishing those facilities shall be in the sole discretion of the City. In no event shall City be obligated to furnish any facility that may involve incurring any direct expense, including but not limited to computer, long-distance telephone or other communication charges, vehicles, and reproduction facilities.

Services Agreement between
City of Dublin and Walnut Creek Chrysler Jeep Dodge Ram April 19, 2022

42 Section 4. INSURANCE REQUIREMENTS. Before fully executing this Agreement, Contractor, at its own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance listed below against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by the Contractor and its agents, representatives, employees, and subcontractors. Consistent with the following provisions, Contractor shall provide proof satisfactory to City of such insurance that meets the requirements of this section and under forms of insurance satisfactory in all respects, and that such insurance is in effect prior to beginning work.

Contractor shall maintain the insurance policies required by this section throughout the term of this Agreement. The cost of such insurance shall be included in the Contractor's bid. Contractor shall not allow any subcontractor to commence work on any subcontract until Contractor has obtained all insurance required herein for the subcontractor(s) and provided evidence to City that such insurance is in effect.

VERIFICATION OF THE REQUIRED INSURANCE SHALL BE SUBMITTED AND MADE PART OF THIS AGREEMENT PRIOR TO EXECUTION. Contractor shall maintain all required insurance listed herein for the duration of this Agreement.

4.1 4.2
Workers' Compensation.

4.1.1 General Requirements. Contractor shall, at its sole cost and expense, maintain Statutory Workers' Compensation Insurance and Employer's Liability Insurance for any and all persons employed directly or indirectly by Contractor. The Statutory Workers' Compensation Insurance and Employer's Liability Insurance shall be provided with limits of not less than $1 ,000,000 per accident. In the alternative, Contractor may rely on a self-insurance program to meet these requirements, but only if the program of self-insurance complies fully with the provisions of the California Labor Code. Determination of whether a self-insurance program meets the standards of the California Labor Code shall be solely in the discretion of the Contract Administrator.

The Workers' Compensation policy shall be endorsed with a waiver of subrogation in favor of the City for all work performed by the Contractor, its employees, agents, and subcontractors.

4.1.2 Submittal Requirements. To comply with Subsection 4.1, Contractor shall submit the following:
a. Certificate of Workers' Compensation Insurance in the amounts specified in the section; and
b. Waiver of Subrogation Endorsement as required by the section.

Commercial General and Automobile Liability Insurance.

4.2.1 General Requirements. Contractor, at its own cost and expense, shall maintain commercial general liability insurance for the term of this Agreement in an amount not less than $1 ,000,000 and automobile liability insurance for the term of this Agreement in an amount not less than $1 ,000,000 per occurrence, combined Services Agreement between April 19, 2022

43 single limit coverage for risks associated with the work contemplated by this Agreement. If a Commercial General Liability Insurance or an Automobile Liability form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. Such coverage shall include but shall not be limited to, protection against claims arising from bodily and personal injury, including death resulting therefrom, and damage to property resulting from activities contemplated under this Agreement, including without limitation, blanket contractual liability and the use of owned and non-owned automobiles.

4.2.2 Minimum Scope of Coverage. Commercial general coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 (most recent edition) covering comprehensive General Liability on an "occurrence" basis. Automobile coverage shall be at least as broad as Insurance Services Office Automobile Liability form CA 0001, Code 1 (any auto). No endorsement shall be attached limiting the coverage.

4.2.3 Additional Requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy:
a. The Insurance shall cover on an occurrence or an accident basis, and not on a claims-made basis.
b. City, its officers, officials, employees, and volunteers are to be covered as additional insureds as respects: liability arising out of work or operations performed by or on behalf of the Contractor; or automobiles owned, leased, hired, or borrowed by the Contractor.
c. Contractor hereby agrees to waive subrogation which any insurer or contractor may require from vendor by virtue of the payment of any loss.

Contractor agrees to obtain any endorsements that may be necessary to affect this waiver of subrogation.
d. For any claims related to this Agreement or the work hereunder, the Contractor's insurance coverage shall be primary insurance as respects the City, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of the Contractor's insurance and shall not contribute with it.

4.2.4 Submittal Requirements. To comply with Subsection 4.2, Contractor shall submit the following:
a. Certificate of Liability Insurance in the amounts specified in the section; Services Agreement between
City of Dublin and Walnut Creek Chrysler Jeep Dodge Ram April 19, 2022

44 4.3

4.4 b. Additional Insured Endorsement as required by the section; c. Waiver of Subrogation Endorsement as required by the section; and d. Primary Insurance Endorsement as required by the section.

All Policies Requirements.

4.3.1 Acceptability of Insurers. All insurance required by this section is to be placed with insurers with a Bests' rating of no less than A:VII.

4.3.2 Verification of Coverage. Prior to beginning any work under this Agreement, Contractor shall furnish City with complete copies of all Certificates of Liability Insurance delivered to Contractor by the insurer, including complete copies of all endorsements attached to the policies. All copies of Certificates of Liability Insurance and certified endorsements shall show the signature of a person authorized by that insurer to bind coverage on its behalf. If the City does not receive the required insurance documents prior to the Contractor beginning work, it shall not waive the Contractor's obligation to provide them. The City reserves the right to require complete copies of all required insurance policies at any time.

4.3.3 Deductibles and Self-Insured Retentions. Contractor shall disclose to and obtain the written approval of City for the self-insured retentions and deductibles before beginning any of the services or work called for by any term of this Agreement. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the City, its officers, employees, and volunteers; or the Contractor shall provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related investigations, claim administration and defense expenses.

4.3.4 Wasting Policies. No policy required by this Section 4 shall include a "wasting" policy limit (i.e. limit that is eroded by the cost of defense).

4.3.5 Endorsement Requirements. Each insurance policy required by Section 4 shall be endorsed to state that coverage shall not be canceled by either party, except after 30 days' prior written notice has been provided to the City.

4.3.6 Subcontractors. Contractor shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.

Remedies. In addition to any other remedies City may have if Contractor fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option exercise any of the following remedies, which Services Agreement between April 19, 2022

45 are alternatives to other remedies City may have and are not the exclusive remedy for Contractor's breach:
■ Obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement;
■ Order Contractor to stop work under this Agreement or withhold any payment that becomes due to Contractor hereunder, or both stop work and withhold any payment, until Contractor demonstrates compliance with the requirements hereof; and/or ■ Terminate this Agreement.

Section 5. INDEMNIFICATION AND CONTRACTOR'S RESPONSIBILITIES. Contractor shall indemnify, defend with counsel acceptable to City, and hold harmless City and its officers, officials, employees, agents and volunteers from and against any and all liability, loss, damage, claims, expenses, and costs (including without limitation, attorney's fees and costs and fees of litigation) (collectively, "Liability") of every nature arising out of or in connection with Contractor's performance of the Services or its failure to comply with any of its obligations contained in this Agreement, except such Liability caused by the sole negligence or willful misconduct of City.

The Contractor's obligation to defend and indemnify shall not be excused because of the Contractor's inability to evaluate Liability or because the Contractor evaluates Liability and determines that the Contractor is not liable to the claimant. The Contractor must respond within 30 days, to the tender of any claim for defense and indemnity by the City, unless this time has been extended by the City. If the Contractor fails to accept or reject a tender of defense and indemnity within 30 days, in addition to any other remedy authorized by law, so much of the money due the Contractor under and by virtue of this Agreement as shall reasonably be considered necessary by the City, may be retained by the City until disposition has been made of the claim or suit for damages, or until the Contractor accepts or rejects the tender of defense, whichever occurs first.

Notwithstanding the forgoing, to the extent this Agreement is a "construction contract" as defined by California Civil Code Section 2782, as may be amended from time to time, such duties of Contractor to indemnify shall not apply when to do so would be prohibited by California Civil Code Section 2782.

In the event that Contractor or any employee, agent, or subcontractor of Contractor providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of City, Contractor shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Contractor or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

Section 6.

6.1 STATUS OF CONTRACTOR.

Independent Contractor. At all times during the term of this Agreement, Contractor shall be an independent contractor and shall not be an employee of City. This Agreement shall Services Agreement between April 19, 2022

46 6.2
Section 7.

7.1 7.2

7.3 7.4

7.5 not be construed as an agreement for employment. City shall have the right to control Contractor only insofar as the results of Contractor's services rendered pursuant to this Agreement and assignment of personnel pursuant to Subsection 1.3; however, otherwise City shall not have the right to control the means by which Contractor accomplishes services rendered pursuant to this Agreement. Contractor further acknowledges that Contractor performs Services outside the usual course of the City's business; and is customarily engaged in an independently established trade, occupation, or business of the same nature as the Contractor performs for the City, and has the option to perform such work for other entities. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Contractor and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any and all claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in the California Public Employees Retirement System (PERS) as an employee of City and entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits.

Contractor Not an Agent. Except as City may specify in writing, Contractor shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Contractor shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever.

LEGAL REQUIREMENTS.

Governing Law. The laws of the State of California shall govern this Agreement.

Compliance with Applicable Laws. Contractor and any subcontractors shall comply with all laws applicable to the performance of the work hereunder.

Other Governmental Regulations. To the extent that this Agreement may be funded by fiscal assistance from another governmental entity, Contractor and any subcontractors shall comply with all applicable rules and regulations to which City is bound by the terms of such fiscal assistance program.

Licenses and Permits. Contractor represents and warrants to City that Contractor and its employees, agents, and any subcontractors have all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required to practice their respective professions. Contractor represents and warrants to City that Contractor and its employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their respective professions. In addition to the foregoing, Contractor and any subcontractors shall obtain and maintain during the term of this Agreement valid Business Licenses from City.

Nondiscrimination and Equal Opportunity. Contractor shall not discriminate, on the basis of a person's race, sex, gender, religion (including religious dress and grooming Services Agreement between April 19, 2022

47 Section 8.

8.1 practices), national origin, ancestry, physical or mental disability, medical condition (including cancer and genetic characteristics), marital status, age, sexual orientation, color, creed, pregnancy, genetic information, gender identity or expression, political affiliation or belief, military/veteran status, or any other classification protected by applicable local, state, or federal laws (each a "Protected Characteristic"), against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Contractor under this Agreement.

Contractor shall include the provisions of this Subsection in any subcontract approved by the Contract Administrator or this Agreement.

TERMINATION AND MODIFICATION.

Termination. City may cancel this Agreement at any time and without cause upon written notification to Contractor.

Contractor may cancel this Agreement upon 30 days' written notice to City and shall include in such notice the reasons for cancellation.

In the event of termination, Contractor shall be entitled to compensation for services performed to the effective date of termination; City, however, may condition payment of such compensation upon Contractor delivering to City any or all documents, photographs, computer software, video and audio tapes, and other materials provided to Contractor or prepared by or for Contractor or the City in connection with this Agreement.

8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Subsection 1.1. Any such extension shall require a written amendment to this Agreement, as provided for herein. Contractor understands and agrees that, if City grants such an extension, City shall have no obligation to provide Contractor with compensation beyond the maximum amount provided for in this Agreement. Similarly, unless authorized by the Contract Administrator, City shall have no obligation to reimburse Contractor for any otherwise reimbursable expenses incurred during the extension period.

8.3 Amendments. The Parties may amend this Agreement only by a writing signed by all the Parties.

8.4 Assignment and Subcontracting. City and Contractor recognize and agree that this Agreement contemplates personal performance by Contractor and is based upon a determination of Contractor's unique personal competence, experience, and specialized personal knowledge. Moreover, a substantial inducement to City for entering into this Agreement was and is the professional reputation and competence of Contractor.

Contractor may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator. Contractor shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the Contract Administrator.

Services Agreement between
City of Dublin and Walnut Creek Chrysler Jeep Dodge Ram April 19, 2022

48 8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between City and Contractor shall survive the termination of this Agreement.

8.6 Options upon Breach by Contractor. If Contractor materially breaches any of the terms of this Agreement, City's remedies shall include, but not be limited to, the following:

Section 9.

9.1 9.2

9.3 8.6.1 Immediately terminate the Agreement;

8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Contractor pursuant to this Agreement;

8.6.3 Retain a different contractor to complete the work described in Exhibit A not finished by Contractor; or

8.6.4 Charge Contractor the difference between the cost to complete the work described in Exhibit A that is unfinished at the time of breach and the amount that City would have paid Contractor pursuant to Section 2 if Contractor had completed the work.

KEEPING AND STATUS OF RECORDS.

Records Created as Part of Contractor's Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Contractor prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the City. Contractor hereby agrees to deliver those documents to the City upon termination of the Agreement. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use. City and Contractor agree that, until final approval by City, all data, plans, specifications, reports and other documents are confidential and will not be released to third parties without prior written consent of both Parties.

Contractor's Books and Records. Contractor shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services or expenditures and disbursements charged to the City under this Agreement for a minimum of 3 years, or for any longer period required by law, from the date of final payment to the Contractor to this Agreement.

Inspection and Audit of Records. Any records or documents that Subsection 9.2 of this Agreement requires Contractor to maintain shall be made available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of the City. Under California Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds $10,000.00, the Agreement shall be subject to Services Agreement between April 19, 2022

49 the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of 3 years after final payment under the Agreement.

Section 10. MISCELLANEOUS PROVISIONS.

10.1 Attorneys' Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing party shall be entitled to reasonable attorneys' fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose.

10.2 Venue. In the event that either party brings any action against the other under this Agreement, the Parties agree that trial of such action shall be vested exclusively in the state courts of California in the County of Alameda or in the United States District Court for the Northern District of California.

10.3 Severability. If a court of competent jurisdiction finds or rules that any provision of this Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so adjudged shall remain in full force and effect. The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement.

10.4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement.

10.5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the Parties.

10.6 Conflict of Interest. Contractor may serve other clients, but none whose activities within the corporate limits of City or whose business, regardless of location, would place Contractor in a "conflict of interest," as that term is defined in the Political Reform Act, codified at California Government Code Section 81000 et seq.

Contractor shall not employ any City official in the work performed pursuant to this Agreement. No officer or employee of City shall have any financial interest in this Agreement that would violate California Government Code Section 1090 et seq.

Contractor hereby warrants that it is not now, nor has it been in the previous 12 months, an employee, agent, appointee, or official of the City. If Contractor was an employee, agent, appointee, or official of the City in the previous 12 months, Contractor warrants that it did not participate in any manner in the forming of this Agreement. Contractor understands that, if this Agreement is made in violation of California Government Code Section 1090 et seq., the entire Agreement is void and Contractor will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and Contractor will be required to reimburse the City for any sums paid to the Contractor.

Services Agreement between
City of Dublin and Walnut Creek Chrysler Jeep Dodge Ram April 19, 2022

50 Contractor understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of California Government Code Section 1090 et seq., and, if applicable, will be disqualified from holding public office in the State of California.

10.7 Solicitation. Contractor agrees not to solicit business at any meeting, focus group, or interview related to this Agreement, either orally or through any written materials.

10.8 Contract Administration. This Agreement shall be administered by the City Manager ("Contract Administrator"). All correspondence shall be directed to or through the Contract Administrator or his or her designee.

10.9 Notices. Any written notice to Contractor shall be sent to:

Walnut Creek Chrysler Jeep Dodge Ram
2404 N. Main Street
Walnut Creek, CA 94596
Any written notice to City shall be sent to:

City of Dublin
Attn: Police Services
100 Civic Plaza
Dublin, CA 94568

10.10 Integration. This Agreement, including the scope of work attached hereto and incorporated herein as Exhibits A, B represents the entire and integrated agreement between City and Contractor and supersedes all prior negotiations, representations, or agreements, either written or oral.

Exhibit A
Exhibit B
Scope of Services
Compensation Schedule & Reimbursable Expenses

10.11 Counterparts and Electronic Signatures. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement. Counterparts delivered and/or signatures executed by City-approved electronic or digital means shall have the same force and effect as the use of a manual signature. Both Parties desire this Agreement to be electronically signed in accordance with applicable federal and California law. Either Party may revoke its agreement to use electronic signatures at any time by giving notice to the other Party.

10.12 Certification per Iran Contracting Act of 2010. In the event that this contract is for one million dollars ($1 ,000,000.00) or more, by Contractor's signature below Contractor certifies that Contractor, and any parent entities, subsidiaries, successors or subunits of Contractor are not identified on a list created pursuant to subdivision (b) of Section 2203 of the California Public Contract Code as a person engaging in investment activities in Iran as described in subdivision (a) of Section 2202.5, or as a person described in subdivision (b) of Section 2202.5 of the California Public Contract Code, as applicable.

Services Agreement between
City of Dublin and Walnut Creek Chrysler Jeep Dodge Ram April 19, 2022

51 SIGNATURES ON FOLLOWING PAGE
Services Agreement between
City of Dublin and Walnut Creek Chrysler Jeep Dodge Ram April 19, 2022

52 The Parties have executed this Agreement as of the Effective Date. The persons whose signatures appear below certify that they are authorized to sign on behalf of the respective Party.

CITY OF DUBLIN
Linda Smith, City Manager
Attest:

Marsha Moore, City Clerk
Approved as to Form:

City Attorney
3070365 .1
Services Agreement between

WALNUT CREEK CHRYSLER JEEP DODGE
RAM
Ernie Campora, Parts and Service Director
City of Dublin and Walnut Creek Chrysler Jeep Dodge Ram April 19, 2022

53 EXHIBIT A

SCOPE OF SERVICES
Provide repair, maintenance and equipment installation services for emergency police vehicles. Examples include, but are not limited to, engine repair, transmission repair and oil changes. Most vehicles are under warranty which necessitates the use of dealer services.

Scope of services are for a term of service beginning April 19, 2022 and ending on June 30, 2024.

Services Agreement between
City of Dublin and Walnut Creek Chrysler Jeep Dodge Ram April 19, 2022
Exhibit A- Page 1 of 1
54 EXHIBIT B

COMPENSATION SCHEDULE & REIMBURSABLE EXPENSES
Walnut Creek Chrysler Jeep Dodge Ram will be charging labor at $199.95 per hour and parts pricing will be 25% off list. The maximum to be charged is $90,000 over the contract term and there are no reimbursable expenses.

Services Agreement between
City of Dublin and Walnut Creek Chrysler Jeep Dodge Ram April 19, 2022
Exhibit B - Page 1 of 1
55 STAFF REPORT

CITY COUNCIL

Agenda Item 4.3
DATE: April 19, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Authorization to Purchase a Marked Police Vehicle Prepared by: Nate Schmidt, Captain Dublin Police Services EXECUTIVE SUMMARY:

The City Council will consider authorizing the purchase of one replacement vehicle for Police Services from Dublin Chevrolet using pricing through the current Alameda County General Services Agency contract for vehicle purchases.

STAFF RECOMMENDATION:

Adopt the Resolution Authorizing the Purchase of One Marked Police Vehicle from Dublin Chevrolet and Declaring Replaced Vehicles as Surplus Property.

FINANCIAL IMPACT:

This purchase will be covered by the Fiscal Year 2021-22 Internal Service Fund Budget. Any revenue generated from the auction of the retired vehicles is also deposited into the fund to offset future replacement costs.

DESCRIPTION:

The City currently has 22 marked police vehicles which are used by the Dublin Police Services Patrol Unit, Crime Prevention Unit, and School Resource Officers. In order to ensure reliability and to minimize repair expenses, the City reviews replacement of these vehicles after three years of service and/or 75,000 miles.

Based upon general vehicle condition and the age of the units currently in the fleet, Staff has identified a 2016 Ford Explorer patrol vehicle (vehicle #16D08) with over 80,000 miles for replacement during Fiscal Year 2021-22.

Staff conducted research and found Chevrolet is currently manufacturing a pursuit-rated, 2021 56

Chevrolet Tahoe for patrol purposes. The City currently has several Chevrolet Tahoe patrol vehicles in the fleet which have met the current needs of Dublin Police Services. Dublin Chevrolet currently has a 2021 Chevrolet Tahoe pursuit-rated vehicle in stock which is partially equipped with emergency equipment. The procurement of this vehicle would expedite the replacement process by eliminating the time for manufacturing, delivery, and full equipment install.

Dublin Municipal Code Section 2.36.100.A.9 provides an exemption to the competitive bidding process “when another public agency has administered a competitive bidding process and has a current valid agreement for the same or substantially similar consultant or professional services, general services, supplies or equipment.” On October 1, 2021, Alameda County General Services Agency approved a contract identifying Dublin Chevrolet as an approved vehicle vendor for Alameda County. The contract has an expiration date of September 30, 2024.

Utilizing Alameda County’s contract, Staff has obtained the following pricing from Dublin Chevrolet:
 2021 Chevrolet Tahoe Patrol Vehicle: $55,559.35
Staff is also requesting that the City Council authorize the disposal of the replaced vehicle by transferring them to a professional auction company for sale. Any revenue generated from the auction of the retired vehicles will be deposited into the fund to offset future replacement costs.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Resolution Authorizing the Purchase of One Marked Police Vehicle from Dublin Chevrolet and Declaring Replaced Vehicle as Surplus Property
2) Dublin Chevrolet Quote for One 2021 Chevrolet Tahoe Patrol Vehicle 3) Alameda County General Services Agency Contract for Vehicle Purchasing 57 Attachment 1
Reso. No. XX-22, Item X.X, Adopted XX/XX/2022 Page 1 of 1 RESOLUTION NO. XX – 22

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

AUTHORIZING THE PURCHASE OF ONE MARKED POLICE VEHICLE FROM DUBLIN

CHEVROLET AND DECLARING REPLACED VEHICLE AS SURPLUS PROPERTY WHEREAS, the City requires marked vehicles for Dublin Police Services patrol operations, crime prevention operations, and school resource officers; and WHEREAS, the City follows a process of periodically replacing marked police vehicles based upon the age of the vehicle and its condition; and
WHEREAS, there is sufficient funding available in the City’s Internal Service Fund for the replacement of the 2016 Ford Explorer marked patrol vehicle; and WHEREAS, on October 1, 2021, Alameda County General Services Agency approved a contract identifying Dublin Chevrolet as an approved vehicle purchasing vendor for Alameda County with an expiration date of September 30, 2024; and
WHEREAS, utilizing the Alameda County General Services Agency contract, Staff has obtained pricing from Dublin Chevrolet for one 2021 Chevrolet Tahoe patrol vehicle at a cost of $55,559.35.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin hereby authorizes the City Manager, as Purchasing Agent, to procure one replacement marked police vehicles from Dublin Chevrolet as described to the City Council on April 19, 2022.

BE IT FURTHER RESOLVED that upon placing the new vehicles in service, the replaced vehicles are declared surplus property to be sold at auction.

BE IT FURTHER RESOLVED that the City Manager and/or her designee shall be authorized to arrange for the auction of surplus City property in accordance with state and local laws and regulations.

PASSED, APPROVED AND ADOPTED this 19th day of April 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________________
Mayor
ATTEST:
_______________________________________
City Clerk
58 Attachment 2
59 Attachment 3
60 61
62 STAFF REPORT

CITY COUNCIL

Agenda Item 4.4
DATE: April 19, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Approval of City of Dublin’s Two-Year Strategic Plan for Fiscal Years 2022-23 and 2023-24
Prepared by: John Stefanski, Assistant to the City Manager EXECUTIVE SUMMARY:

The City Council will consider approval of the City’s Two-Year Strategic Plan for Fiscal Years 2022- 23 and 2023-24. The Strategic Plan includes the City’s Mission, Vision, and Values as well as strategies and objectives which will guide the City’s work for the next two years. The City Council discussed proposed strategies and objectives at the February 5, 2022, Strategic Planning session.

STAFF RECOMMENDATION:

Adopt the Resolution Approving the Two-Year Strategic Plan for Fiscal Years 2022-23 and 2023-

24. FINANCIAL IMPACT:

The Proposed Budget for Fiscal Years 2022-23 and 2023-24 will include the allocation of resources to fund the activities identified in the Two-Year Strategic Plan.

DESCRIPTION:

The City of Dublin’s Two-Year Strategic Plan sets the overall direction for the City, guiding resources and setting specific objectives to drive City action. The Plan also includes the City’s Mission, Vision, and Values. There are no recommended changes to the Mission, Vision, and Values.

The City Council discussed proposed strategy areas and objectives at the Strategic Planning session of February 5, 2022. After refinements, the City Council generally agreed on the following Strategic Plan objectives:
63

1. Downtown Dublin and Economic Development
a. Continue support of the Downtown Preferred Vision and Downtown Dublin Specific Plan including improving visual and environmental quality and evaluating specific business uses.
b. Pursue mixed-use projects to create economic vitality. c. Grant conditional tax and/or development fee relief for new developments in the Downtown.
d. Support local businesses and new business attraction (ensure revenue-generating industries).
e. Continue the Fallon-East economic development strategy

2. Housing Affordability
a. Develop a Certified Housing Element that balances the location of housing options for all income types.
b. Ensure the City’s inclusionary zoning regulations incentivize targeted housing production.
c. Prepare a nexus study to evaluate the affordable housing commercial linkage fee and affordable housing in-lieu fee for for-sale and rental housing. d. Facilitate the production of affordable housing for lower income seniors, workforce, and special needs households.
e. Review the housing market analysis and establish a strategy to meet the “middle market” demand, if needed, to ensure right mix.
f. Review ownership programs for first-time buyers and explore alternative options.

3. Infrastructure Maintenance and Reinvestment
a. Use surplus and lump sum funding to increase the City’s internal service funds. b. Provide on-going condition assessments of aging city facilities and assets. c. Explore finance options for long-term pavement management needs. d. Explore use of funding mechanisms like community facilities districts for capital and on-going maintenance needs.
e. Continue to implement measures identified in the Climate Action Plan.

4. Organizational Health
a. Use existing reserves to address the unfunded Dougherty Regional Fire Authority pension liability.
b. Complete an update to the Public Facility Fee Program. c. Make annual contributions to reserves for the early payoff of the energy efficiency bonds.
d. Conduct a feasibility study into the fiber connectivity between City facilities. e. Complete an update to the User Fee Study.

5. Safe and Accessible Community
a. Evaluate the feasibility and strategies for a community-wide fiber network. b. Continue to engage with the community using all appropriate methods to share and exchange information.
c. Provide more opportunities for residents to complete transactions with the City online, with appropriate security measures.
d. Ensure programs remain affordable and accessible to all members of the community, especially lower income families and seniors. 64

e. Support existing and innovative public safety efforts, like the DPS Behavioral Health Unit.
f. Support community awareness of protected and preserved open space in and around Dublin.

Next Steps
Following City Council Adoption, the Two-Year Strategic Plan will be incorporated in the Proposed Budget for Fiscal Years 2022-23 and 2023-24.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Resolution Approving the Two-Year Strategic Plan for Fiscal Years 2022-23 and 2023-24 2) Exhibit A to the Resolution – Two-Year Strategic Plan 65 Attachment 1
Reso. No. XX-22, Item X.X, Adopted XX/XX/2022 Page 1 of 1 RESOLUTION NO. XX – 22

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

APPROVING THE TWO-YEAR STRATEGIC PLAN FOR
FISCAL YEARS 2022-23 AND 2023-24
WHEREAS, the Citty Council adopts a Strategic Plan every two years to set the overall direction for the City, guiding resources and setting specific objectives to drive City action; and WHEREAS, on February 5, 2022, the City Council held a Strategic Planning session to review, discuss, and identify additions or changes to the strategies and objectives in the City’s Strategic Plan; and
WHEREAS, at the Strategic Planning session, the City Council identified the following strategy areas for Fiscal Years 2022-23 and 2023-24: (1) Downtown Dublin and Economic Development, (2) Housing Affordability, (3) Infrastructure Maintenance and Reinvestment, (4) Organizational Health, and (5) Safe and Accessible Community.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby approve the Two-Year Strategic Plan as attached hereto as Exhibit A to this Resolution.

BE IT FURTHER RESOLVED that the approved Two-Year Strategic Plan shall be incorporated in the Proposed Budget for Fiscal Years 2022-23 and 2023-24.

PASSED, APPROVED AND ADOPTED this 19th day of April 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
66 Exhibit A to the Resolution
Proposed City of Dublin Two-Year Strategic Plan
Mission
The City of Dublin promotes and supports a high quality of life, ensures a safe and secure environment, fosters new opportunities, provides equity across all programs, and champions a culture of diversity and inclusion.

Vision
Dublin is a great community to live, work, and raise a family. Dublin values:
 Safety - We are dedicated to excellent public safety resources, including police and fire.
 Finances - We will strive to be fiscally transparent and balance our budgets annually.
 Inclusivity - We will advocate for programs and policies that support inclusive access to housing and cultural opportunities.
 Diversity - We will support a wide range of programs and events that reflect and cater to the diversity of our residents.
 Equity - We will deliver our services in a way that ensures equitable access to all.
 Innovation - We will continue to innovate in every aspect of government and promote innovation within the business community.
 Customer Service - We will provide welcoming, excellent customer services to our residents and businesses at all times.
 Living an Active Lifestyle - We will continuously promote an active lifestyle through our parks and facilities and encourage participation in local sports.  History - We will honor our history through places and programs that remind people of our beginnings.
 Business - We will provide a full spectrum of opportunity by supporting current and prospective businesses through ongoing economic development efforts and helping them grow and thrive locally.
 Environmental Sustainability - We will continue to lead in building a well- planned sustainable community and protecting our natural resources.

Strategy Areas and Objectives

1. Downtown Dublin and Economic Development
a. Continue support of the Downtown Preferred Vision and Downtown Dublin Specific Plan including improving visual and environmental quality and evaluating specific business uses.
b. Pursue mixed-use projects to create economic vitality. c. Grant conditional tax and/or development fee relief for new developments in the Downtown.
d. Support local businesses and new business attraction (ensure revenue- generating industries).

Attachment 2
67 Exhibit A to the Resolution
Proposed City of Dublin Two-Year Strategic Plan
e. Continue the Fallon-East economic development strategy.

2. Housing Affordability
a. Develop a Certified Housing Element that balances the location of housing options for all income types.
b. Ensure the City’s inclusionary zoning regulations incentivize targeted housing production.
c. Prepare a nexus study to evaluate the affordable housing commercial linkage fee and affordable housing in-lieu fee for for-sale and rental housing.
d. Facilitate the production of affordable housing for lower income seniors, workforce, and special needs households.
e. Review the housing market analysis and establish a strategy to meet the “middle market” demand, if needed, to ensure right mix. f. Review ownership programs for first-time buyers and explore alternative options.

3. Infrastructure Maintenance and Reinvestment
a. Use surplus and lump sum funding to increase the City’s internal service funds.
b. Provide on-going condition assessments of aging city facilities and assets. c. Explore finance options for long-term pavement management needs. d. Explore use of funding mechanisms like community facilities districts for capital and on-going maintenance needs.
e. Continue to implement measures identified in the Climate Action Plan.

4. Organizational Health
a. Use existing reserves to address the unfunded Dougherty Regional Fire Authority pension liability.
b. Complete an update to the Public Facility Fee Program. c. Make annual contributions to reserves for the early payoff of the energy efficiency bonds.
d. Conduct a feasibility study into the fiber connectivity between City facilities.
e. Complete an update to the User Fee Study.

5. Safe and Accessible Community
a. Evaluate the feasibility and strategies for a community-wide fiber network. b. Continue to engage with the community using all appropriate methods to share and exchange information.
c. Provide more opportunities for residents to complete transactions with the City online, with appropriate security measures.
d. Ensure programs remain affordable and accessible to all members of the community, especially lower income families and seniors. e. Support existing and innovative public safety efforts, like the DPS Behavioral Health Unit.
f. Support community awareness of protected and preserved open space in and around Dublin.
68 STAFF REPORT

CITY COUNCIL

Agenda Item 4.5
DATE: April 19, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Authorization to Purchase Public Litter Receptacles Prepared by: Michelle Sung, Environmental Technician
EXECUTIVE SUMMARY:

The City Council will consider authorizing the purchase of public litter receptacles from Clean River Recycling Solutions and delegating authority to the City Manager for future receptacle purchases to facilitate implementation of Senate Bill 1383.

STAFF RECOMMENDATION:

Adopt the Resolution Authorizing the Purchase of Public Litter Receptacles from Clean River Recycling Solutions and Delegating Authority for Future Receptacle Purchases.

FINANCIAL IMPACT:

The cost to procure the public litter receptacles is $48,369, which will be funded by the Alameda County Waste Reduction and Recycling Initiative (Measure D) Fund. There is no impact to the General Fund.

DESCRIPTION:

On May 4, 2021, City Council received a report on California Senate Bill 1383, Short-Lived Climate Pollutants (SB 1383) Requirements. SB 1383 took effect on January 1, 2022 and establishes methane reductions targets to help the State of California meet its climate goals. Targets in SB 1383 include a requirement to achieve, by 2025, a 75% reduction in the level of statewide disposal of organic waste from the 2014 level and a requirement that not less than 20% of currently disposed edible food is diverted from landfill to food recovery organizations.

To facilitate proper waste sorting in public spaces in support of SB 1383, Staff would like to purchase 17 three-stream (compost, recycling, landfill) color-coded, labeled receptacles and four two-stream (recycling, landfill) color-coded, labeled receptacles to replace and supplement 69

existing public litter receptacles. The selected receptacles were chosen because of these desired elements:
 Constructed from durable recycled plastic.
 Large front deposit openings to facilitate disposal of large items such as pizza boxes.  Sloped top to prevent water pooling and bird roosting.  Options for customizable and highly visible signage.

The litter receptacles will be placed at the following facilities with immediate needs for additional or replacement receptacles: Civic Center courtyard, Village Parkway public right-of-way, Dougherty Hills Dog Park, Bray Commons Park, and The Wave at Emerald Glen Park. Table 1 below lists the receptacle types, sizes, and quantities requested.

Table 1: Clean River Recycling Solutions Litter Receptacle Purchase Request Container Type Quantity
Three-Stream (35-gallon each stream) 12
Three-Stream (20-gallon each stream) 5
Two-Stream (20-gallon each stream) 4
Staff is in the process of conducting an inventory of existing public litter receptacles throughout the City to determine additional needs. The inventory is anticipated to be completed by the end of calendar year 2022. Staff anticipates that the analysis will reveal a need to acquire several additional litter receptacles to increase the availability of composting and recycling in public spaces.

In addition to purchasing the receptacles, Staff recommends that City Council delegate authority to the City Manager, or designee, as Purchasing Agent, to purchase additional public litter receptacles, for a total cost up to $200,000, to facilitate implementation of SB 1383. This delegated authority is subject to available budget appropriations and the purchasing requirements of the Dublin Municipal Code. Said delegation and authorization is included in the resolution authorizing the purchase of the 21 receptacles.

The Municipal Code requires contracts or purchases of general services, supplies, or equipment more than $45,000 to be subject to competitive bidding and approval by City Council. There are limited vendors that supply the specific public litter receptacles selected, thus, Staff collected formal quotes from the two available vendors. Clean River Recycling Solutions was the lower cost vendor.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.
70

ATTACHMENTS:
1) Resolution Authorizing the Purchase of Public Litter Receptacles from Clean River Recycling Solutions and Delegating Authority for Future Receptacle Purchases 2) Exhibit A to the Resolution – Quote from Clean River Recycling Solutions 3) Quote from Waste Wise Products LLC
71 Attachment 1
Reso. No. XX-22, Item X.X, Adopted XX/XX/2022 Page 1 of 2 RESOLUTION NO. XX – 22

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

AUTHORIZING THE PURCHASE OF PUBLIC LITTER RECEPTACLES FROM CLEAN RIVER

RECYCLING SOLUTIONS AND DELEGATING AUTHORITY FOR FUTURE RECEPTACLE

PURCHASES
WHEREAS, the City of Dublin desires to purchase color-coded, labeled, two-stream and three-stream public litter receptacles to facilitate proper sorting of composting, recycling, and garbage in City parks and public rights-of-way; and
WHEREAS, Section 2.36.090 of the Dublin Municipal Code requires City Council approval of equipment and services with a cost greater than or equal to forty-five thousand dollars ($45,000); and
WHEREAS, there are a limited number of vendors from which the City of Dublin can procure the selected litter receptacles; and
WHEREAS, Staff requested and reviewed written quotes from the two available vendors of the litter receptacles; and
WHEREAS, Clean River Recycling Solutions provided a pricing quotation for public litter receptacles at the lower cost, for a total amount of $48,369, attached hereto as Exhibit A; and WHEREAS, Staff is in the process of conducting a citywide analysis of existing public litter receptacle infrastructure; and
WHEREAS, Staff anticipates the need to make future purchases of public litter receptacles after the citywide analysis is completed to further increase availability of composting and recycling receptacles.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby authorize the City Manager, or designee, as Purchasing Agent, to purchase public litter receptacles from Clean River Recycling Solutions; and
BE IT FURTHER RESOLVED that the City Council of the City of Dublin delegates purchasing authority to authorizes the City Manager, or designee, as Purchasing Agent, to purchase additional public litter receptacles, up to a total cost of $200,000, subject to available budget appropriations and the purchasing requirements of the Dublin Municipal Code. {Signatures on the following page}
72 Reso. No. XX-22, Item X.X, Adopted XX/XX/22 Page 2 of 2 PASSED, APPROVED AND ADOPTED this 19th day of April 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
73 Quotation
Created Date: 15/03/2022
Quote Number: Q-01293-1
Created By: Tom Lembo
Expiration Date: 06/06/2022
Customer PO:

Bill To Name City of Dublin Ship To Name CORPORATION YARD Bill To , Ship To 5709 SCARLETT COURT
Dublin,
United States
Primary Contact Name Michelle Sung Delivery Contact Name Primary Contact Phone Delivery Contact Phone
Primary Contact Email [email protected] Delivery Contact Email Terms & Shipping Details
Payment Terms Net 30 Lead Time
Delivery Access Notes
FOB
Federal Tax ID
Product Code Product Description Notes Quantity Price Per Unit
Total Price
XS35-3 Front service, front deposit, 105
gallon, slant top, 3 compartment
station
in green, blue, black
(compost, recycle, landfill)
all with rectangle openings
Posters included in pricing

12.00 $2,038.50 $24,462.00
XS20-3 Front service, front deposit, 60
gallon, slant top, 3 compartment
station
in green, blue, black
(compost, recycle, landfill) all
with rectangle openings

5.00 $1,993.50 $9,967.50
XS20-2 Front service, front deposit, 40
gallon, slant top, 2 compartment
station
in blue, black (recycle, landfill)
all with rectangle openings

4.00 $1,435.50 $5,742.00
Total Price $40,171.50
Surcharge Rate 0%
Surcharge Amount $0.00
Shipping and Handling $3,700.00
Tax Rate 0.00
Total Tax $0.00
Grand Total $43,871.50
Currency USD

Attachment 2
Note: add use tax of 10.25%
Grand Total: $48,368.33
74 CUSTOMER ACCEPTS ORDER AS INDICATED
All orders without a PO# must be signed and emailed back prior to commencing production. Quotes are valid for 30 days from the quote date. Applicable Taxes, Shipping and Handling charges extra, if not indicated. *Please note that any invoice paid by Credit Card is subject to a 3% processing fee.

Name (Please Print):
__________________________________ Customer PO No:____________________ Authorized Signature:__________________________________ Date:____________________ 288 Don Hillock Drive
Aurora, Ontario L4G 0G9 Canada
Phone: (888) 646-4246
www.cleanriver.com

75 Quote
Date: Mar 14, 2022
TAX ID#: 82-3961592 Expiry: Apr 4, 2022
City of Dublin
100 Civic Plaza
Dublin, CA
94568
Michelle
Sung
(925) 452-2150
[email protected]
Loading Dock: No
Forklift: Yes
Comments:

Sales Person Job Shipping Method Shipping Terms Payment Terms Paul D. ~ Street Level Delivery -
Forklift or Pallet Jack On
Site, 3 @ 48 x 48 x 87
Pre-pay and Add Net 30
Image Qty Item # Description Price Notes Line Total
4 XS20-2 Excel Slant Top 40 Gallon –
Double Stream

30.00” W x 24.00” D x 47.75” H
front / 41.75" H rear
2 x 20 gallon interior liners
$1,675.00 Blue and black. Both
with rectangle
openings. Recycling
and landfill standard
posters.
$6,700.00
12 XS35-3 Excel Slant Top 105 Gallon –
Triple Stream

62.00” W x 19.00” D x 47.75” H
front / 41.75” H rear
3 x 35 gallon interior liners
$2,378.00 Green, blue, black.

All with rectangle
openings. Compost,
recycling, landfill
standard posters
$28,536.00
5 XS20-3 Excel Slant Top 60 Gallon –
Triple Stream

44.00” W x 24.00” D x 47.75” H
front / 41.75" H rear
3 x 20 gallon interior liners
$2,326.00 Green, blue, black.

All with rectangle
openings. Compost,
recycling, landfill
standard posters
$11,630.00
23 PO810 Full color posters for the doors
of the XS20's
$50.00 $1,150.00
36 PO1319 Full color posters for the doors
of the XS35-3
$80.00 $2,880.00
1 DISCOUNT quantity discount of 10% -$4,686.60 -$4,686.60 $46,866.00
$4,335.11
$1,195.00
$52,396.11 Grand Total
Waste Wise Products LLC
1429 Lilac Road, Charlotte NC 28209
704-994-5280 / 866-217-4066 / FAX 704-230-1468
Delivery Date
Approx. 5 to 7 weeks
Subtotal
State Tax (9.25%)
Shipping
Attractive recycling bins & furnishings for any décor
Quote Items (3)
Attachment 3
76 STAFF REPORT

CITY COUNCIL

Agenda Item 4.6
DATE: April 19, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Payment Issuance Report and Electronic Funds Transfers Prepared by: Veronica Briggs, Senior Finance Technician EXECUTIVE SUMMARY:

The City Council will receive a listing of payments issued from March 1, 2022 – March 31, 2022 totaling $9,257,889.28.

STAFF RECOMMENDATION:

Receive the report.

FINANCIAL IMPACT:

SUMMARY OF PAYMENTS ISSUED
March 1, 2022 – March 31, 2022
Total Number of Payments: 255
Total Amount of Payments: $9,257,889.28
DESCRIPTION:

The Payment Issuance Report (Attachment 1) provides a listing of all payments for the period beginning March 1, 2022 through March 31, 2022. This report is provided in accordance with the policy adopted November 15, 2011, in Resolution No.189-11. The listing of payments has been reviewed in accordance with the policies for processing payments and expenditures.

The City’s practice of reporting payments to the City Council after the payments have been made is in compliance with California Government Code Sections 37208 (b) and (c), which allow for an agency to make payments without first being audited by the legislative body, as long as such payments are: 1) conforming to a budget approved by ordinance or resolution of the legislative body; and 2) presented to the legislative body for ratification and approval in the form of an 77

audited comprehensive annual financial report.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Payment Issuance Report for March 2022
78 Print Date: 03/31/2022 City of Dublin

ment Issuance Report
Payments Dated 3/1/2022 through 3/31/2022
Date Issued Payee Amount Description
03/01/2022 UNUM LIFE INS CO OF AMERICA 10,530.45 LIFE AND AD&D PREMIUM - FEB 2022 Payments Issued 3/1/2022 Total: 10,530.45
03/03/2022 EMPLOYMENT DEVELOPMENT DEPT 7,224.99 UNEMPLOYM ENT INSURANCE REIMB Q2 FY 21-22 Payments Issued 3/3/2022 Total: 7,224.99
03/04/2022 CAL PERS 83,847.86 PERS RETIREMENT PLAN: PE 2/25/22 03/04/2022 EMPLOYMENT DEVELOPMENT DEPT 19,721.56 CA STATE WITHHOLDING: PE 2/25/22 03/04/2022 HEALTHEQUITY, INC. 3,787.37 HEALT HEQUITY: PE 2/25/22 03/04/2022 I C M A 401 PLAN 1,129.78 DEF ERRED COMP 401A: PE 2/25/22 03/04/2022 I C M A 457 PLAN 30,622.49 DEFERRED C OMP 457: PE 2/25/22 03/04/2022 INTERNAL REVENUE SERVICE 63,161.74 F EDERAL WITHHOLDING: PE 2/25/22 03/04/2022 US BANK - PARS 2,138.61 PARS: PE 2/25/22
Payments Issued 3/4/2022 Total: 204,409.41
03/07/2022 ALAMEDA CO MAYORS CONFERENCE 3,422.00 ANNUAL MEMBERSHIP DUES 2022 03/07/2022 ALAMEDA CO SHERIFF'S O FFICE 4.81 PHOTO PRINTING

66.10 POLICE SUPPLIES
Check Total: 70.91
03/07/2022 ALAMEDA COUNTY FIRE DEPAR TMENT 157,915.75 HEART MONITOR REPLACEMENTS FOR FIRE UNITS 03/07/2022 ALL CITY MANAGEMENT SVCS INC 16,702.92 CROSSING GUARD SERVICES - 01/23/2 2 TO 02/05/22 03/07/2022 ANNIBALE, GASPARE 11.70 MILEAGE REIMBURSEMENT FEB 2022 03/07/2022 ARROW SIGN
COMPANY 5,162.00 FABRICATED NON-ILLUMINATED LETTERS AND LOGO 03/07/2022 BAY ALARM COMPANY 10.00 ALARM SERVICE THE WAVE 03/07/2022 BIG O'TIRES #7 741.73 POLICE VEHICLE MAINT & TIRE INSTALLATION 03/07/2022 BIKE EAST BAY 5,000.00 BIKE EAST BAY SILVER SPONSORSHIP 03/07/202
2 CALEHS 900.00 GENERATOR INSPECTION CIVIC CENTER
03/07/202
2 CALIFORNIA SPIRIT ELITE, INC. 2,340.80 REC CLASS INSTRUCTOR 03/07/2022 CAMPBELL, JEFF 550.00 ST. PATRICK’S FEST IVAL ENTERTAINMENT 03/07/2022 CARBONIC SERVICE 163.95 POOL CHEMICALS
03/07/2022 CONTRACT SWEEPING SERVICES 21,535.60 STREET SWE EPING SERVICES FEB 2022 21,535.60 STREET SWEEPING SERVICES JAN 2022
Check Total: 43,071.20
03/07/2022 COULSON & ASSOCI ATES 8,787.50 ENGINEERING SERVICES - DEC 2021 11,210.00 ENGINEERING SERVICES - NOV 2021
14,250.00 ENGINEERING SERVICES - OCT 2021
Check Total: 34,247.50
03/07/2022 COWENS, WILLIAM 710.27 REIMB RENTAL CAR FOR POLICE DARE TRAINING 03/07/2022 CRAMPTON, JOHN 5,000.00 ST. PATRICK’S FEST IVAL ENTERTAINMENT 03/07/2022 CRANFORD, RO BIN SANDY 712.80 REC CLASS I NSTRUCTOR 03/07/2022 DALDRY, PETER 2,000.00 ST. PATRICK’S FEST IVAL ENTERTAINMENT 03/07/2022 DEAM, VALERIE 500.00 ST. PATRICK’S FESTIVAL ENTERTAINMENT 2,167.20 REC CLASS INSTRUCTOR
Check Total: 2,667.20
03/07/2022 DEPT OF HOUSING&COMMUNITY DEV 11.00 FILING HCD 433A FORM 03/07/2
022 DUBLIN HIGH SCHOOL CHESS CLUB 425.00 YOUTH ADVISORY COMMITT EE MINI GRANT 03/07/2022 ELECTRONIC INNOVATIONS, INC 750.00 CARD KEY SYSTEM PROGR AMMING 03/07/2022 ENGIE SERVICES U.S. INC. 32,164.00 SOLAR PANE L MAINTENANCE - YEAR 9 03/07/2022 ENTERPRISE RENT A CAR 1,845.58 VEHICLE RENTAL-SPECIAL INVESTIGATIONS UNIT Attachment 1
79 Print Date: 03/31/2022 City of Dublin

Payments Dated 3/1/2022 through 3/31/2022

Date Issued Payee Amount Description

03/07/2022 EUROPEAN MOBILE WERKS 10,702.65 POLICE VEHICLE MAINTENANCE & REPAIR 03/07/2022 EVERPRO KIDS 510.00 REC CLASS INSTRUCTOR
03/07/2022 EVERYTHING GROWS INTERIOR 204.51 PLANT SERVICE MAR 2022 03/07/2022 FANTASY SOUND EVENT SERVICES 300.00 ST. PATRICK’S FESTIVAL ENTERTAINMENT

2,860.00 ST. PAT’S LIGHT RENTAL & INSTALLATION
Check Total: 3,160.00
03/07/2022 FLOWINGLASS MUSIC 400.00 ST. PATRICK’S FESTIVAL ENTERTAINMENT 03/07/2022 GARDENERS OF THE GALAXY 700.00 YOUTH ADVISORY COMMITTEE MINI GRANT 03/07/2022 GARRY, TIMOTHY 2,500.00 ST. PATRICK’S FESTIVAL ENTERTAINMENT 03/07/2022 GOLDEN STATE FLEET SVCS INC 225.00 POLICE VEHICLE TOW 03/07/2022 GROUNDED SOLUTIONS NETWORK 6,000.00 HOMEKEEPER SOFTWARE LICENSE RENEWAL 03/07/2022 HELPING HANDS FOR ALL 75.00 YOUTH ADVISORY COMMITTEE MINI GRANT 03/07/2022 HSI, RON 820.80 REC CLASS INSTRUCTOR
03/07/2022 LEHR AUTO 9,781.01 EMERGENCY EQUIPMENT FOR POLICE VEHICLE

856.84 POLICE VEHICLE MAINT & REPAIRS
Check Total: 10,637.85
03/07/2022 MARRIOTT, LAUREN 500.00 PETTY CASH FOR ST. PAT’S 2022 03/07/2022 MATRIX CONSULTING GROUP, LTD 13,000.00 PUBLIC WORKS STAFFING ANALYSIS 03/07/2022 MCBRIDE IRISH DANCERS 500.00 ST. PATRICK’S FESTIVAL ENTERTAINMENT 03/07/2022 MCE CORPORATION 9,497.42 LANDSCAPE MAINTENANCE DSRSD FEB 2022 03/07/2022 ONE EYE REILLY LLC 800.00 ST. PATRICK’S FESTIVAL ENTERTAINMENT 03/07/2022 ONE WORKPLACE L. FERRARI LLC 4,108.39 OFFICE FURNITURE 03/07/2022 PETIT, CHRISTINE 456.00 REC CLASS INSTRUCTOR 03/07/2022 PG&E 263.68 SERVICE TO 01/31/2022

3,008.03 SERVICE TO 02/09/2022
194.07 SERVICE TO 02/10/2022
9,501.78 SERVICE TO 02/13/2022

70.30 SERVICE TO 02/14/2022
Check Total: 13,037.86
03/07/2022 PHOENIX GROUP INFO SYS. 233.75 PARKING CITATION PROCESSING - JAN 2022 03/07/2022 PRO STITCH USA 2,772.28 ST. PAT’S & CITY’S 40TH CELEBRATION T-SHIRTS 03/07/2022 REDWOOD TOXICOLOGY LAB. INC. 820.00 FORENSIC DRUG AND ALCOHOL EXAMS 03/07/2022 REGISTER, INGRID 500.00 ST. PATRICK’S FESTIVAL ENTERTAINMENT 03/07/2022 SAN FRANCISCO ELEVATOR SVC INC 394.70 ELEVATOR MAINTENANCE/INSPECTION FEB 2022 03/07/2022 SKATESATIONAL 810.00 REC CLASS INSTRUCTOR
03/07/2022 SNG & ASSOCIATES INC. 13,778.75 ENGINEERING SERVICES - DEC 2021

14,228.75 ENGINEERING SERVICES - NOV 2021

20,230.00 ENGINEERING SERVICES - OCT 2021
Check Total: 48,237.50
03/07/2022 SORBYE, LIEF 4,000.00 ST. PATRICK’S FESTIVAL ENTERTAINMENT 03/07/2022 SPEEDO CHECK 850.00 POLICE VEHICLE SPEEDOMETER CALIBRATIONS 03/07/2022 SQUAD ESTATES 653.40 REC CLASS INSTRUCTOR
03/07/2022 STAGES UNLIMITED 3,090.00 EVENT SUPPLIES RENTAL ST. PATS 2022 03/07/2022 TEENS UNITE FOR E DUCATION 300.00 YOUTH ADVI SORY COMMITTEE MINI GRANT 03/07/2022 THREE VALLEYS COMMUNITY 16,667.00 COMMUNITY FOUNDATION GRANT 03/07/2022 TIREHUB, LLC. 5,112.91 POLICE VEHICLE MAINTENANCE 03/07/2022 TREASURER ALAMEDA COUNTY 1,562.50 PARKING CITATIONS COLLECTED - JAN 2022 03/07/2022 TRI-VALLEY JANITORIAL INC. 22,002.75 JANITORIAL SERVICES FEB 2022

30,228.39 JANITORIAL SERVICES-CAMP PARKS FEB 2022
80 Print Date: 03/31/2022 City of Dublin

Payments Dated 3/1/2022 through 3/31/2022

Date Issued Payee Amount Description

Check Total: 52,231.14
03/07/2022 U.S. BANK CORPORATE PM T SYSTEM 2,000.00 ALAMEDA COUNTY PW AGENCY INSPECTION FEE

214.97 ASSN FOR CHIEFS OF POLICE DUES-SCHMIDT

168.00 BISNOW EVENT-EAST BAY BOOM
1,050.00 BUILDING PROJECT TRAINING-PIRZADA
212.49 BUSINESS JOURNAL SUBSCRIPTION, OFFICE SUPPLIES

2,839.11 BUTTERFLY KNOLL OPENING SUPPLIES

87.00 CA EMERGENCY SVCS MEMBERSHIP-STEFANSKI

195.00 CODE ENFORCEMENT DUES-SHREEVE

1,369.50 COMPUTER SUPPLIES
341.78 CPR POCKET MASKS

15.00 DATA PLAN FOR HVAC CONT. F/S #16

92.98 DOMAIN NAME RENEWALS

770.00 FACILITIES LINEN CLEANING

549.00 HERITAGE CENTER SUPPLIES

469.08 OFFICE SUPPLIES
141.99 OFFICE SUPPLIES & PERMIT APPLICATION FEE
1,043.15 POLICE SUPPLIES

195.74 PRESCHOOL SUPPLIES

130.00 PROCUREMENT OFFICIALS DUES-DHADWAL

27.99 PRODUCTIVITY APP

834.25 PUBLIC INFO OFFICER DUES & ACADEMY REG-MORAN
347.30 SENIOR CENTER SUPPLIES

15.00 SOUTH BAY ENGINEERS VIRTUAL MEETING

556.00 SPRING EGGSTRAVANGANZA

1,836.35 SUMMER CAMP & STUDENT UNION SUPPLIES

-16.97 THE WAVE SUPPLIES

2,385.00 TRI-VALLEY CITIES DINNER EXP, 40TH ANNIV SUPPIES 2,678.35 U.S. MAYORS CONFERENCE EXPENSES-HERNANDEZ
Check Total: 20,548.06
03/07/2022 WANZENRIED, NICOLE 71.04 REIMBURSEMENT FOR PRESCHOOL SUPPLIES 03/07/2022 YOUTH CODING WORKSHOPS 1,000.00 YOUTH ADVISORY COMMITTEE MINI GRANT 03/07/2022 ZOO STATION ENTERTAINMENT 1,800.00 ST. PATRICK’S FESTIVAL ENTERTAINMENT Payments Issued 3/7/2022 Total: 556,086.07

03/09/2022 CAL PERS HEALTH PREMIUM 150,689.02 HEALTH INSURANCE PREMIUM - MAR 2022 Payments Issued 3/9/2022 Total: 150,689.02

03/14/2022 4LEAF INC. 60,133.76 BLDG INSP/PLAN CHECK SVCS JAN 2022 744.00 PLANNING INSPECTIONS - JAN 2022
Check Total: 60,877.76
03/14/2022 AHERN PHOTOGRAPHY, KATHLEEN 165.38 CITY COUNCILMEMBERS PHOTOS 03/14/2022 AT&T 2,180.45 PUBLIC SAFETY COMPLEX DATA SERVICES

49.53 SERVICES FOR TOLL-FREE NUMBER
Check Total: 2,229.98
03/14/2022 AT&T - CALNET 3 308.03 SERVICE TO 02/26/2022 81 Print Date: 03/31/2022 City of Dublin

Payments Dated 3/1/2022 through 3/31/2022

Date Issued Payee Amount Description

133.69 SERVICE TO 02/27/2022
Check Total: 441.72
03/14/2022 BAY AREA UNDERPINNING 151.80 BUILDING PERMIT REFUND 03/14/2022 BIG O'TIRES #7 361.49 POLICE VEHICLE MAINT & TIRE 03/14/2022 BLAISDELL'S BUSINESS PRODUCT S 1,776.61 OFFICE SUPPLIES-JAN 2022 03/14/2022 BLUETOAD, INC. 534.00 SUMMER ACTIVITY GUIDE DIGITAL EDITION 03/14/2022 BRINKS, INC. 232.62 ARMORED CAR SERVICE-MAR 2022 03/14/2022 CARBONIC SERVICE 440.45 THE WAVE POOL CHEMICALS 03/14/2022 CASCADIA CONSULTING GROUP, I NC 2,141.25 SB 1383 IMPLEMENTATION ASSISTANCE 03/14/2022 CHANDLER ASSET MANAGE MENT 13,557.35 INVESTMENT CO NSULTING SERVICES FEB 2022 03/14/2022 COGENT COMMUNICATIONS, INC 2,219.00 CIVIC CENTER INTERNET SERVICE MAR 2022 03/14/2022 COMCAST 118.77 CIVIC CENTER CABLE SERVICE MAR 2022 03/14/2022 DIABLO PUBLICATIONS 4,035.00 ADVERTISING FOR ST. PATRICK’S CELEBRATION 03/14/2022 DJS MEDIA CONSULTING 2,437.50 POSTPROD SVCS-40TH ANNIVERSARY DOCUMENTARY 03/14/2022 EUROPEAN MOBILE WERKS 5,727.52 POLICE VEHICLE MAINTENANCE & REPAIR 03/14/2022 GLADWELL GOVERNMENTAL SVCS INC 500.00 RECORDS MANAGEMENT ASSISTANCE 03/14/2022 LANGUAGE LINE SERVICES 11.70 LANGUAGE LINE SERVICES FEB 2022 03/14/2022 LANLOGIC INC. 7,020.84 INFORMATION SYSTEMS CONSULTING SVCS 1,050.00 MALWARE PROTECTION SERVICES

425.00 NETWORK MONITORING SERVICES
Check Total: 8,495.84
03/14/2022 LEAGUE OF CALIFORNIA CITIES 300.00 EAST BAY MEMBERSHIP DUES 2022 03/14/2022 LEHR AUTO 18.19 POLICE VEHICLE MAINT & REPAIRS 03/14/2022 LIVERMORE HARLEY DAVIDSON 72.50 MOTORCYCLE MAINTENANCE 03/14/2022 LOGOBOSS 22.04 CITY APPAREL FOR MAYOR

2,522.65 TUMBLERS FOR 40TH ANNIVERSARY

677.05 VOLUNTEER RECOGNITION PLAQUES 2021
Check Total: 3,221.74
03/14/2022 MANAGEMENT PARTNERS INC. 7,500.00 STRATEGIC PLANNING 2022 03/14/2022 MEYERS NAVE 2,696.56 LEGAL SERVICES COST ONLY INVOICE-JAN 2022 03/14/2022 OFFICE TEAM 1,694.22 TEMPORARY STAFF FOR RECORDS PROJECT

03/14/2022 PG&E 4,492.62 SERVICE TO 02/06/2022

277.45 SERVICE TO 02/07/2022

627.35 SERVICE TO 02/23/2022

475.58 SERVICE TO 03/01/2022
Check Total: 5,873.00
03/14/2022 RAYNE OF SAN JOSE 177.90 WATER SOFTENER SERVICE-FIRE STATION 16

202.00 WATER SOFTENER SERVICE-FIRE STATION 17

149.35 WATER SOFTENER SERVICE-FIRE STATION 18
Check Total: 529.25
03/14/2022 REDWOOD TOXICOLOGY LAB. INC. 1,668.00 FORENSIC DRUG AND ALCOHOL EXAMS 03/14/2022 SELECT IMAGING 1,568.39 BUILDING CORRECTION NOTICES

47.52 EMPLOYEE NAME BADGES

58.77 NAMEPLATES FOR COUNCILMEMBERS
Check Total: 1,674.68
03/14/2022 SFPP, L.P. 738,000.00 GAS PIPELINE RELOCATION-SCARLETT DR EXT 03/14/2022 SIERRA DISPLAY, I NC. 5,356.00 CITY-WIDE & MILITARY BANNER PROGRAM 03/14/2022 SIMPLER SYSTEMS, INC 1,500.00 SIMPLER SOFTWARE LICENSING MAR 2022 82 Print Date: 03/31/2022 City of Dublin

Payments Dated 3/1/2022 through 3/31/2022

Date Issued Payee Amount Description

03/14/2022 SPIRALEDGE INC. 4,500.74 THE WAVE STAFF UNIFORMS 03/14/2022 SUNRUN INSTALLATIONS SVCS INC. 268.20 REFUND BUILDING PERMIT FEE 03/14/2022 T-MOBILE USA, INC. 969.86 CELL PHONE SERVICES THROUGH 2/21/22 03/14/2022 TREASURER ALAMEDA COUNTY 30,073.13 ANIMAL SHELTER DEBT SERVICE FY21-22 03/14/2022 TREASURER ALAMEDA COUNTY 12,000.00 DUBLIN BLVD NORTH CANYONS EXT PROJECT Vendor Total: 42,073.13
03/14/2022 TRI-VALLEY COMMUNITY TV 696.70 RECORD/TELEVISE CITY COUNCIL/PLNG COMM MTGS 03/14/2022 TYLER TECHNOLOGIES, INC. 14,700.00 TYLER MUNIS ERP SOFTWARE IMPLEMENTATION 03/14/2022 U.S. POSTAL SER VICE 265.00 BUSINESS REPLY MAIL PERMIT # 116000 03/14/2022 UNITED SITE SERVICES OF CA INC 725.87 BLDG INSP TRAILER SEPTIC TANK SERVICES

03/14/2022 UNIVERSAL BUILDING SERVI CES & 1,838.00 CARPET CLEANING SVCS-CIVIC CENTER FEB 2022

1,298.00 CARPET CLEANING SVCS-SHANNON CENTER FEB 2022
828.00 CARPET CLEANING SVCS-THE WAVE FEB 2022
700.00 WINDOW CLEANING SVCS-LIBRARY FEB 2022

500.00 WINDOW CLEANING SVCS-SHANNON CENTER FEB 2022
Check Total: 5,164.00
03/14/2022 VERIZON WIRELESS 1,748.46 POLICE SITCAM SIM CARDS TO 2/3/22

639.08 POLICE VEHICLE MODEMS & CITY CELLPHONES
Check Total: 2,387.54
03/14/2022 VP RPG DUBLIN LLC 8,587.55 REFUND OF PERFORMANCE SECURITY DEPOSIT 03/14/2022 WESCO GRAPHICS INC 9,460.06 CITY REPORT & ACTIVITY GUIDE PRINTING Payments Issued 3/14/2022 Total: 963,970.99

03/16/2022 HATZIKOKOLAKIS, JACQUI 18.72 MILEAGE REIMBURSEMENT FEB 2022 03/16/2022 TAYLOR, YVONNE L. 78.46 REIMB WEDDING CONVENTION SUPPLIES Payments Issued 3/16/2022 Total: 97.18

03/18/2022 CAL PERS 86,479.89 PERS RETIREMENT PLAN: PE 3/11/22 03/18/2022 EMPLOYMENT DEVELOPMENT DEPT 20,677.33 CA STATE WITHHOLDING: PE 3/11/22 03/18/2022 HEALTHEQUITY, INC. 3,002.37 HEALTHEQUITY: PE 3/11/22 03/18/2022 I C M A 401 PLAN 1,160.74 DEFERRED COMP 401A: PE 3/11/22 03/18/2022 I C M A 457 PLAN 31,106.11 DEFERRED COMP 457: PE 3/11/22 03/18/2022 INTERNAL REVENUE SERVICE 66,661.22 FEDERAL WITHHOLDING: PE 3/11/22 03/18/2022 US BANK - PARS 2,609.44 PARS: PE 3/11/22
Payments Issued 3/18/2022 Total: 211,697.10

03/21/2022 ALL CITY MANAGEMENT SVCS INC 16,751.17 CROSSING GUARD SERVICES 02/06/22-02/19/22 03/21/2022 AMY'S ENGRAVED SIGNS & AWARDS 162.51 EMPLOYEE NAMEPLATES & ADA SIGNS

82.69 HUMAN SVCS COMMISSION MEMBER NAMEPLATES

99.23 PLANNING COMMISSION NAMEPLATES
Check Total: 344.43
03/21/2022 AT&T - CALNET 3 128.66 SERVICE TO 03/01/2022

48.88 SERVICE TO 03/06/2022
Check Total: 177.54
03/21/2022 BIG O'TIRES #7 635.54 POLICE VEHICLE MAINT & TIRES 03/21/2022 BKF ENGINEERS 4,949.00 TASSAJARA RD GAP CLOSURE PROJECT 03/21/2022 BPXPRESS 661.32 PRINTING SERVICES - IRON HORSE TRAIL

999.31 PRINTING SERVICES - IRON HORSE TRAIL BRIDGE
Check Total: 1,660.63
83 Print Date: 03/31/2022 City of Dublin

Payments Dated 3/1/2022 through 3/31/2022

Date Issued Payee Amount Description

03/21/2022 BSK ASSOCIATES INC. 2,501.50 TESTING/INSP DON BIDDLE COMMUNITY PARK 03/21/2022 CALVO, ANTHONY 44.46 MILEAGE REIMBURSEMENT FEB 2022 03/21/2022 CASCADIA CONSULTING GROUP, INC 2,312.50 SB 1383 IMPLEMENTATION ASSISTANCE JAN 20 03/21/2022 DAHLIN GROUP INC 800.00 SENIOR CENTER WALL REPAIR ASSESSMENT 03/21/2022 DEPT OF CONSERVATION 46,682.30 SEISMIC HAZARD MAPPING FEE OCT-DEC 2021 03/21/2022 DUBLIN CHEVROLET 1,362.95 POLICE VEHICLE MAINT & REPAIRS 03/21/2022 DUTCHOVER & ASSOCIAT ES 431.25 LANDSCAPE PLAN CHECK & INSPECTIONS 03/21/2022 ELS ARCHITECTURE & URBAN DESGN 44,721.49 SCS PROPERTY COMMUNITY OUTREACH 03/21/2022 ENGEO INC 316.00 FALLON CROSSING GHAD PROFESSIONAL SVCS

3,122.50 FALLON VILLAGE GHAD PROFESSIONAL SVCS

9,722.50 SCHAEFER RANCH GHAD PROFESSIONAL SVCS
Check Total: 13,161.00
03/21/2022 FASTSIGNS 101.83 TAXI PERMIT SUPPLIES
03/21/2022 FEHR & PEERS 6,147.75 EASTERN DUBLIN TIF NEXUS STUDY 03/21/2022 GATES & ASSOCIATES, INC., DAVID L. 3,103.00 ALAMO CREEK FENCE DESIGN SERVICES 03/21/2022 GOLDEN STATE FLEET SVCS INC 125.00 POLICE VEHICLE TOW 03/21/2022 HALO BRANDED SOLUTIONS 231.02 CRIME PREVENTION PROMOTIONAL ITEMS 03/21/2022 HD SUPPLY CONST & INDUSTR IAL 195.67 SAFETY EQUIPMENT 03/21/2022 IRON MOUNTAIN 359.11 POLICE RECORDS STORAGE MAR 2022 03/21/2022 KIMLEY-HORN AND ASSOC. INC. 7,685.49 TRAFFIC SIGNAL FIBER INTERCONNECT DESIGN 03/21/2022 KITTELSON & ASSOCIATES, INC. 1,375.00 DOWNTOWN PR EFERRED VISION MODELING 03/21/2022 LEHR AUTO 3,904.92 EMERGENCY EQUIP-2021 CHEVY TAHOE (D11)

4,010.57 EMERGENCY EQUIP-2021 CHEVY TAHOE (D18)
Check Total: 7,915.49
03/21/2022 LIVERMORE HARLEY DAVIDSON 149.97 MOTORCYCLE MAINTENANCE 03/21/2022 LOCAL GOVERNMENT COMMISS ION 2,636.36 CIVIC SPARK PRGM TO SUPPORT CLIMATE ACTION 03/21/2022 LSA ASSOCIATES INC. 611.25 CEQA DOC PREP-BRANAUGH PROP STAGE 2 DEV

1,650.00 CEQA DOC PREP-RIGHETTI PROPERTY STAGE 2
Check Total: 2,261.25
03/21/2022 MARK THOMAS & COMPANY, INC. 11,208.39 IRON HORSE TRAIL CROSSING DESIGN SVCS 03/21/2022 MICHAEL BAKER INT'L, INC. 2,965.00 CONSULTING SVCS-AFFORDABLE RENTAL HOUSING 03/21/2022 MIDPOINT INTERNATIONAL 5,702.80 PIZZA BOX COMPOSTING BINS-GREEN 03/21/2022 MNS ENGINEERS, INC. 5,568.00 IRON HORSE TRAIL BRIDGE AT DUBLIN BLVD 03/21/2022 PAKPOUR CONSULTING GROU P, INC. 9,060.00 CONSTRUCTION MGMT-DON BIDDLE COMM PARK 03/21/2022 PG&E 1,896.91 SERVICE TO 02/09/2022

8,897.09 SERVICE TO 02/13/2022
28,373.12 SERVICE TO 02/14/2022

128.45 SERVICE TO 02/24/2022

156.24 SERVICE TO 02/27/2022

3,702.86 SERVICE TO 02/28/2022

5,701.99 SERVICE TO 03/01/2022
1,404.09 SERVICE TO 03/02/2022
165.41 SERVICE TO 03/03/2022
Check Total: 50,426.16
03/21/2022 PLAN JPA 30,180.02 GENERAL LIABILITY CLAIMS - NOV & DEC 2022 03/21/2022 PRO CYCLES 513.05 POLICE MOTORCYCLE MAINTENANCE 03/21/2022 QUADIENT FINANCE USA, INC. 250.00 POSTAGE FOR POLICE DEPT JAN 2022 03/21/2022 REDWOOD TOXICOLOGY LAB. INC. 321.00 FORENSIC DRUG AND ALCOHOL EXAMS 84 Print Date: 03/31/2022 City of Dublin

Payments Dated 3/1/2022 through 3/31/2022

Date Issued Payee Amount Description

03/21/2022 SABOO INC. 185,772.50 CONSTRUCTION-HERITAGE PARK CEMETARY IMPROV 03/21/2022 STRUCTURLEX LLC 1,175.00 MAINTENANCE FOR NATATORIUM ROOF 03/21/2022 THOMSON REUTERS - WEST 180.82 2022 JUVENILE LAW BOOKS 03/21/2022 TRC ENGINEERS, INC 206.25 2021 SLURRY SEAL CONSTR MGMT/INSPECTION 03/21/2022 TREASURER ALAMEDA COUNTY 45,944.15 TRAFFIC SIGNAL/ STREET LIGHT MAINT DEC 2022

35,260.48 TRAFFIC SIGNAL/ STREET LIGHT MAINT NOV 2022
Check Total: 81,204.63
03/21/2022 UNIVAR SOLUTIONS 1,206.51 THE WAVE POOL CHEMICALS 03/21/2022 VERIZON WIRELESS 1,748.46 POLICE SITCAM SIM CARDS TO 03/03/22

639.08 POLICE VEHICLE MODEMS/CITY CELLPHONES
Check Total: 2,387.54
03/21/2022 WC3-WEST COAST CODE CONSULTANT 4,422.50 BLDG INSP/PLAN CHECK SVCS FEB 2022 03/21/2022 WILLDAN HOMELAND SOLU TIONS 1,697,369.75 ENERGY EFFICIENCY/INFRASTRUCTURE IMPROV Payments Issued 3/21/2022 Total: 2,258,942.62

03/23/2022 UNUM LIFE INS CO OF AMERICA 9,973.50 LIFE AND AD&D PREMIUM - MAR 2022 Payments Issued 3/23/2022 Total: 9,973.50

03/25/2022 DELTA DENTAL OF CALIFORNIA 13,037.38 DELTA DENTAL PREMIUM - MAR 2022 03/25/2022 VISION SERVICE PLAN - (CA) 1,921.19 VISION INSURANCE PREMIUM - MAR 2022 Payments Issued 3/25/2022 Total: 14,958.57

03/28/2022 CENTENO, CAMILLE 4.21 MILEAGE REIMBURSEMENT FEB 2022 03/28/2022 ELLIOTT, ELIZABETH 45.63 MILEAGE REIMBURSEMENT FEB 2022 03/28/2022 FABRIGAS, CIERRA L. 69.15 REIMBURSE TVCC DINNER EXPENSES 03/28/2022 FARAHMAND, AMIR 650.99 MILEAGE REIMBURSEMENT FEB 2022 03/28/2022 JAVORSKY, KYLE 46.45 MILEAGE REIMBURSEMENT FEB 2022 03/28/2022 SMITH, LINDA 172.85 REIMB LEAGUE OF CA CITIES CONF EXP-SMITH 03/28/2022 STONE, ROBERT 16.85 MILEAGE REIMBURSEMENT FEB 2022 03/28/2022 UPADHYAY, NIYANT 106.47 MILEAGE REIMBURSEMENT FEB 2022 03/28/2022 WANZENRIED, NICOLE 25.39 MILEAGE REIMBURSEMENT FEB 2022 Payments Issued 3/28/2022 Total: 1,137.99

03/29/2022 ADVANCED INTEGRATED PEST 5,060.00 PEST CONTROL SERVICES FEB 2022 03/29/2022 AMADOR VALLEY INDUSTRIES LLC 28,314.33 CAMPS PARKS SOLID WASTE SERVICES FEB 2022 03/29/2022 AMP PRINTING, INC. 2,468.00 ST. PATRICK’S FESTIVAL PRINTING SERVICES

216.09 ST. PATRICK'S FESTIVAL POSTERS
Check Total: 2,684.09
03/29/2022 AMY'S ENGRAVED SIGNS & AW ARDS 58.02 EMPLOYEE NAMEPLATE 03/29/2022 AT&T 1,802.67 CIVIC CENTER FIBER SERVICES

482.87 CIVIC CENTER FIBER SERVICES
Check Total: 2,285.54
03/29/2022 AT&T - CALNET 3 878.56 SERVICE TO 03/12/2022

585.68 SERVICE TO 03/14/2022
Check Total: 1,464.24
03/29/2022 BAY ALARM COMPANY 264.00 ALARM SERVICES CIVIC CENTER

138.00 ALARM SERVICES FIRE STATION #16

408.00 ALARM SERVICES HERITAGE CENTER

1,502.13 ALARM SERVICES HERITAGE PARK
85 Print Date: 03/31/2022 City of Dublin

Payments Dated 3/1/2022 through 3/31/2022

Date Issued Payee Amount Description

369.30 ALARM SERVICES SENIOR CENTER
541.86 ALARM SERVICES SHANNON CENTER
1,972.00 ALARM SERVICES THE WAVE
Check Total: 5,195.29
03/29/2022 BAY AREA NEWS GROUP 487.76 PLANNING LEGAL NOTICE FEB 2022 03/29/2022 BAY ISLAND OFFICIAL ASSOC 976.00 SPORTS OFFICIATING 03/29/2022 BYOG 911.43 ST. PATRICK'S DAY COMMUNITY PROMOTION SUPPLIES 03/29/2022 CALIFORNIA SPIRIT ELITE, INC. 425.60 REC CLASS INSTRUCTOR 03/29/2022 CARBONIC SERVICE 146.45 THE WAVE POOL CHEMICALS 03/29/2022 CASCADIA CONSULTING GROUP, I NC 2,902.50 SB 1383 IMPLEMENTATION ASSISTANCE 03/29/2022 CENTRO LEGAL 1,250.31 HUMAN SERVICES GRANT FY21-22 03/29/2022 CHS CONSULTING GROUP 784.98 BRIDGE HOUSING PARKING STUDY 03/29/2022 COMCAST 2,300.00 CIVIC CENTER & FIRE STATION INTERNET 03/29/2022 COMCAST 2,010.93 INTERNET/CABLE SVC VARIOUS CITY DEPARTMENTS 03/29/2022 CONTRACT SWEEPI NG SERVICES 4,101.37 STREET SWEEPING SERVICES JUL-DEC CPI INCREASE 03/29/2022 DENALECT ALARM COMPANY 363.00 QUARTERLY FIRE ALARM SERVICE FIRE STATION 03/29/2022 DEPARTMENT OF JUSTICE 160.00 FINGERPRINTING SERVICES - FEB 2022 03/29/2022 DIABLO PUBLICATIONS 1,800.00 ADVERTISING FOR VISIT TRI-VALLEY 03/29/2022 DSRSD 3,205.47 SERVICE TO 2/28/2022
03/29/2022 DUBLIN CHEVROLET 812.18 POLICE VEHICLE MAINT & REPAIRS 03/29/2022 DUBLIN LIONS CLUB 2,000.00 ST. PATRICK'S DAY FESTIVAL ENTERTAINMENT 03/29/2022 DUBLIN UNIFIED SCHOOL DISTRICT 105.05 STAGER GYM DSRSD 12/1/21-1/31/22

1,231.39 STAGER GYM PG&E 1/11/22 - 2/9/22

893.93 STAGER GYM PG&E 12/13/21 - 1/10/22

831.67 STAGER GYM SRUPR USE 12/3/21-1/31/22
Check Total: 3,062.04
03/29/2022 EAST BAY POOL SERVICE, INC. 8,620.00 WATERPARK MONTHLY SERVICES 03/29/2022 ECS IMAGING INC. 17,624.80 DOCUMENT SCANNING SERVICES

40,624.72 LASERFICHE ANNUAL MAINT & SUPPORT

4,500.00 PROFESSIONAL SVCS & LASERFICHE LICENSES
Check Total: 62,749.52
03/29/2022 FERGUSON, ROBERT 760.80 REC CLASS INSTRUCTOR 03/29/2022 GH PACVEST, LLC 10,000.00 REFUND DEVELOPER DEPOSIT 03/29/2022 HARRELL HARRIS PHOTOGRAPHY 1,800.00 ST. PATRICK'S FESTIVAL PHOTOGRAPHY SERVICES 03/29/2022 HEALTHEQUITY, INC. 380.75 FLEXIBLE SPENDING ACCOUNT FEES - FEB 2022

835.00 FLEXIBLE SPENDING ACCOUNT FEES - JAN 2022
533.00 FLEXIBLE SPENDING ACCOUNT FEES - MAY 2020

533.00 FLEXIBLE SPENDING ACCOUNT FEES - NOV 2020

533.00 FLEXIBLE SPENDING ACCOUNT FEES - OCT 2020
Check Total: 2,814.75
03/29/2022 HF&H CONSULTANTS, LLC 8,551.25 SOLID WASTE FRANCHISE AGREEMENT AMENDMENT 03/29/2022 JOHNSON CONTROLS SE CURITY 476.76 FIRE ALARM MO NITORING - CIVIC CENTER

1,379.49 FIRE ALARM MONITORING - LIBRARY

1,036.59 FIRE ALARM SERVICES - PSC
Check Total: 2,892.84
03/29/2022 KIMLEY-HORN AND ASSO C. INC. 3,421.76 TRAFFIC & ENGINEERING SERVICE 03/29/2022 LAMAR TRANSIT, LLC. 2,496.70 ST. PATRICK'S DAY FESTIVAL ADVERTISING 03/29/2022 LANLOGIC INC. 4,122.50 INFORMATION SYSTEMS CONSULTING SVCS 86 Print Date: 03/31/2022 City of Dublin

Payments Dated 3/1/2022 through 3/31/2022

Date Issued Payee Amount Description

1,050.00 MALWARE PROTECTION SERVICES
425.00 NETWORK MONITORING SERVICES
880.00 RUCKUS WIRELESS ANNUAL MAINTENANCE
Check Total: 6,477.50
03/29/2022 LOGOBOSS 22.04 ST. PATRICK'S FESTIVAL SUPPLIES 03/29/2022 LYNX TECHNOLOGIES, INC. 7,175.00 GIS CONSULTING SERVICES FY21-22 03/29/2022 MATRIX CONSULTING GROUP, LTD 7,800.00 PUBLIC WORKS STAFFING ANALYSIS 03/29/2022 MCE CORPORATION 536,819.08 MAINTENANCE SERVICES - JAN 2022 03/29/2022 M-GROUP 2,480.00 PLANNING SVCS-BLVD PH1-5 & TASSAJARA HILLS 03/29/2022 MINUTEMAN PRESS 445.49 2022 FUN RUN EVENT NOTIFICATION PRINTING

434.35 2022 FUN RUN POSTAGE

2,000.00 2022 FUN RUN PROMOTION POSTCARD POSTAGE

1,999.94 2022 FUN RUN PROMOTION SUPPLIES PRINTING
Check Total: 4,879.78
03/29/2022 MUSCO SPORTS LIGHTING 131.91 PADLOCK REPLACEMENT 03/29/2022 OFFICE TEAM 723.36 TEMPORARY STAFF FOR RECORDS PROJECT 03/29/2022 ON THE VINE CATERING 1,397.09 HERITAGE PARK RE-OPENING EVENT 03/29/2022 ONE WORKPLACE L. FERRARI LLC 168,047.59 OFFICE FURNITURE REPLACEMENT-PW 03/29/2022 PETIT, CHRISTINE 547.20 REC CLASS INSTRUCTOR 03/29/2022 PG&E 257.42 SERVICE TO 03/02/2022

51,649.54 SERVICE TO 03/07/2022
1,545.45 SERVICE TO 03/08/2022
Check Total: 53,452.41
03/29/2022 PHOENIX GROUP INFO SYS. 225.00 PARKING CITATION PROCESSING - FEB 2022 03/29/2022 PRIME TIME ENTERTAINMENT 5,500.00 ST. PATRICK’S FESTIVAL AUDIO SYSTEM RENTAL 03/29/2022 RACE TO ZERO WASTE 8,175.75 ST. PATRICK’S FESTIVAL WASTE SORTING SVCS 03/29/2022 REGIONAL GOVERNMENT SERVICE S 199.00 HR ADVERTISING SERVICES 03/29/2022 RRM DESIGN GROUP, A CA CORP 1,531.25 LANDSCAPE PLAN CHECK & INSPECTIONS 03/29/2022 RUSHING, KATHLEEN F 375.00 PRESCHOOL CLASS ENTERTAINMENT 03/29/2022 S & J ADVERTISING INC 420.00 ST. PATRICK'S DAY FESTIVAL ADVERTISING 03/29/2022 SELECT IMAGING 735.41 EMPLOYEE RETIREMENT CLOCKS

16.98 NAMEPLATE FOR ASST CITY ATTORNEY

16.98 NAMEPLATE FOR CITY COUNCILMEMBER
Check Total: 769.37
03/29/2022 STANFORD HEALTH -VALLEYCAR E 105.00 EMPLOYEE MEDICAL SERVICES 03/29/2022 TIREHUB, LLC. 483.02 POLICE VEHICLE MAINTENANCE 03/29/2022 TREASURER ALAMEDA COUNTY 3,826,305.26 POLICE SERVICES 08/31/21-12/25/21 03/29/2022 TREASURER ALAMEDA COUNTY 7,954.30 ANIMAL CONTROL FIELD SERVICES Q2

47,763.62 EAST COUNTY ANIMAL SHELTER SVCS Q2
Check Total: 55,717.92
03/29/2022 TREASURER ALAMEDA COUNTY 1,939.50 PARKING CITATIONS COLLECTED - FEB 2022 03/29/2022 TREASURER ALAMEDA COUNTY 9,086.57 FUEL - DEC 2021 03/29/2022 TRI-VALLEY JANITORIAL INC. 2,165.63 EXTRA JANITORIAL SERVICES FEB 2022

2,924.00 JANITORIAL SERVICES-ST. PATRICK'S FESTIVAL
4,168.07 JANITORIAL SUPPLIES FEB 2022

928.13 JANITORIAL SUPPLIES-ST. PATRICK'S FESTIVAL
Check Total: 10,185.83
03/29/2022 U.S. POSTAL SERVI CE 4,502.51 POSTAGE FOR 2022 SUMMER ACTIVITY GUIDE 87 Print Date: 03/31/2022 City of Dublin

Payments Dated 3/1/2022 through 3/31/2022

Date Issued Payee Amount Description

03/29/2022 WESTEK SYSTEMS INC. 1,200.00 AMAG SOFTWARE MAINT & SUPPORT 03/29/2022 YAMAHA GOLF CARTS OF CALIF INC 4,628.30 ST. PATRICK’S FESTIVAL GOLF CARTS RENTAL Payments Issued 3/29/2022 Total: 4,898,171.39

Grand Total for Payments Dated 3/1/2022 through 3/31/2022: 9,257,889.28 Total Number of Payments Issued: 255

88 STAFF REPORT

CITY COUNCIL

Agenda Item 4.7
DATE: April 19, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Resolution Endorsing the Alameda County Home Together 2026 Implementation Plan to Address Homelessness
Prepared by: John Stefanski, Assistant to the City Manager EXECUTIVE SUMMARY:

The City Council will consider adopting a Resolution Endorsing the Alameda County Home Together 2026 Implementation Plan to Address Homelessness. This community-wide plan for Alameda County lays out the goals, strategies, and investments needed to dramatically reduce homelessness by 2026.

STAFF RECOMMENDATION:

Adopt the Resolution Endorsing the Alameda County Home Together 2026 Implementation Plan to Address Homelessness.

FINANCIAL IMPACT:

None.

DESCRIPTION:

Background
In 2021, the Governor signed AB 140, which authorized $1 billion for Fiscal Years 2021-22 and 2022-23 for the Homeless Housing, Assistance, and Prevention (HHAP) Grant Program. Grant funding is available to the 13 largest cities, counties, and Continuum of Care organizations in the State, including both Alameda County and its Continuum of Care agency, EveryOne Home. To receive HHAP funding, applicants must submit a plan which outlines the agency’s goals and objectives in addressing homelessness. To this end, the Alameda County Office of Homeless Care and Coordination and EveryOne Home have prepared the Home Together 2026 Implementation Plan.
89

To assist in the development of the Plan, County staff participated in a technical advisory group of the Alameda County Conference of Mayors who reviewed and provided feedback on the Plan. The County Board of Supervisors and the Alameda County Conference of Mayors met several times to discuss and agree upon a Funding Framework for the Plan. Alameda County has now requested that all cities within the County pass a resolution endorsing the plan to include in their HHAP application to the state.

Discussion
The Plan is a community-wide plan for Alameda County which lays out the goals, strategies, and investments needed to dramatically reduce homelessness by 2026 and reverse racial disparities in homelessness through fully centering equity. The Plan seeks to bolster interagency collaboration and coordination in serving and reducing the County’s homeless populations.

The Plan identifies four core goal areas and system performance measures to guide future investment. The sum of the activities undertaken in the Plan are expected to result in:
 An overall decrease in the number of people who experience homelessness.  A reduction in racial disparities within the homeless population which reduces the overrepresentation of African Americans, Native Americans, multi-racial people, and Native Hawaiian/Pacific Islanders.

The Four Core Goal Areas and Strategic Objectives to address homelessness are:

1. Prevent Homelessness for our Residents.
a. Address racial disparities in mainstream/upstream systems to prevent disproportionate inflow of African Americans into homelessness. b. Focus resources for homelessness prevention on people most likely to lose their homes.
c. Rapidly resolve episodes of homelessness through Housing Problem Solving. d. Prevent racially disproportionate returns to homelessness.

2. Connect People to Shelter and Needed Resources.
a. Provide neighborhood-based access where people are most likely to lose housing.
b. Lower programmatic barriers to crisis services such as prevention, problem solving, and shelter.
c. Prevent discharge from mainstream systems to homelessness. d. Significantly increase the availability of shelter, especially non-congregate models, to serve adults and families with children and to reduce unsheltered homelessness.
e. Provide accessible behavioral services to people with serious mental illness or substance abuse needs and who are unsheltered, in shelter, or in supportive housing programs.

3. Increase Housing Solutions.
90

a. Add units and subsidies for permanent supportive housing. b. Create units for frail seniors and others with more intensive health services. c. Create dedicated affordable housing subsidies for people who do not need intensive services.
d. Create shallow subsidies for those who need more limited assistance. e. Add new slots of rapid housing for those who can take over the full rent given time.
f. Ensure new housing funding is distributed according to need. The numbers of people and the significant subpopulations in each region are different. As much as possible, housing resources should be distributed based on the regional needs.
g. Reduce entry barriers to housing ensure racial equity in referrals and placements.

4. Strengthen Coordination, Communication, and Capacity. a. Use data to improve outcomes and track racial equity impacts. b. Improve messaging and information availability.
c. Build infrastructure to support new and expanded programs.

This Plan may also serve as a future framework for Dublin and the Tri-Valley Cities of Livermore and Pleasanton to jointly develop a local plan which specifically addresses the needs of the region as a whole.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Resolution Endorsing the Alameda County Home Together 2026 Plan to Address Homelessness
2) Exhibit A to the Resolution – Draft Home Together 2026 Plan 91 Attachment I
Reso. No. XX-22, Item X.X, Adopted XX/XX/2022 Page 1 of 2 RESOLUTION NO. XX – 22

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

ENDORSING THE ALAMEDA COUNTY
HOME TOGETHER 2026 IMPLEMENTATION PLAN

TO ADDRESS HOMELESSNESS
WHEREAS, the Home Together 2026 Implementation Plan (Home Together 2026) is a community-wide plan for Alameda County which lays out the goals, strategies, and investments needed to dramatically reduce homelessness by 2026 and reverse racial disparities in homelessness through fully centering equity; and
WHEREAS, on any given night over 8,000 people experience homelessness in Alameda County, a number that grows to approximately 15,000 people over the course of a year; and WHEREAS, more than 90% of the households in Alameda County are adults without children, including nearly 10% who are between the ages of 18 and 24; and WHEREAS, dramatic racial disparities exist in Alameda County as in the nation as a whole, and the homeless population does not reflect the demographics of the county; and WHEREAS, in Alameda County, African Americans experience homelessness at more than four times their representation in the population (47% vs.11%); and WHEREAS, in Alameda County, Native Americans, multiracial people and Hawaiian Native/Pacific Islanders are all vastly overrepresented in homelessness, among those newly homeless and in the rates at which they return to homelessness even after getting into housing; and
WHEREAS, Home Together 2026 builds and is informed by existing local and regional plans, including the 2020 Centering Racial Equity in Homeless System Design report (CRE), All Home Regional Action Plan, and Plan Bay Area 2050; and
WHEREAS, Home Together 2026 is also responsive to requirements laid out in the California Comeback Plan which are necessary in order to receive critical State housing and health funding; and
WHEREAS, the homeless system modeling conducted in 2019-20 and updated in 2021 points to significant gaps in the current system in terms of both housing resources and program types; and
WHEREAS, only an estimated 36% of those experiencing homelessness can be supported by the current system’s resources or are able to find housing or leave homelessness on their own; and
WHEREAS, without significant effort and investment including prevention, shelter expansion, increasing housing solutions, and strengthening the system’s overall capacity, homelessness in Alameda County will continue to grow; and 92 Reso. No. XX-22, Item X.X, Adopted XX/XX/22 Page 2 of 2 WHEREAS, the total estimated cost of needed investments over the coming five years to fully meet the need is $2.5 billion, including approximately $430 million for additional shelter, $1.68 billion for permanent housing such as dedicated affordable housing and permanent supportive housing, and $388 million for prevention, rapid rehousing, and shallow subsidies; and WHEREAS, additional funding will be needed for the one-time development costs for new buildings; and
WHEREAS, to achieve the needed expansion level will take a significant investment of new resources; and
WHEREAS, there are anticipated increases in Federal and in State resources dedicated to expanding affordable housing and ending homelessness; and WHEREAS, there is still a significant gap that will need to be filled locally; and WHEREAS, in order to receive future funding made available through the County, cities must endorse the Home Together 2026 plan.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin hereby endorses the Home Together 2026 Implementation Plan, attached hereto as Exhibit A PASSED, APPROVED AND ADOPTED this 19th day of April 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
93 Home Together 2026
DRAFT Implementation Plan

A 5-year Implementation Framework to Dramatically Reduce Homelessness, Centering Racial Equity in Alameda County

Table of Contents
EXECUTIVE SUMMARY .................................................................................................................................. i

1. Background and Introduction .............................................................................................................. 1

2. Population Description ........................................................................................................................ 2 Racial Disparities in the Homeless Population ........................................................................................ 3 Special Populations .................................................................................................................................. 4 Transition Age Youth ........................................................................................................................... 4 Veterans ............................................................................................................................................... 5 Older Adults ......................................................................................................................................... 5 People Impacted by Intimate Partner Violence (IPV) .......................................................................... 6 People with Mental Health Needs ....................................................................................................... 6 People Impacted by Criminal Justice System Involvement ................................................................. 7

3. Needs Assessment and Housing Pathways .......................................................................................... 7 Additional Needs and Resources for Special Populations ....................................................................... 9 Transition Age Youth ........................................................................................................................... 9 Veterans ............................................................................................................................................. 11 Older Adults ....................................................................................................................................... 11 People Impacted by Intimate Partner Violence................................................................................. 12 People with Mental Health Needs ..................................................................................................... 12 People Impacted by Criminal Justice System Involvement ............................................................... 13

4. Modeling Results and Investments.................................................................................................... 14 Additions to Housing Inventory ............................................................................................................. 16 Additions to Shelter Inventory .............................................................................................................. 17 New Investment Needed ....................................................................................................................... 17

5. Four Core Goal Areas and System Performance Measures ............................................................... 18 1) Prevent Homelessness for our Residents ...................................................................................... 18 Corresponding System Performance Measures ............................................................................ 21 2) Connect People to Shelter and Needed Resources ....................................................................... 21 94 Corresponding System Performance Measures ............................................................................ 23 3) Increase Housing ............................................................................................................................ 23 Corresponding System Performance Measures ............................................................................ 24 4) Strengthen Coordination, Communication and Capacity .............................................................. 24 Corresponding Performance Measures ......................................................................................... 25

7. Resources, Gaps and Allocation Plan ................................................................................................. 26

8. Tracking and Monitoring ................................................................................................................... 27

9. Conclusion.......................................................................................................................................... 28 APPENDICES ............................................................................................................................................... 30 A. Glossary of Terms .......................................................................................................................... 30 B. Summary Table of System Performance Measures - In Process ................................................... 30 C. Summary Table of Numeric Inventory Goals by Year - In Process ................................................. 30 D. Detail on County Allocation Plan - In Process ................................................................................ 30 E. System Model Methodology - In Process ...................................................................................... 30 F. Contributors - In Process ................................................................................................................ 30

95 i

EXECUTIVE SUMMARY

This Home Together 2026 Implementation Plan (the Plan) is a community-wide plan for Alameda County which lays out the goals, strategies and investments needed to dramatically reduce homelessness by 2026 and reverse racial disparities in homelessness through fully centering equity.

The Plan’s overarching goals and time frame align with Alameda County’s Vision 2026 which holds as one of its primary objectives to “ensure the availability of diverse and affordable housing for all residents with the goal of eliminating homelessness in Alameda County.”

Home Together 2026 builds upon many sources and efforts, particularly the 2020 Centering Racial
Equity in Homeless System Design report (CRE) prepared by community partners and informed by system modeling and extensive interviews and focus groups with persons of color who have experienced homelessness. The CRE process modeled what an optimal system to respond to all homelessness and reduce racial disparities would look like and what gaps need to be filled. Home Together 2026 is also responsive to requirements laid out in the California Comeback Plan to draw down key State housing and health funding. It is informed by and consistent with other local and regional efforts, including the
All Home Regional Action Plan, Plan Bay Area 2050 and local City plans to address homelessness. Companion County and City specific implementation plans that align with the Home Together Community Plan speak to the specific roles of local jurisdictions in co-leading efforts to address homelessness, and the key roles of county agencies, community partners and specific resources.

On any given night over 8,000 people experience homelessness in Alameda County, a number that grows to approximately 15,000 people over the course of a year. More than 90% of homeless households in Alameda County are adults without minor children, including nearly 10% who are between the ages of 18 and 24.

The homeless population does not reflect the demographics of the county. Dramatic racial disparities exist in Alameda County as in the nation as a whole, in which African Americans experience homelessness at more than four times their representation in the population (47% vs. 11%) and Native Americans, multiracial people and Hawaiian Native/Pacific Islanders are all vastly overrepresented in homelessness, among those newly homeless and in the rates at which they return to homelessness even after getting into housing. These disparities call out the need to invest both more and differently in creating program models and pathways that meet the needs of those overrepresented. Special populations such as transition age youth, Veterans, seniors, survivors of intimate partner violence, people with mental health needs and people who have had involvement with the criminal justice system have additional risks and vulnerabilities leading to homelessness and require responses to their needs and plans for targeted resources to address them.

A systemwide needs analysis conducted in 2019-20 and updated in 2021 points to significant gaps in the current system in the type and availability of housing resources. Today, only an estimated 36% of those in need can be supported by local resources or are able to find housing or leave homelessness on their own. Each year, thousands of people remain homeless and each year new people who become homeless join them. Without significant effort and investment, homelessness will continue to grow.

96 ii

Importantly, focus groups and research on racial equity strategies informed the modeling and the proposed pathways to ensure the deep disparities in our system are addressed through new investments at every level. These investments include creating extensive new program models and pathways out of homelessness, using affordable housing dedicated for people experiencing homelessness, PSH for people who need more supports, targeted behavioral health services, improved and expanded homelessness prevention, transitional housing for youth and shallow and flexible rental assistance to fill gaps for people with limited incomes in addition to expanding current program models such as Rapid Rehousing and Permanent Supportive Housing (PSH)..

The 2021 planning update explored different scenarios related to levels of anticipated new homelessness and of investment to determine the gaps in the current system and what it will take to fill them. The community selected to sponsor a scenario approach that seeks to reduce new entries to homelessness by preventing it when possible, and to create a more robust response system with enough resources at the end of five years to provide a housing exit to every person who does become homeless.

Building a system where people are rehoused quickly

Figure 1. Impact of Increased Investment on Homeless System Outcomes

Source: CA-502 System Model, Abt Associates, 1/20/2022

Overall, more than 24,000 additional housing exits are needed over five years to reach a point at which the numbers of people who become homeless in a year and the numbers who leave homelessness in that time are in balance. These 24,000 interventions include everything from short-term prevention to permanent subsidies and housing with services, depending on the needs of the households.

In addition to the significant need for housing, because of the high rate of unsheltered homelessness (an estimated 79% people experiencing homelessness in Alameda County are unsheltered) the Plan includes a significant increase in shelter in the first two years, followed by a slow decline in shelter as more housing resources become available and less shelter is needed. Some of the planned added shelter will be able to be converted to much needed housing in later years, as has been demonstrated by successful Project Roomkey to Project Homekey transitions, creating permanent housing by 0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)
Annual HH in the System
HHs served in pathways to housing
Unmet need
97 iii

renovating hotels used as shelters during the pandemic. By Year 5 the amount of shelter needed on an ongoing basis is expected to be slightly less than what is available today if all housing resources are in place

The total cost of increasing the shelter and housing inventory over the coming five years to fully meet the need would be $2.5 billion. This includes roughly $430 million for additional shelter, $1.68 billion for permanent housing such as dedicated affordable housing and permanent supportive housing, and $388 million for prevention, rapid rehousing and shallow (more limited) subsidies within the homelessness response system. This does not include the one-time development costs for new buildings, but covers operations and services, and subsidies to help people rent existing housing.

Similar to their proportion of the homeless population, the new investments are roughly 10% ($194 million) for inventory and resources for households with minor children, and 90% ($2.3 billion) for the inventory and resources to serve adult only households, including transition age youth.

To reach these goals while decreasing racial disparities, the Home Together Plan recommends specific action steps in four categories:
1) Prevent Homelessness for our Residents
a. Address racial disparities in mainstream/upstream systems to prevent disproportionate inflow of African Americans into homelessness
b. Focus resources for prevention on people most likely to lose their homes c. Rapidly resolve episodes of homelessness through Housing Problem Solving d. Prevent racially disproportionate returns to homelessness 2) Connect People to Shelter and Needed Resources
a. Provide neighborhood-based access where people are most likely to lose housing b. Lower programmatic barriers to crisis services such as prevention, problem solving, and shelter c. Prevent discharge from mainstream systems to homelessness d. Significantly increase the availability of shelter, especially non-congregate models, to serve vulnerable adults and families with children and to reduce unsheltered homelessness. e. Provide accessible behavioral health services to people with serious mental illness or substance use needs and who are unsheltered, in shelter, or in supportive housing programs. 3) Increase Housing Solutions
a. Add units and subsidies for permanent supportive housing b. Create units with more intensive health services for seniors and medically fragile residents c. Create dedicated affordable housing subsidies for people who do not need intensive services d. Create shallow subsidies for those who need more limited assistance e. Add new slots of rapid rehousing for those who can take over their full rent given time f. Ensure new housing funding is distributed according to need g. Reduce entry barriers to housing and ensure racial equity in referrals and placements 4) Strengthen Coordination, Communication and Capacity
a. Use data to improve outcomes and track racial equity impacts b.  Improve messaging and information availability
c. Build infrastructure to support new and expanded programs 98 iv

Taken together, the significant increase in investment and the creation of new models and pathways out of homelessness will lead to decreases in new homelessness, improved racial equity in outcomes, shorter time being homeless, and a reduced rate at which people return to homelessness. Specific measurable targets for reducing homelessness altogether, and for achieving greater equity in results, are included in the plan.

The community of Alameda County adopts this plan and vision at a time when the future is uncertain.

New resources, both one-time and ongoing, received in 2021 and anticipated in the future provide the foundation for achieving this plan, but alone are not enough to realize its vision. The response to COVID-19 has shown that the community can pull together and can work at speeds we have not seen before, a strong foundation to build from. However, we face continuing challenges including uncertainties from COVID-19, unpredictable housing markets, future State, Federal and local budgets, and an overtaxed public and non-profit sector with significant capacity needs. All these challenges require continuing the current level of unprecedented collaboration and coordination and building on the progress made to unify the community response and build an aligned response system centered in racial equity.

Home Together 2026 adopts bold, ambitious, and measurable goals for Alameda County, both for reducing homelessness and for achieving greater equity. To bring these new programs and solutions into being will take committing every available dollar in ways that uphold performance and invest in working and desired models. With these commitments and agreements for joint accountability we will, by 2026, be Home, Together.
99 1

1. Background and Introduction
This Home Together Implementation Plan (the Plan) is a community-wide plan for Alameda County which lays out the goals and strategies needed to dramatically reduce homelessness by 2026 and combat racial disparities in homelessness through fully centering equity. The Plan’s overarching goals and time frame align with Alameda County’s Vision 2026 which holds as one of its primary objectives to “ensure the availability of diverse and affordable housing for all residents with the goal of eliminating homelessness in Alameda County.” The Home Together Plan covers a five-year time frame, beginning January 2022 and ending December 2026.

This Plan builds on a variety of processes and planning that has occurred during the last two years, including:
• The racial equity analysis and system modeling process that is detailed in the January 2020 Centering Racial Equity in Homeless System Design (CRE) report • Racial Equity Action Lab (convened by the Bay Area Regional Health Inequities Initiative) which centered lived expertise input and process recommendations on implementing CRE • The Home Together Plan adopted by the Alameda County Board of Supervisors in August of 2020

Home Together 2026 provides a strategic roadmap for implementing the Centering Racial Equity recommendations generated during 2019-2020. This Community-wide Plan includes five-year targets for the creation of significant quantities of new housing and shelter in order to meet the unmet need of all people experiencing homelessness by 2026. A companion Home Together County Action Plan speaks to the specific role of the County in co-leading efforts to address homelessness with cities and community partners, and the key roles of specific county agencies and resources. Cities within Alameda County have participated in the community process for this overarching Community Plan and are encouraged to develop and adopt similar jurisdictional implementation plans to align with the Community plan. CRE and recent strategy sessions to create this plan have been informed by a diverse group of stakeholders.

The initial Centering Racial Equity report, and this Plan, were supported by in-depth needs analysis conducted by national technical assistance provider Abt Associates. The recommendations were informed by an extensive community input process which included participation of system leaders, program participants, service providers and other partners in homelessness response. The process included research using local data and multiple focus groups with people of color who were currently or recently homeless regarding their race-impacted experiences. The CRE report resulted in recommendations for significant system additions but did not include action steps to implement the recommendations.

As the Home Together Community Plan was developed it became clear that some updating to the original needs analysis was necessary. The COVID-19 Pandemic, which began shortly after the CRE modeling was completed, has changed the landscape of resources, and some data used from 2019 was able to be updated with more complete information from the countywide Homeless Management Information System (HMIS). While some updates were made, there was also a strong commitment to maintain the critical assumptions and decisions that were widely discussed in the CRE planning process.

To consider changes and updates to the model, a planning group was jointly convened by County’s Office of Homeless Care and Coordination (OHCC) and EveryOne Home (EOH), the CoC backbone 100

2 organization. The Strategic Planning Implementation Committee met bi-weekly from July 2021 – November 2021 to inform the community plan. The group included city and county staff, people with lived expertise, service providers, nonprofit organizations, advocates, and CoC Leadership Board members.1 Various technical staff also met with Abt Associates to review modeling updates.

The primary changes to the system modeling are:

1. The decision to propose more shelter in addition to permanent housing, to rapidly reduce unsheltered homelessness. This was not addressed in the original modeling but was highly recommended by the Implementation Committee and jurisdictional partners;

2. The decision to model for a decrease in new entries into homelessness by the end of the planning period, with an increased investment in prevention;

3. Updates to length of time spent in shelter to more accurately reflect current conditions and impacts of future investments; and

4. Updates to certain cost assumptions based on current data.

In addition to implementing recommendations from the CRE report and updated system model, this Home Together Plan is responsive to requirements laid out in the California Comeback Plan for community plans to draw down key State housing and health funding. It is also informed by and consistent with other local and regional efforts, including the All Home Regional Action Plan, and Plan Bay Area 2050.

2. Population Description
Alameda County’s most recent Point in Time Count (PIT) which included an unsheltered count was conducted in 2019 and estimated a total of 8,022 persons were experiencing homelessness on a single day.
2 Based on an annualization of the PIT, it is estimated that 15,786 people in 13,135 households experienced homelessness in Alameda County in 2019.3
Homelessness occurs across the County, though it is concentrated most in the north and mid portions.4 More than three-fourths of people experiencing homelessness (78%) report residing in Alameda County before becoming homeless.5
Table 1: Annual Estimates and Geographic Distribution of People and Households Experiencing Homelessness in Alameda County

1 See Appendix X for list of Home Together Contributors, including the Strategic Planning Implementation Committee
2 Alameda County conducts a homeless point in time count (PIT) every two years. Due to COVID -19, the scheduled PIT count for 2021 was postponed to 2022.
3 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. 4 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design.

January 2021. https://everyonehome.org/centering-racial-equity/ 5 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.

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3 Source: Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021.

Adult only households represent one or more adult(s) experiencing homelessness together without minor children. Most such households are a single individual. Adult only households are estimated at 12,005 annually and make up 91% of households that are homeless over a year.

Families with minor children are estimated at 985 annually, representing 7.5% of homelessness households.6 Child-only households (that is minor children who are homeless without any adults) are

1.5% of the county’s homeless population.

Males make up more than 60% of the homeless population. Nearly three-fourths of the homeless population is between the ages of 25-59, though a growing percentage of people experiencing homelessness (14%) are seniors and nearly 10% are between 18 and 24, referred to as transition age youth (TAY).7
Table 2: Gender Table 3: Age
Gender of people experiencing
homelessness
Age of people experiencing
homelessness
Male identifying 61% Under 18 4%
Female identifying 35% 18-24 9%
Transgender 2% 25-59 73%
Non-binary 2% 60 and older 14%
Source: EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.

Racial Disparities in the Homeless Population
While homelessness is widespread in Alameda County, it disproportionately impacts people of color, especially African Americans. The 2019 Homelessness Point in Time Count shows that people of color make up more than 2 out of 3 (69%) people experiencing homelessness in Alameda County.

The groups
most disproportionately affected are people identifying as Black or African American, and American Indian or Alaska Native. Black people account for 47% of the homeless population, compared to 11% of the general population in Alameda County.

Native Americans make up four percent of the homeless

6 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design.

January 2021. https://everyonehome.org/centering-racial-equity/ 7 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019 102

4 population, compared with one percent of county residents. Homelessness also disproportionately affects Native Hawaiians/Pacific Islanders and Multiracial people in Alameda County.8 Figure 2: Racial Distribution of General Population and Homeless Population

Source: Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021.

Households with only adults are even more disproportionately likely to be Black (58%) and Native American (three percent) in comparison with the general population of Alameda County (11% Black, one percent Native American).9
The many specific needs and experiences of people of color experiencing homelessness are described in the CRE report, often in the words of people interviewed. Without addressing the impact of race in our society, homelessness will continue to disproportionately impact African Americans and other people of color. Creating a mix of housing and services in order to reduce these enormous disparities is a major focus of this plan.

Special Populations
Several special populations of people who experience homelessness merit particular attention due to particular vulnerabilities, overrepresentation in the population, and/or specific needs and resources for addressing their needs. These include transition age youth, veterans, people impacted by intimate partner violence and people impacted by the criminal justice system.

Transition Age Youth
Youth ages 18-24 were 9% of the overall population experiencing homelessness in Alameda County in the 2019 PIT count (702 individuals). Unaccompanied children, under age 18, represented less than 1% of the homeless population (29 individuals).10 These numbers represent a point in time and only tally youth who were counted as sheltered in the homeless system or as unsheltered. During the 2019-2020 school year, schools in Alameda County reported 4,445 “homeless students” attended public schools in Alameda County, a number that includes young people under 18 who were doubled

8 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design.

January 2021. https://everyonehome.org/centering-racial-equity/ 9 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome.org/centering-racial-equity/
10 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. 103

5 up or in hotel settings as well as those in shelter or unsheltered situations.11 Youth who experience homelessness in Alameda County are very disproportionately African American, identify as LGBTQ and experience mental health issues at much higher rates than County or State residents.12
Table 4: Characteristics of Alameda County Homeless Youth Characteristic % County Population % Homeless TAY Population African-American 11% (Alameda County Youth) 63%
LGBTQ 10% (Alameda County) 42%
Experiencing mental health
issues
25% (CA) 43%
Source: Alameda County Youth Homelessness Demonstration Program. Application July, 2021.

The 2019 PIT Count shows that 82% of TAY experiencing homelessness in Alameda County are unsheltered.13
Veterans
Historically, Veterans have experienced homelessness at much higher rates than their proportion of the population. Recent resources and efforts have brought down the population of homeless Veterans, however they continue to be a significant part of the population. During the 2019 Homeless PIT Count in Alameda County, 692 veterans were experiencing homelessness, representing 9% of the county’s homeless population. Of those, 690 were single individuals, and seventy-nine percent (79%) of veterans were unsheltered.14
Many U.S. veterans experience conditions that place them at increased risk for homelessness, including higher rates of PTSD, traumatic brain injury, sexual assault, and substance abuse. Veterans experiencing homelessness are more likely to be unsheltered, and often remain unsheltered for extended periods of time.

Older Adults
Data from the 2019 PIT Count found that 14% of Alameda County’s Homeless Population was over the age of 60. Thirteen percent of 2019 PIT Count survey respondents indicated that they were between 50 and 64 years old when they first experienced homelessness, and 3% were over the age of 65. 15 11 Alameda County Youth Homelessness Demonstration Program. Application July, 2021. 12Alameda County Youth Homelessness Demonstration Program. Application July, 2021. 13 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. 14 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. 15 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019.

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6 Recent national research predicts that the number of older adults experiencing homelessness will increase significantly over the next decade.16 This population has unique and often complex needs that require consideration in homeless system design.17

People Impacted by Intimate Partner Violence (IPV)
Histories of domestic violence and partner abuse are prevalent among individuals experiencing homelessness and can be the primary cause of homelessness. Survivors often lack the financial resources required for housing, as their employment history or dependable income may be limited.

For individuals in families with children surveyed in the 2019 PIT Count, the most frequently reported cause of homelessness was family or domestic violence (26%). Six percent (6%) of respondents from the 2019 Homeless PIT Count survey reported currently experiencing domestic violence or abuse.

There was no difference observed between unsheltered and sheltered respondents (6% each).

Domestic violence did vary by gender, as 4% of male respondents reported current experience compared to 10% of females. While there were very few transgender and gender non-conforming respondents, 8% and 3% reported currently experiencing domestic violence, respectively.

Twenty-six percent (26%) of 2019 PIT Count respondents reported a history of ever experiencing physical, emotional, or sexual abuse by a relative or by a person with whom they have lived, such as a spouse, partner, sibling, parent, or roommate. This also varied by gender, with 17% of male, 40% of female, 39% of transgender, and 16% of gender non-conforming respondents experiencing domestic violence in their lifetime.

People with Behavioral Health Needs
According to the 2019 PIT Count, adults with serious mental illness (SMI) comprised nearly one-third (32%) of Alameda County’s homeless population, compared to 29% in 2017 and 18% in 2015. As reflected in the overall homeless population, close to 80% of homeless adults with SMI were unsheltered.

12% of PIT survey respondents cited the primary event or condition that led to their current homelessness as mental health issues and 10% said substance use issues. 21% of survey respondents indicated that mental health services might have helped them retain their housing. Unsheltered veterans frequently cited mental health issues as the primary cause of their homelessness (18%).

An analysis of people experiencing unsheltered homelessness in Alameda County indicates that nearly half (48%) of those contacted by street outreach are vulnerable due to advanced age and/or one or more health or behavioral health conditions including mental health and substance use disorders. 18 Structural racism and racial disparities in homelessness contribute to and exacerbate mental health needs. A wide body of research points to links between racial discrimination and negative effects on

16 “The Emerging Crisis of Aged Homelessness: Could Housing Solutions Be Funded by Avoidance of Excess Shelter, Hospital, and Nursing Home Costs?” (2019) | Culhane et al | University of Pennsylvania. https://aisp.upenn.edu/wp-content/uploads/2019/01/Emerging-Crisis-of-Aged-Homelessness-1.pdf 17 Geriatric Conditions in a Population-Based Sample of Older Homeless Adults (2017) | Kushel et al | The Gerontologist, Volume 57, Issue 4, August 2017, Pages 757–766. https://academic.oup.com/gerontologist/article/57/4/757/2631974 18 Analysis of SHIE and HMIS data for unsheltered persons with a street outreach contact. 105

7 mental health. 19 Additional research also links the adverse impacts of experiencing homelessness such as stress, anxiety, isolation, and sleep loss to worsening mental health problems.20

People Impacted by Criminal Justice System Involvement
Homelessness and incarceration are often correlated. Individuals without stable housing are at greater risk of criminal justice system involvement, particularly those with mental health issues, veterans, and youth. Individuals with past incarceration face significant barriers to exiting homelessness due to stigmatization and policies affecting their ability to gain employment and access housing opportunities.

Research has found that formerly incarcerated people were almost ten times more likely to experience homelessness than the general public.21
Nine percent (9%) of respondents to the 2019 Homeless PIT Count survey reported being on probation at the time of the survey, and 3% reported being on parole.

3. Needs Assessment and Housing Pathways
People experiencing homelessness have a variety of needs but the one commonality among all is the need for a home. The CRE found that Alameda County’s homeless response system does not have the interventions needed to permanently rehouse all people experiencing homelessness, and that reducing disparities and improving outcomes for the racial and ethnic groups most impacted by homelessness will require adding new types of programs to the homeless response system, increasing all programs’ availability, and improving program design and delivery. Opportunities identified to increase racial equity in the homeless response system include:
22 • Increasing the availability of homeless housing and subsidy models for people with extremely low incomes and a range of service needs;
• Creating a variety of more flexible resources including homelessness prevention and rapid resolution resources and target these resources to those who can resolve their homelessness without indefinite supports;
• Increasing access to housing and other programs by lowering entry and participation barriers that unnecessarily impact privacy or independence, and ensuring resources are spread throughout the county; and
• Communicate clearly about available resources, eligibility criteria and the process for accessing resources.

The process to inform the CRE identified a set of pathways that would be available in an optimal homeless system to allow every person to exit homelessness, recognizing different levels of need – from those who can self-resolve to those who will need ongoing subsidies and services. The pathways envisioned for adults and for families are similar but somewhat different, based on the generally lower

19 American Public Health Association. Structural Racism is a Public Health Crisis. APHA Policy Statement. October 24, 2020. https://www.apha.org/policies-and-advocacy/public-health-policy-statements/policy-database/2021/01/13/structural-racism- is-a-public-health-crisis
20 Mental health problems are often a consequence—not a cause—of homelessness. KALW San Francisco. Published December 7, 2016. https://www.kalw.org/show/crosscurrents/2016-12-07/mental-health-problems-are-often-a- consequence-not-a-cause-of-homelessness#stream/0
21 EveryOne Counts! Alameda County Homeless Count & Survey. Applied Survey Research (ASR). 2019. 22 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021.

P.26-28. https://everyonehome.org/centering-racial-equity/ 106

8 vulnerability but greater economic needs of families. These pathways are designed to respond to the root causes of homelessness and barriers to housing stability. These resource pathways must be available in a high-performing homeless response system to end homelessness for Black and Native American adults, who encounter the greatest barriers to housing and disproportionately return to homelessness.23

In order to better define the Dedicated Affordable resource described in the CRE report, a working group began meeting in March 2021 and met four times between March and June. Dedicated Affordable is identified in the CRE as “a form of deeply subsidized housing for homeless people that does not require a disability to qualify.”

System modeling “anticipates that 28% of households with only adults and 30% of households with minor children could end their homelessness with a deep housing subsidy and limited support services.”24 Focus group participants preferred Dedicated Affordable “to other housing interventions because it allowed them to pay rent and live independently from what was interpreted as required services.” Given the newness of this resource and the very large need for it, the group did not recommend being so specific that someone must fit a very particular definition to get help.

Table 5: Housing Pathways in an Optimal Homeless System – Adult Only Households Pathway Intended Group Optimal %
Served
Self-resolvers People who only briefly touch the
system and then exit
10%
Homeless Prevention/Rapid Resolution -
Short term
People w/ jobs who need short-term
assistance
10%
Homeless Prevention /Rapid Resolution -
Long-term subsidy
People w/ jobs who need subsidy to
afford rent; Young Adults (YA)
10%
Transitional Housing for Youth w/ Shallow
Subsidy
Young adults (18-24) who need support
and subsidy
2%
Rapid Re-Housing - Temporary Subsidy People who can increase income to afford rent; Young Adults
13%
Rapid Re-Housing w/ Permanent Supportive
Housing backstop (service needs)
People in RRH who need services in PSH;
Young Adults
1%
Rapid Re-Housing w/ Shallow Subsidy
backstop (economic needs)
People in RRH who can't sustain on their
own
1%
Dedicated Affordable Housing w/Emergency
Shelter
Zero income & ELI people who can't
increase income; Seniors
10%
Dedicated Affordable Housing unsheltered Zero income & ELI people who can't increase income; Seniors
18%
Permanent Supportive Housing People with disabilities who need services
15%
Permanent Supportive Housing for Seniors
and others w/ higher needs
People who need help with daily living
skills, more support
10%
Source: CA-502 System Model, Abt Associates, 1/20/2022

23 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome.org/centering-racial-equity/
24 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome.org/centering-racial-equity/

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9 Pathways for families with minor children were designed in the REIA process to be responsive to the root causes of homelessness and barriers to housing stability - particularly for the Black and Native American households over-represented in the homeless population. These resource pathways represent the community’s best thinking about the resources needed to produce greater equity in a high functioning homeless response system. The table below shows the percent of homeless households with minor children in each resource pathway in an optimal homeless system.25

Table 6: Housing Pathways in an Optimal Homeless System – Households with Minor Children Pathway Intended Group Optimal
% Served
Self-resolvers People who briefly touch the system and then exit 10% Homeless Prevention/Rapid Resolution People w/ jobs who need short-term assistance 10% Rehousing with Shallow Subsidy People in RRH who need services; Young adults 40% Rehousing with Dedicated Affordable People in RRH who can't sustain on their own 20% Dedicated Affordable Housing w/ Services Zero & ELI people who can't increase income 10% Permanent Supportive Housing People with disabilities who need services 10% Source: CA-502 System Model, Abt Associates, 1/20/2022

During the 2021 System Modeling update, additional shelter was added to model how unsheltered homelessness could be reduced in a shorter time frame while scaling up the permanent housing in the system. This temporary “surge” in shelter would temporarily result in some only-adult households receiving shelter and services without an identified housing resource connected to that stay. The system was modeled to show what would be needed by year 5 (2026) to eliminate this “shelter only” pathway – along with any unmet need in our homeless system, and ensure that housing exit resources are available for all households in the homeless system.

Additional Needs and Resources for Special Populations
The housing pathways and resources described above are intended to meet the needs of all of Alameda County’s homeless populations. Some paths are specifically targeted to certain subpopulations such as permanent supportive housing for seniors, which recognizes additional health and care needs of older people, and transitional housing for young adults which recognizes their transitional period of life.

Needs assessments conducted for each of these populations point to certain additional needs that the strategies of this plan seek to encompass within the overall framework of inventory growth to meet the need.

Transition Age Youth
Transition Age Youth (TAY) is an important subpopulation with particular needs due to their stage in development and includes youth who have been impacted by homelessness and interactions with the foster care system, the juvenile justice system, or both. Some shelter and housing inventory is set aside

25 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design.

January 2021. https://everyonehome.org/centering-racial-equity/ 108

10 to meet young people’s unique needs and Alameda County’s System Model for households with only adults includes specific pathways for TAY.26
Youth experiencing homelessness in Alameda County report a need for greater access to all resources, increased supports to maneuver through, and transition from program to program within the homelessness response system, and increased youth development trainings for providers. Youth and providers have indicated that the homelessness system should be improved to be more welcoming to youth, that stronger housing and employment connections for youth are needed so that youth can find and sustain housing, and that increased access to youth dedicated permanent housing and long-term subsidies would significantly build capacity to serve youth.

In work done to identify specific needs of youth for the Youth Homelessness Demonstration program (YHDP) application, the following issues were identified as contributing to youth homelessness:27 • Lack of affordable housing
• Lack of supports and resources to successfully transition out of institutional systems such as foster care and the juvenile justice system into permanent housing • Stigma, trauma and marginalization that creates barriers to accessing resources and maintaining housing
• Risk of return to homelessness from time-limited programs, especially for African-American and parenting youth
• Close to 50% of youth experiencing homelessness report struggling with symptoms related to PTSD or other mental health issues making it difficult for them to navigate the homelessness system and maintain their current housing
• Many LGBTQ youth report leaving homes and communities that felt unsafe due to their gender identity or sexual orientation
• High risk for commercial and sexual exploitation
• Unaccompanied Immigrant Youth face particular challenges. Since 2014, 4,000+ UIY have been apprehended at the border and released to sponsors in Alameda County, many of whom do not remain in their initial placements
• Racial disparities are even higher in the homeless youth population than in the total population of people experiencing homelessness
In September 2021, the U.S. Department of Housing and Urban Development (HUD) awarded Alameda County CoC a $6.5 million Youth Homelessness Demonstration Program (YHDP) grant. The funding will be used to create an in-depth plan to meet the needs of youth at-risk of or experiencing homelessness and to work towards ending youth homelessness in the community. Additional resources already available in the county for TAY include the THP Plus28 program and dedicated Continuum of Care grants. The State of California requires that communities set-aside at least 8-10% (in different funding

26 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome.org/centering-racial-equity/

27 Alameda County Youth Homelessness Demonstration Program. Application July, 2021. 28 Transitional Housing Program for young adults who exited foster care (including those supervised by Probation) on or after their 18th birthday and are not yet 24 years of age.
109

11 rounds) of their Homeless, Housing Assistance Program (HHAP) funds for the needs of Transition Age Youth. Alameda County and the CoC have used initial HHAP funding on increasing system access, additional interim housing, and services paired with housing subsidies dedicated to TAY.

Veterans
Veterans experience additional needs and challenges based on their Veteran status and, for many, their experiences in the military leading to challenges such as Post-Traumatic Stress Disorder (PTSD). In the 2019 PIT Count survey, unsheltered veterans most frequently cited mental health issues as the primary cause of their homelessness (18%), while sheltered veterans most frequently cited a rent increase (13%). Unsheltered veterans attributed their homelessness to job loss at nearly twice the rate as sheltered veterans (15% and 8% respectively).

The U.S. Department of Veterans Affairs (VA) provides a broad range of benefits and services to Veterans of the U.S. Armed Forces. These benefits may involve different forms of financial assistance, including monthly cash payments to disabled veterans, health care, education, and housing benefits.

Assistance to obtain these resources is critical, and not all Veterans qualify.

In addition to these supports, the VA and HUD partner to provide targeted housing and support services to veterans currently experiencing homelessness or at risk of experiencing homelessness.

These include the VASH (Veterans Affairs Supportive Housing) and SSVF (Supportive Services for Veteran Families) programs which provide permanent subsidies with services, and transitional subsidies, shallow subsidies and prevention support to veterans and their families. These resources provide a critical piece of the homeless response system for most veterans, though some must still rely on general population resources as they are precluded from accessing VA supports based on discharge status and length of service.

Older Adults
As mentioned above, older adults are a significant and growing part of the population experiencing homelessness in Alameda County and around the country. Geriatric conditions are common among older adults experiencing homelessness, and their health and risk of adverse impacts are comparable to housed adults who are 20 years older.29 Services and housing that address geriatric conditions are needed for older homeless adults.

Recognizing that older adults often have additional and specific service needs, Permanent Supportive Housing (PSH) for Seniors is included as a future inventory need for the homeless system as a more service-intensive version of PSH for formerly homeless adults who can no longer live independently.

Stakeholders in the CRE process determined that our ideal homeless system should include enough inventory to serve 10% of adult-only households with PSH for Seniors. 30 In addition, the model
recognizes that many older adults live on fixed incomes which are often low and stagnant compared to housing costs. Dedicated affordable housing for older adults can ensure that many formerly homeless seniors will be able to live independently on their fixed incomes. The System Model includes pathways for Seniors to access Dedicated Affordable Housing from both sheltered and unsheltered homeless living situations.

29 Geriatric Conditions in a Population-Based Sample of Older Homeless Adults (2017) | Kushel et al | The Gerontologist, Volume 57, Issue 4, August 2017, Pages 757–766. https://academic.oup.com/gerontologist/article/57/4/757/2631974 30 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome.org/centering-racial-equity/

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12 People Impacted by Intimate Partner Violence
Persons fleeing or impacted by Intimate partner violence have similar needs to others experiencing homelessness for housing and services but have other challenges and needs that make their engagement with the homeless response system even more challenging.

Most victims of IPV don’t have access to unmonitored technology, making seeking help and client follow-ups difficult.

The COVID 19 pandemic has impacted IPV providers and programs significantly and the population fleeing violence that they serve.
• Crisis hotlines have seen a 30-70% increase in calls
31 • Some providers are reporting increases of up to 150% in requests for mental health services (from 44,000 to 109,000)
• Women have been disproportionately impacted by COVID-19 induced unemployment and by challenges of school closures and lack of childcare
• To address health concerns and follow COVID-19 protocols, shelter capacity including in Domestic Violence shelters has been decreased and has left some providers to serve between 30-50% fewer clients
These impacts have made access to the kind of support survivors need, including temporary crisis assistance, affordable housing and permanent supportive housing even more difficult. The Alameda County Health Care Services Agency (Alameda County Office of Homeless Care and Coordination), Building Futures, Family Violence Law Center, and Eden I&R 211 have created a program design to establish a parallel and connected Coordinated Entry System for survivors of domestic violence, sexual assault, and human trafficking in Alameda County so they can better access needed support services, health care, and housing resources to begin to live a life free from abuse and homelessness.

Resources for programs that meet the needs of survivors include dedicated shelters and transitional programs. Since COVID-19, Project Roomkey was created to use hotels to provide non-congregate shelter for people who are homeless and at high risk for complications from the disease. The Marina Village Inn in the City of Alameda provided 51 rooms of temporary shelter for women and children to allow for decompression of DV shelters (to comply with COVID-19 protocols.) These guests, as other Roomkey guests, are now prioritized for permanent housing.

The 2021 HUD-funded Emergency Housing Voucher program, also part of the COVID relief effort, includes partnership with Victim Services Providers and set aside 87 vouchers for survivors of violence, who will also be provided tenancy sustaining support services for clients with disabilities who face challenges to getting and keeping housing, including coaching for independent living and community integration.

People with Behavioral Health Needs
Significant mental health needs impact nearly one third of the population experiencing homelessness and a much larger number can be expected to have some mental health needs. In the 2019 PIT Count,

31 Family Violence Law Center. Presentation to the Alameda County Boad of Supervisors. ” Gender-Based Violence COVID-19 Coordinated Response. October 25, 2021.
111

13 the most frequently reported health condition among survey respondents was psychiatric or emotional conditions (39%), followed by post-traumatic stress disorder (30%) and drug or alcohol abuse (30%).

California’s Department of Health Care Services (DHCS) recently conducted a needs assessment for behavioral health care services statewide and surveyed consumers and family member on needed housing supports. Many of the comments corresponded closely to the Alameda County CRE report findings. Unmet needs cited as priorities included:
• Additional housing capacity, due to low vacancy rates and lack of affordability • Additional permanent supportive housing options for adults that provide wraparound behavioral health services, such as recovery services and access to supports, such as adult Full- Service Partnerships that provide intensive services and supports and coordinate access to housing, education, and employment for people with severe mental illness • Additional capacity in longer-term adult residential facilities, sober living and recovery residences
• Address barriers to building or siting housing for individuals living with mental health issues and individuals living with SUD, and housing provider unwilling to accept behavioral health clients 32 People Impacted by Criminal Justice System Involvement Focus groups of people with lived expertise of homelessness convened to inform Alameda County’s original Homeless System Model discussed how incarceration impacted their ability to find and keep housing. While incarceration is a barrier to housing and employment for anyone, the well-documented mass incarceration of Black, Latinx, and other people of color means that incarceration is a barrier to housing disproportionately impacting people of color. Focus group participants also highlighted the impact of structural racism in systems such as mass incarceration, and how involvement in these systems makes it difficult to increase income.
33 Currently, the Probation Department receives direct funding for RRH and transitional housing programs for people in reentry.

In May 2020, the Alameda County Board of Supervisors directed the Alameda County Health Care Services Agency/ Behavioral Health Department to develop a plan to reduce the number of incarcerated individuals with behavioral health conditions within the jail. The multi-year plan, estimated to cost $50 million, includes extensive stakeholder engagement, internal County Department research and consultation. One primary area of focus is to strengthen connections between and across sectors to close any gaps and improve post-release service participation. Strategies include expansion of access to urgent care and crisis services, expansion of forensic linkage programs, and development of a TAY full-service partnership. The plan will prioritize the care of “high utilizers” of county behavioral health and county forensic services to ensure that justice involved people are connected to appropriate treatment and facilities, and increase short term, permanent housing and board and care facilities.

32 State of California Department of Health Care Services, Assessing the Continuum of Care for Behavioral Health Services in California Data, Stakeholder Perspectives, and Implications January 10th, 2022
33 Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021. https://everyonehome.org/centering-racial-equity/
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14 4. Modeling Results and Investments
Every year, new people experience homelessness in Alameda County but the homelessness response system does not currently have enough capacity to keep up with this annual inflow. This means that the increasing homeless population includes many people who could not get the assistance they needed to end their homelessness. In 2020 to 2021, we saw that 36% (4,358) of adult only households experiencing homelessness exited homeless services, and that 64% (7,647) remained. For households with minor children, 33% (321) of households exited the system in 2020-2021, while 67% (664) households remained.

The system modeling used the information about current outcomes and the suggested pathways designed by the Racial Equity Analysis/ CRE process make estimates of the programs and inventory needed to achieve an optimal homeless system that has the capacity to serve all of the existing need within 5 years. The update used this information to explore three potential scenarios:

1. Scenario 1 Steady Continued Increases in the Annual Number of People Experiencing Homelessness: Growth at the same level as the four years prior to 2019 PIT Count (on average 20% per year). To meet the needs takes a very significantly increased response.

2. Scenario 2 Dramatic Increase in the Number of People Experiencing Homelessness: New homelessness grows at an unprecedented rate in year one of the model (2022) due to the impacts of COVID and as eviction moratoria are lifted, and then rates of inflow into homelessness continue as predicted in Scenario 1. Meeting this need takes an extraordinary level of response that is not likely to be achievable.

3. Scenario 3 Gradual Decrease in the Number of People Experiencing Homelessness: New homelessness experiences a similar increase to the past several years in year 1 (2022) (a 20% increase), and then begins to decrease to a 10% increase in year 2 (2023) and continues to decrease by -10% in years 4 (2025) and 5 (2026), achieving a net decrease by year 5. Meeting this need takes a significantly increased response including a focus on prevention, though the total resources needed are not as large as the other two scenarios.

The System Modeling for this plan focuses on Scenario 3, as this scenario a reflects the community’s desire to increase prevention and address homelessness before it starts whenever possible to reduce the rate of new homelessness. If new homelessness increases beyond the modeling predictions, the gap between what our existing system is able to offer and what is needed to serve all homeless households in our system will be greater, and more costly to fill.

Homelessness continues to grow unless we invest in prevention and housing Figure 3 below demonstrates that even with Scenario 3 (a projected decrease in new homelessness over 5 years), our current level of investment will not be enough to operate a system that is able to serve all of the need among households experiencing homelessness and to stop homelessness from growing (red line below). However, with a significant increase in investment into the homeless system (green line below), by year 5 (2026) our system is able to serve all of the need among homeless households (leaving 0% unmet need). 113

15 Figure 3. Impact of Investment level on trends in homelessness

Source: CA-502 System Model, Abt Associates, 1/20/2022
Increased investments result in people finding housing quickly, not remaining homeless With the required increase in investment and a small decrease in inflow, in 5 years (by 2026) the total number of households served in Alameda County’s homeless system annually decreases by over 3,800 from 2021. In this scenario there is capacity to serve and assist 9,200 households into permanent housing by the homeless response system in year 5. This brings the unmet need in the homeless system to 0. Having no unmet need does not mean that new people do not become homeless but rather that for every new household that experiences homelessness there is a resource path to get them out of homelessness and into housing within an average of 90 days.

Figure 4: Impact of Increased Investment on Homeless System Outcomes

Source: CA-502 System Model, Abt Associates, 1/20/2022

0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
Year 0
(2021)
Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)

1.a Current trajectory, current response

3.a Prevent new homelessness, current housing response

3.b Prevent new homelessness, increase housing
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)
Annual HH in the System
HHs served in pathways to housing
Unmet need
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16 Table 7. Impact of Investments on Homeless System Over 5 Years 5-Year Investment Impact Dashboard, All Homeless Households (Adult Only + Households with Minor Children) Scenario 3 / Increased Investment

Year 0
(2021)
Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)
New Homeless 4,000 4,800 5,300 5,300 4,700 4,300
Annual HH in the
System 13,000 14,000 14,700 14,400 12,600 9,200
HHs served in pathways
to housing 4,700 5,600 6,500 7,400 8,310 9,200
Unmet need 8,300 8,400 8,200 7,000 4,200 0
% Unmet need 64% 60% 56% 49% 33% 0%
Source: CA-502 System Model, Abt Associates, 1/20/2022
Additions to Housing Inventory
In order to “right size” and develop a system which will allow us to reduce homelessness, additional housing inventory is needed so that households experiencing homelessness are able to leave homelessness for permanent housing. The table below details the specific inventory growth in different interventions and housing types needed to meet existing and anticipated future need among homeless households.

Table 8. 5-year Homeless System Inventory Needs
5-Year Inventory Needs, All Homeless Households (Adult Only + Households with Minor Children) Scenario 3 / Increased Investment
Numbers below are cumulative, not new additions needed year over year

Baseline
Inventory
(2021)
Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)
HP/Rapid
Resolution
56 140 160 190 260 230
Crisis Response
(ES, TH, SH)
1,785 34 2,760 3,410 3,140 1,810 1,390
TH for Youth 153 100 120 140 200 170
Rapid Re-Housing 535 1,180 1,370 1,560 2,180 1,940
Permanent Housing Resources
PSH 3,215 3,790 4,500 5,290 6,490 7,410
PSH-Seniors 0 520 1,090 1,690 2,530 3,190
Dedicated
Affordable Hsg
0 1,570 3,320 5,240 7,870 10,070
Shallow Subsidy 0 830 1,740 2,750 4,090 5,240
Source: Source: CA-502 System Model, Abt Associates, 1/20/22 The table above also shows that in 2021 (the base year, or Year 0) Alameda County had 3,215 permanent housing units for households experiencing homelessness, and in order to serve all of the current and projected need of homeless households, our system will need an inventory of 25,910 permanent housing units by year 5 (2026) of the implementation plan.

34 Note that a decreased inventory of shelter is reflected here, and in the 2021 System Modeling, to account for shelter decompression that occurred due to COVID-19 regulations. 115

17 Additions to Shelter Inventory
One of the updates that was made to the System Model in 2021 was to temporarily add additional shelter in order to reduce existing unsheltered homelessness. This temporary surge in shelter during the first two years of the Plan while the system’s permanent housing resources are also scaled up.

Figure 5: Impact of Shelter Inventory on Households on Unsheltered Homelessness*

Source: Source: CA-502 System Model, Abt Associates, 1/20/22 *For Adult Only Households

New Investment Needed
The total cost of scaling up both the shelter and housing inventory as well as the additional resource pathways over the coming five years is $2.5 billion. This includes roughly $430 million for additional shelter, $1.68 billion for permanent housing such as dedicated affordable and permanent supportive housing, and $388 million for prevention, rapid rehousing and shallow (more limited) subsidies. It does not include the development costs for new buildings, however includes coverage operations and services, and subsidies to help people rent existing housing.

Similar to their proportion of the homeless population, the investments are roughly 10% ($194 million) for inventory and resources for households with minor children, and 90% ($2.3 billion) for the inventory and resources to serve adult only households, including transition age youth.

Table 9. 5 Year Operations Cost for Homeless System Inventory 5-Year Inventory Costs (operations only, not development) All Homeless Households (Adult Only + Households with Minor Children) Scenario 3 / Increased Investment

Year 1
(2022)
Year 2
(2023)
Year 3
(2024)
Year 4
(2025)
Year 5
(2026)

5-Year Total
Prevention & Rapid
Resolution
$2,502,000 $3,022,000 $3,533,000 $5,055,000 $4,680,000 $18,792,000 Crisis Response
(Shelter/Interim)
$85,667,000 $109,121,000 $103,566,000 $61,480,000 $48,402,000 $408,236,000 Transitional for Youth $3,796,000 $4,549,000 $5,344,000 $7,777,000 $7,107,000 $28,573,000 116

18 Rapid Re-Housing $26,166,000 $31,374,000 $36,824,000 $52,978,000 $48,683,000 $196,025,000 Permanent Supportive $95,786,000 $117,213,000 $142,068,000 $179,312,000 $210,917,000 $745,296,000 Supportive Housing Seniors
& Medically Fragile
$15,630,000 $33,557,000 $53,819,000 $83,004,000 $107,846,000 $293,856,000 Dedicated Affordable $33,099,000 $72,010,000 $116,971,000 $180,761,000 $238,329,000 $641,170,000 Shallow Subsidy $9,050,000 $19,666,000 $31,881,000 $48,613,000 $64,196,000 $173,406,000 Total $271,696,000 $390,512,000 $494,006,000 $618,980,000 $730,160,000 $2,505,354,000 Source: Source: CA-502 System Model, Abt Associates, 1/20/22 Service Needs for People That Remain Unhoused
Although not represented in in the System Modeling, there are many critical services and resources that serve people who are unhoused. These include Coordinated Entry, Street Outreach, housing navigation, landlord liaison programs, among others. It is also important for nonprofit agencies providing these services also have access to capacity building resources to ensure that African American residents and other populations disproportionately impacted by homelessness are effectively and equitably served in Alameda County’s homeless system. These programs contribute to outcomes such as shortening the length of time that households remain homeless, improving health outcomes and behavioral health support, and increasing exits to housing.

5. Four Core Goal Areas and System Performance Measures Drawing from the recommendations to reduce racial disparities in the CRE report, and the need for resources demonstrated by the system model and the feedback of people experiencing homelessness, Home Together 2026 seeks to reduce homelessness and increase equitable housing solutions with four strategics areas of focus. Each area below includes a number of action steps to be taken to promote the goals in keeping with model and overall reduction strategy.

These core goal areas largely correspond to critical system performance measures required by HUD and by the State of California which will be tracked and reported on annually. In addition, the Alameda County community has determined to also measure its impact on rates of unsheltered homelessness and racial disparities in homelessness. Specific targets for reductions and improvements for each of the performance measures below will be set in consultation with the community and with the State of California during FY 21-22.

The sum of the activities undertaken in this Plan are expected to result in 1- An overall decrease in the number of people who experience homelessness 2- A reduction in racial disparities within the homeless population which reduces the overrepresentation of African Americans, Native Americans, Multi-racial people and Native Hawaiian/Pacific Islanders.
1) Prevent Homelessness for our Residents
While many of the people experiencing homelessness in Alameda County have been homeless for long periods of time or have had multiple episodes of homelessness every year people experience homelessness for the first time and seek assistance from the homelessness response system which lacks adequate resources to meet the needs of people already homeless. Data from the 2019 PIT count indicates approximately 31% of the people who are homeless at a point in time have become homeless for the first time.
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19 Racial disparities among newly homeless households are even more extreme than among the homeless population overall, especially for African Americans, Native Americans, Native Hawaiian and Pacific Islanders and multiracial people.

Table 10. Racially disparate rates of new Homelessness
African
Americans
Native
Americans
Multiracial Native HI/Pacific
Islander
Percent of County Population 11% 1% 5% 1%
Percent of newly homeless 58% 5% 6% 2%
Rate of new homelessness 5.3 5 1.2 2
Source: Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021.

Prevention assistance is typically administered outside the homelessness response system covered by social services and community development funding streams. Research shows that while many low- income people experience housing crises that could lead to homelessness, people most likely to become homeless have specific risk factors including extremely low incomes, histories of homelessness, and living in highly impacted neighborhoods.35 To be effective, resources to prevent homelessness must target those with the greatest likelihood of becoming homeless. To reduce new incidents of homelessness, we must direct resources to those closest to becoming homeless without assistance, and to those who have lost housing but can recover it with timely support.

Another contributing factor to continuing homelessness is that some households assisted into permanent housing through the homelessness response system may lose their housing again when program resources run out or circumstances change. Returns to homelessness in Alameda County are higher among African Americans and Native Hawaiian/Pacific Islanders.

Table 11. Disparities in Rates of Return to Homelessness, FFY 2019 System Average African Americans Native Hawaiian/Pacific Islanders
Rate of Return to
Homelessness
18% 21% 23%
Source: Oakland-Berkeley-Alameda County Continuum of Care. Centering Racial Equity in Homeless System Design. January 2021.

Home Together proposes to reduce the rates of return to homelessness by half from 21% in 2022 (Year 1 of the Plan) to 9% in 2026 (Year 5 of the Plan).36 To address racial disparities in new homelessness and returns to homelessness, programs will be targeted and tailored to specific household needs and the county’s providers and administrators will target and track these disparities.

Four activity areas specifically target reductions in new homelessness and returns to homelessness.

35 Center for Evidence-based Solutions to Homelessness. Homelessness Prevention, A Review of the Literature.

January 2019.
36 Source: Adult Only Household Model. CA-502 System Model, Abt Associates. 1/20/22. Note rates are for Adult Only households.
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20 1. Address racial disparities in mainstream/upstream systems to prevent disproportionate inflow of African Americans into homelessness
a. Partner with school districts, social services agencies, child welfare, community health organizations and others to connect people to prevention and economic supports in a timely manner and through trusted sources.
b. Work with law enforcement and criminal justice institutions to create housing planning and homelessness prevention resources.
c. Ensure that workforce services are accessible to and structured to support people whose housing is unstable.

2. Focus resources for homelessness prevention on people most likely to lose their homes a. Work with government and private funders to increase targeted prevention for people most likely to become homeless. Highlight risk factors including extremely low incomes, histories of homelessness, and living in neighborhoods with high rates of poverty and evictions.
b. Tailor outreach and prioritization to reach those at highest risk and coordinate these efforts in all areas of the county.
c. Implement and expand shallow subsidy availability for people with fixed or limited income with housing insecurity. Provide capped rental assistance to relieve rent burden and reduce the risk of becoming homeless.

3. Rapidly resolve episodes of homelessness through Housing Problem Solving a. Add resources to flexible funding pools for Housing Problem Solving, a practice of helping people newly homeless or on the verge of homelessness to identify rapid solutions to their situation with light financial support
b. Offer Problem Solving training and funding throughout system so that providers can quickly assist people when and where they seek help.

4. Prevent racially disproportionate returns to homelessness To reduce disparities based on race, learnings from the CRE process demonstrate that providing ongoing or renewed support to people who have been homeless will improve equitable housing outcomes. Some specific areas highlighted as effective include:
a. Target time-limited Rapid Rehousing resources to serve households with an ability to increase income. Given the high cost of rent in Alameda County, time-limited resources should be matched with people who have a feasible plan to pay market-rate rent or identify a replacement subsidy.
b. Partner with educational, vocational and employment services to ensure that people moving toward employment have strong support in obtaining and maintaining employment. Build connections to educational programs with career pathways, supported employment for people who are formerly homeless, and job placement assistance for people seeking new roles.
c. Establish a flexible funding pool for preventing homelessness, including shallow subsidy option.
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21 Corresponding System Performance Measures
Progress on this goal area will be tracked using two system performance measures and corresponding measures of increased racial equity.
2a. Reduce the number who become homeless for the first time 2b. Reduce the racial disparities among people overrepresented within who becomes homeless for the first time, African Americans, Native Americans, Multi-racial people and Native Hawaiian/Pacific Islanders.
3a. Reduce the number of persons who return to homelessness after exiting homelessness. 3b. Reduce the racial disparities among people overrepresented within who return to homelessness, African Americans, and Native Hawaiian/Pacific Islanders.

2) Connect People to Shelter and Needed Resources
To reduce homelessness and create additional and more rapid pathways to housing, people experiencing homelessness need access to shelter and critical service supports while in crisis and while in the transition to housing. This will require expanding and supporting the network of agencies that serve as entry points for the system and provide housing problem solving and navigation services. It also necessitates reducing the barriers to entry to services for people experiencing homelessness. Additionally, this will involve working closely with mainstream services such as hospitals, jails and foster care to help people in those systems avoid homelessness.

In 2020 and 2021, Alameda County’s system of care significantly expanded access points and undertook improvements to the coordinated entry process which connects people in need to shelter and housing.

Changes were made to increase the availability of Housing Problem Solving services targeting creative housing solutions, allowing Housing Resource Centers (designated access points) to support everyone who is experiencing homelessness who accesses their services. A separate crisis queue and process for shelter and transitional housing resources was established to shorten the time people in need wait for shelter. Greater transparency was also built into the process with access points providing real-time communication to participants about available housing resources, their likelihood of receiving a match, and support with appropriate next steps. Continued oversight and improvement of coordinated entry is a priority for the future and monthly Regional Housing Coordination meetings and Learning Communities are focused on improving coordination of care and increasing collaboration.

While this plan focuses primarily on expanding housing to end homelessness, it also plans for a significant increase in shelter to provide people safe places to be off the street and to connect to the rest of the system’s resources. During the 2019 PIT Count, nearly 80% of the population experiencing homelessness in Alameda County were unsheltered. During the COVID-19 pandemic the community rapidly stood up over 1,000 temporary shelter units in non-congregate settings such as hotels and trailers. People sheltered in these sites were connected to housing at much higher rates than those in traditional (congregate) shelter and unsheltered settings.

An analysis of the unsheltered population using homelessness data and health system data indicates at least 48% of unsheltered people contacted by a street outreach program have one or more vulnerabilities such as advanced age, a health or mental health condition, and/or barriers to housing like eviction history or criminal justice system contacts. Vulnerable unsheltered people in the county are also more likely to be African American than any other race or ethnic group. Shelter resources will be added to the portfolio of resources in the county for vulnerable adults and children, while still 120

22 focusing most resources on housing additions to ensure movement from shelter to housing. It is the goal of the Home Together plan to gradually repurpose non-congregate shelter sites to be used as housing.

Behavioral health services are a critical component of service delivery in all areas of homelessness response. Efforts are being made to increase clinical support available through Street Health, Shelter Health, and other teams as part of Healthcare for the Homeless programs, and in housing planning, and tenancy sustaining services, preventing returns to homelessness. Connections to mental health services are built into pathways to housing in the homeless system through Emergency Shelter, Rapid Re- Housing and Permanent Supportive Housing.

1. Provide neighborhood-based access where people are most likely to lose housing a. Expand resources in neighborhood-based access points, targeting neighborhoods with the highest numbers of people with insecure housing situations. b. Add access point outreach staff to connect people to these services in the field. c. Set up monthly training for 211 operators
d. Develop the capacity for 211 to track and follow up with people seeking resources

2. Lower programmatic barriers to crisis services such as prevention, problem solving and shelter a. Add additional laundry, hygiene, and storage options b. Ensure that emergency shelters reduce unnecessary program requirements c. Improve communication to advertise the availability of these resources d. Provide training systemwide on Diversity, Equity, and Inclusion, Harm Reduction, Housing Strategies, and other foundational topics

3. Prevent discharge from mainstream systems to homelessness a. Increase medical and mental health respite with defined housing; pathways; HCSA estimated need of 250-300 added beds length of stay.
b. Stabilize and expand board and care portfolio through new state funding and land trust to correspond with behavioral health system gaps analysis. c. Implement exit strategy for all homeless criminal justice clients with shelter, housing, and supportive services. Evidence indicates a promising model in low-barrier non-congregate shelter for people exiting criminal justice settings, paired with housing navigation and tenant-based vouchers.
d. Connect transition age youth leaving foster care to youth-dedicated rapid and supportive housing programs through ongoing dedication of resources targeted to youth nearing exit from care.

4. Significantly increase the availability of shelter, especially non-congregate models, to serve vulnerable adults and families with children and to reduce unsheltered homelessness a. Add 1,625 temporary additional shelter beds, especially non-congregate models, to serve vulnerable adults and families with children.
b. Focus resources on a short-term increase in shelter to double the amount of shelter currently available and reduce unsheltered homelessness
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23 c. As new housing comes online, transition non-congregate shelters to permanent housing or remove from system

5. Provide accessible behavioral health services to people with serious mental illness or substance use needs and who are unsheltered, in shelter, or in supportive housing programs.

Corresponding System Performance Measures
Progress on this goal area will be tracked using the above measures related to new and returning homelessness, and these two measures of reductions in unsheltered homelessness. 3a. Reduce the number who are unsheltered at a point in time 3b. Reduce the racial disparities among people overrepresented among those who are unsheltered. 4a. Increase successful placements from street outreach to indoor locations 4b. Monitor for racial disparities placements from street outreach and address any disparities 3) Increase Housing Solutions
The system modeling and interviews with people experiencing homelessness indicate that the single most important step to reduce homelessness dramatically and permanently is to create permanent housing opportunities for people experiencing homelessness throughout the county. Our System Modeling shows that the homelessness response system is starting (in 2021) with an inventory of 3,215 permanent housing units, and that by year 5 (2026), our system will need a total of 25,695permanent housing units and subsidies. (See Table 7 above “5 Year Inventory Needs”) Some permanent housing units will become available each year through unit turnover (at an estimated rate of 8%), and the rest of the need will be for new housing inventory. The total cost of operating permanent housing from year 1 (2022) through year 5 (2026) is estimated to be $1.68 billion. This cost is for operations only and does not reflect additional development costs.

New projects to increase inventory include expansions in exiting models like rapid rehousing and permanent supportive housing as well as significant investment in newer models such as dedicated affordable housing and shallow subsidies that allow people to have housing that allows them independence and autonomy, a strategy recommended to be more effective in reducing racial disparities.

Today’s pipeline of projects show that new projects will increase the inventory by 1,500 in the first two years, but resources must be identified for thousands more units. New one-time resources are anticipated from both the Federal and State governments which will assist with this goal, but ongoing local resources will be needed to meet the ambitious targets that necessary to bend the curve.

1. Add units and subsidies for permanent supportive housing.

2. Create units for frail seniors and others with more intensive health services. a. Provide services funding for PSH and PSH plus through expansions of Medi-Cal and CAL-AIM.

3. Create dedicated affordable housing subsidies for people who do not need intensive services.
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24 a. The CRE report and system model includes adding new capacity to provide affordable housing without time limits for 30% of the adult only households and 28% of family households
b. Add capacity within the system to support new dedicated affordable units including staff for a new flexible subsidy program for providing operation support (Local Operating Subsidy Program) additional Coordinated Entry staffing and lighter and variable supportive services

4. Create shallow subsidies for those who need more limited assistance.

5. Add new slots of rapid rehousing for those who can take over the full rent given time. a. Couple these resources with expansions in employment programs Table X: Number of units and subsidy types needed by 2026 Supportive
Housing Units
Supportive
Housing for
Older/Frail
Dedicated
Affordable
Shallow
Subsidies
Rapid Rehousing
slots
Total units &
subsidy slots
4,195 3,190 10,070 5,240 2,000 24,695

6. Ensure new housing funding is distributed according to need. The numbers of people and the significant subpopulations in each region are different. As much as possible, housing resources should be distributed based on the regional needs.

7. Reduce entry barriers to housing ensure racial equity in referrals and placements Corresponding System Performance Measures
Progress on this goal area will be tracked using two system performance measures and corresponding measures of increased racial equity.
5a. Increase the number of people exiting homelessness into permanent housing 5b. Monitor for any emerging disparities and maintain racial equity within people exiting homelessness into permanent housing.
6a. Reduce the length of time a person experiencing homelessness remains homeless 6b. Monitor for racial disparities in length of time homeless and address disparities 4) Strengthen Coordination, Communication and Capacity
This plan emerges at a time of great uncertainty. While new resources are anticipated, how much will become available when, and what may happen with COVID-19 and other factors which may impact homelessness, are unknown. For this reason, this Plan must be closely tracked and refined over time and its projections will be updated as new resources become available. A community-wide commitment to improve and use the communities HMIS data for tracking and accountability is a central tenet of the Plan.

Improved communication about efforts and impacts are also key to keeping the buy-in of the partners and the confidence of the community. This includes expanding the range of partners to other system of care that overlap with the homelessness response system and ensuring that both housed and unhoused people have access to the best information about current and anticipated resources.

Finally, the network of programs and providers will have to be strengthened and grow to reach the Plan goals. Alameda County benefits from a strong network of nonprofit agencies committed to addressing 123

25 homelessness and delivering services and housing to those in need. But these agencies are stretched to close to capacity, are often under resourced and do not fully represent the communities that experience homelessness. Resources must be targeted to strengthen providers partners ability to recruit and retain staff and to expand access to resources and contracts for organizations that serve, employ and are led by historically marginalized communicates and people of color.

1. Use data to improve outcomes and track racial equity impacts a. Improve HMIS coverage and confidence in HMIS to be the primary method for future data tracking
b. Consider potential to increase frequency of Point in Time Count to annual (currently biennial) so that impacts are seen more quickly
c. Improve tracking on resources and inventory to support ongoing evaluation and reporting d. Regularly review system and program outcomes disaggregated by race e. Work to integrate RBA processes

2.  Improve messaging and information availability
a. Centralize homeless related resource information and provide regular system updates to a wide variety of partners
b. Provide an annual plan update on progress and challenges with proposed modifications to the following year’s action plan
c. Complete a full inventory of current and anticipated resources for all key partners and identify the funding gap and strategies to fill it

3. Build infrastructure to support new and expanded programs a. Develop and strengthen career pathways in housing and service provider organizations b. Support service providers and other nonprofit organizations serving homeless populations to improve their ability to hire and retain staff
c. Expand provider networks to incorporate historically marginalized communities and more organizations serving communities of color, and support increased capacity within these networks
d. Ensure public and community agencies have staffing to meet expanded contracting and capacity needs
e. Ensure behavioral health access and resources are available to smaller provider organizations
Corresponding Performance Measures
There are no State required system performance measures that correspond to this goal area. The community will use the improved data collection process to track progress on all of the other outcomes for this plan. The partners will also track resources and investments to meet the Plan goals and to identify outstanding gap areas.

In addition, community partners will collect data to track the capacity of the system partners and especially to expansion of resources to provider organizations serving historically marginalized communities and communities of color.
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26 7. Resources, Gaps and Allocation Plan
Today, homelessness in Alameda County is addressed through a wide variety of both homeless- targeted and general population resources from Federal, State, local specific and general funds and private sources. In FY 20-21, the estimated Maintenance of Effort (MOE) budget for funds identified and allocated toward the homelessness response system just for the County exceeded $110 million.

This does not include funding that cities invest directly in their own efforts or in nonprofit programs, nor private dollars that nonprofit organizations raise. It is estimated that all together the resources in the homelessness response system annually are closer to $170 million, apart from one-time COVID funds. While this is significant, it is still much lower than the roughly half billion dollars per year needed to meet the Plan targets.

Figure 6. FY 20-21 Homelessness Budget by County Department and Category

Figure 7. FY 19-20 City Homelessness Budgets

To achieve the needed expansion level will take a significant investment of new resources. Some of these are anticipated to come from anticipated increases in Federal and particularly in State resources dedicated to expanding affordable housing and ending homelessness. 48 Coordinated
System*
$7.0
13%
Health &
Supportiv e
Services
$4.8
9%
Outreach
$2.7
5%
Prev ention
$0.8
2%
Shelter &
Housing
$37.9
71%
FY 19-20 City Homelessness Budgets
Emeryville
$0.3
1%
Dublin
$0.1
0% Alameda
$1.1
2%
Oakland
$25.3
48%
Union City
$0.5
1%
Hayward
$3.9
7%
Albany
$0.7
1%
Pleasanton
$0.6
1%
Liv ermore
$0.6
1%
San Leandro
$0.1
0%
Berkeley
$16.2
31%
Fremont
$3.8
7%
($ in millions)
Total Budget: $53.2 million
* Coordinated Sys tem includes
Coordinated Entry for s implification ,
although cros s es categories
Note: Total includes County allocations to Cities
By City By
Category
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27 With resources from a notable budget surplus, the State of California has committed to a one-time investment of more than $12 billion in homelessness and another $10 million in affordable housing.

Alameda County and the City of Oakland both anticipate receiving a significant increase from this in funds for the HHAP, Homekey and new programs such as the Encampment Resolution Funds and Family Homelessness Challenge Grants.

These new funds will build on investments already in the pipeline from the State’s No Place Like Home program and Alameda County’s Measure A1 which contribute to new housing units set to open in the first few years of the Plan.

Due to the advent of COVID-19, a range of onetime funds to provide shelter and housing have also already been put to work. The federal FEMA program, State Project Roomkey and matching local funds opened hundreds of hotel rooms for people impacted by or at risk of COVID and the State’s Project Homekey and federal Emergency Housing Vouchers have helped transition some of these hotels to permanent housing while providing housing vouchers for 900 people. The investment from these programs expanded capacity for more than 1,300 people in permanent housing, just from the initial allocations through 2021.

Altogether, this unprecedented infusion will help to jump start the plan goals for both housing and shelter expansion, but the one-time nature of most the funding and the growing gap in the later years of the plan still leave a significant gap that will need to be filled locally.

In addition to the need for significantly more funding and resources to expand housing and program capacity, resources will need to be distributed throughout the County, aligned to these joint goals and with built-in accountability. In 2021, representatives from cities and county agencies proposed a method for allocating funds that pass through the county, intended for homelessness response.

Because the County is a direct recipient of many funds and has the ability to support efforts throughout the entire geography, Alameda County will coordinate a countywide effort to leverage city and county resources. The cities will play a critical role, both through the provision of local and some dedicated federal and state resources and as overseers of land use planning for shelters and permanent housing.

Together these partners will work to align efforts and stretch both the existing resources and new funding as it emerges.

Project funding through this collaborative allocation plan will be tied to the programs meeting the performance goals outlined in this Plan or that show a plan for targeted capacity for small, emerging and/or BIPOC led (and serving) agencies or new, innovative programs.

Completing a full inventory of current and anticipated resources is a next step to access State funding and to track investments in the Plan. Once completed, the resource tracking will be incorporated as an appendix to this plan and reported on annually. The County and city partners will create action plans with two-year cycles including anticipated investments and timelines for unit and program creation, which will be updated and reported during each two year cycle.

8. Tracking and Monitoring
Close tracking and monitoring of the impacts of the implementation of programs and strategies in the Home Together Plan are critical to achieving reductions in homelessness in Alameda County.

Data for these measures will be consistently disaggregated by race to enable tracking for equity impacts and improvements as well as overall system improvements. 126

28 Data sources used for these estimates include the annual Housing Inventory Count (HIC) and CoC partner inventory pipeline estimates, the Point in Time Count (PIT) and data from the Homeless Management Information System (HMIS), including Coordinated Entry.

While some of the data used for planning came from the PIT count, data from HMIS continues to improve, and will be used as the primary data source for monitoring. The PIT Count provides an additional check on the accuracy of assumptions about Alameda County’s homeless population. Over the next five-years the CoC will also be focused on improving tracking of existing and pipeline housing and shelter inventory and resources, with the goal of having the ability to capture data on new units and resources as they come into the system.

The Homeless System Model will be used as a dynamic tool to continue to evaluate how conditions on the ground match modeling predictions. The CoC Board, through its subcommittees, will have a lead role in overseeing the system modeling, expanding data collection and improving data quality and consistency, evaluating and monitoring data inputs for the model as well as for reporting on local and state requirements.

Updated data measures and system modeling evaluation will be used for internal and policy guidance, to provide services that fit the needs of individuals and families experiencing homelessness, and for communicating to stakeholders. In order to streamline and make data accessible about the homeless system and the impact of the Home Together implementation Plan, public facing dashboards highlighting the system and racial equity measures above will be developed and posted to the EOH and HCSA (OHCC) websites.

9. Conclusion
The Home Together 2026 Plan is the result of bold visioning and commitment across all county stakeholders to look critically at what is happening today and recognize that without significant new investment and effort, homelessness will not decrease and will in fact continue to grow. The human cost of continued widespread homelessness, and the vast racial disparities in who is most impacted, is not acceptable. The situation requires unprecedented coordination, commitment and investment.

To reverse the trend and make dramatic progress on reducing homelessness, Home Together 2026 adopts bold, ambitious, and measurable goals for Alameda County, both for reducing homelessness and for achieving greater racial equity. The Plan builds from results of system modeling and racial equity analysis to lay out new pathways and program models. To bring these new programs and solutions into being will take committing every available dollar from the County and its partners in ways that uphold performance and invest in working and desired models. The Countywide allocation plan envisions alignment between the County, cities and other funders to make these investments possible.

The community adopts this plan and vision at a time when the future is uncertain. New resources, both one time and ongoing, received in 2021 and anticipated in the future provide the foundation for achieving the Plan, but alone are not enough to realize its vision. The response to COVID-19 has shown that the community can pull together and can work at speeds we have not seen before, a strong foundation to build from. However, we face continuing challenges include uncertainties from COVID- 19, unpredictable housing markets and future State, Federal and local budgets, and an overtaxed public and non-profit sector with significant capacity needs.

All of these unique opportunities and challenges require continuing the level of unprecedented collaboration and coordination, building on the progress made since COVID-19 to unify the community 127

29 response and build an aligned response system. With these commitments and agreements for joint accountability we will, by 2026, be Home, Together.
128

30 APPENDICES
A. Glossary of Terms
B. Summary Table of System Performance Measures - In Process C. Summary Table of Numeric Inventory Goals by Year - In Process D. Detail on County Allocation Plan - In Process
E. System Model Methodology - In Process
F. Contributors - In Process

APPENDIX A. Glossary of Terms
Key Terms and Definitions
Adult Only Household: represents one or more adult(s) experiencing homelessness together without minor children.

Continuum of Care (CoC): a regional or local planning body that coordinates housing and services funding for homeless families and individuals.

Coordinated Entry System: Alameda County’s Coordinated Entry System is used to connect residents experiencing homelessness to resources in our county’s homeless system.

Emergency Shelter: Any facility that provides temporary shelter for people experiencing homelessness.

Homeless Management Information System (HMIS): A Homeless Management Information System (HMIS) is a local information technology system used to collect client-level data and data on the provision of housing and services to homeless individuals and families and persons at risk of homelessness.

First time homelessness (or new homelessness): A person or household who has lost housing and become homeless for the first time.

Homeless System Model: A model for the optimal homeless system that effectively and equitably allocates resources and prioritizes investments to end homelessness.

Homeless: People who are residing in emergency shelter, transitional housing, on the street, or in another place not meant for human habitation.

Household with minor children: represents one or more adult(s) experiencing homelessness together with minor children.

Housing Inventory Count (HIC): Required by HUD, the HIC is a point -in-time inventory of all of the dedicated beds and units within a Continuum of Care’s homeless services system, categorized by type of project and population served.

Inflow: the number of people entering the homeless services system each year. Inflo w is not synonymous with the number of people newly experiencing homelessness, as it also captures people with previous episodes of homelessness and homeless people with unmet needs carrying over from the previous year.

129

31 Non-congregate shelter: locations where each individual or household has living space that offers some level of privacy such as hotels, motels, or dormitories.

Housing Navigation: housing navigation involves helping a household that is homeless develop a housing plan, address the barriers identified during the plan, and acquire documentation and complete forms required for housing.

Housing Pathway: The set of programs and resources expected to be used by a household experiencing homelessness in order to be temporarily sheltered and to become permanently housed. The modeling for the Home Together Plan uses assumption about a variety of different housing pathways to determine the resource needs and gaps.

Housing Problem Solving: Housing problem solving is an approach to help homeless households use their strengths, support networks, and community resources to find housing.

Housing Resource Center: Dedicated Housing Resource Centers (also referred to as “Access Points”) are located throughout Alameda County and are locations where people experiencing homelessness can connect with available resources and services.

Older Adults: adults aged 55 and older; also referred to as Seniors.

Permanent Supportive Housing (PSH): Permanent subsidies based on income and services to keep tenants in stable housing.

Point in Time (PIT) Count: An unduplicated one-night estimate of both sheltered and unsheltered homeless populations (to be distinguished from the number of people experiencing homelessness annually).

Project Homekey: Through Project Homekey the state awards funding that allows municipalities to purchase and rehabilitate hotels, motels, vacant apartment buildings and other properties, and convert them into permanent, long-term housing.

Project Roomkey: Established in March 2020 as part of the state response to the COVID-19 pandemic, the purpose of Project Roomkey is to provide non-congregate shelter options for people experiencing homelessness, protect human life, and minimize strain on health care system capacity.

Racial Equity: The systemic fair treatment of people of all races that results in equitable opportunities and outcomes for everyone. All people are able to achieve their full potential in life, regardless of race, ethnicity, or the community in which they live.

Racism: a belief that race is a fundamental determinant of human traits and capacities and that racial differences produce an inherent superiority or inferiority of a particular race; behavior or attitudes that reflect and foster this belief. Racism takes many forms, including:

Rapid Re-Housing (RRH): Time-limited rental subsidy and support services with the intention of the household taking over lease and sustaining on their own.

Sheltered homelessness: A person experiencing homelessness who is living in a supervised publicly or privately operated shelter designated to provide temporary living arrangement.

Results Based Accountability: A framework that uses a data-driven, decision- making process to help communities and organizations identify population level results and monitor their programs' perfor mance in order to determine how to improve their impact on the clients they serve. 130

32 Returns to homelessness : The rate at which people who have been homeless and become rehoused loss that housing and return to the homelessness response system.

Shallow Subsidy: A housing subsidy that is typically less than the amount of a full or deep subsidy such as a Housing Choice Voucher, and which is usually calculated at a flat monthly amount or a specific percent of rent.

Shallow subsidies can be time limited or can be indefinite.

Street Health Outreach: Street Health teams provide access to care that meets the unique needs of people experiencing homelessness through regularly scheduled outreach services offered to unsheltered people living in homeless encampments, vehicles, and RVs. Street Health teams engage people living on the streets with highly accessible, patient-centered care. They strive to build relationships that lead to long -term health through connections to primary care, social services, housing, and other resources.

Structural Racism: A system in which public policies, institutional practices, cultural representations, and other norms work in various, often reinforcing ways to perpetuate racial group inequity.

System Performance Measure: Measures defined by HUD to evaluate and improve homeless assistance programs by understanding how programs are functioning as a whole and identifying where improvements are necessary.

Transition Age Youth (TAY): youth between the ages of 18 and 24.

Unsheltered homelessness: A person with a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings, including a car, park, abandoned building, bus or train station, airport, or camping ground.

Acronyms Used in the Home Together 2026 Plan
BIPOC: Black, Indigenous and People of Color
CoC: Continuum of Care
CRE: Centering Racial Equity in Homeless System Design report DHCS: California’s Department of Health Care Services
EOH: EveryOne Home
HCSA: Health Care Services Agency
HHAP: Homeless, Housing Assistance Program
HIC: Housing Inventory Count
HMIS: Homeless Management Information System
HRC: Housing Resource Center
HUD: US Department of Housing and Urban Development
IPV: Intimate Partner Violence
LGBTQ: stands for lesbian, gay, bisexual, transgender, queer/questioning OHCC: Alameda County’s Office of Homeless Care and Coordination PIT: Point-In-Time
131

33 PSH: Permanent Supportive Housing
PTSD: Post-traumatic stress disorder
RBA: Results Based Accountability
RRH: Rapid Re-Housing
SMI: Serious Mental Illness
SUD: Substance Abuse Disorder
TAY: Transition Age Youth
TH: Transitional Housing
THP: Transitional Housing Program
UIY: Unaccompanied Immigrant Youth
VA: U.S. Department of Veteran’s Affairs
YHDP: Youth Homelessness Demonstration Program

132

STAFF REPORT

CITY COUNCIL

Agenda Item 4.8
DATE: April 19, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: City Proclamations for the Month of May
Prepared by: Cierra Fabrigas, Executive Aide
EXECUTIVE SUMMARY:

The City Council will consider the following proclamations for the month of May in the City of Dublin: Affordable Housing Week, Asian American and Pacific Islander Heritage Month, Bike Month and Bike to Wherever Day, Building Safety Month, Foster Care Month, Jewish American Heritage Month, Lupus Awareness Month, Mental Health Awareness Month, Public Works Week, Older Americans Month, Physical Fitness and Sports Month, and Small Business Week.

STAFF RECOMMENDATION:

Approve the proclamations.

FINANCIAL IMPACT:

None.

DESCRIPTION:

The City Council will consider the following proclamation for the month of May:

1. Affordable Housing Week

2. Asian American and Pacific Islander Heritage Month

3. Bike Month and Bike to Wherever Day

4. Building Safety Month

5. Foster Care Month

6. Jewish American Heritage Month

7. Lupus Awareness Month

8. Mental Health Awareness Month

9. Public Works Week
133

10. Older Americans Month

11. Physical Fitness and Sports Month

12. Small Business Week
STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Affordable Housing Week Proclamation
2) Asian American and Pacific Islander Heritage Month Proclamation 3) Bike Month and Bike to Wherever Day Proclamation
4) Building Safety Month Proclamation
5) Foster Care Month Proclamation
6) Jewish American Heritage Month Proclamation
7) Lupus Awareness Month Proclamation
8) Mental Health Awareness Month Proclamation
9) Public Works Week Proclamation
10) Older Americans Month Proclamation
11) Physical Fitness and Sports Month Proclamation
12) Small Business Week Proclamation
134
Attachment 1

A PROCLAMATION OF THE CITY COUNCIL

CITY OF DUBLIN, CALIFORNIA
“Affordable Housing Month”
WHEREAS, quality affordable housing is vital to healthy, safe, vibrant and diverse communities; and WHEREAS, rising housing costs have led longtime residents to be displaced, live in overcrowded and substandard homes, or live in cars and on the street, threatening our region’s diversity and economic prosperity; and WHEREAS, creating new permanently affordable homes and preserving and improving existing housing makes for stable, vibrant communities, by reducing homelessness, helping residents maintain community roots, and fostering racial and economic equity for generations; and WHEREAS, affordable homes close to public transit and jobs reduce greenhouse gas emissions and provide low-income families better access to opportunities and amenities; and
WHEREAS, when non-profit organizations, local jurisdictions, community organizations, and many others come together to invest in affordable homes for all, they continue to build inclusive communities that support low-income people and interrupt patterns of racial and economic inequity in housing; and
WHEREAS, the City of Dublin wishes to participate in Bay Area Affordable Housing Month because the housing crisis can only be resolved when the entire nine-county region takes action to expand affordable housing and end homelessness; and WHEREAS, local jurisdictions like the City of Dublin play an important role by raising local resources for affordable housing to leverage federal, state, and other funds.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Dublin does hereby proclaim the Month of May as “Affordable Housing Month” in the City of Dublin. The City of Dublin will continue to work to support affordable housing at the local, regional, and state level and encourages residents of Dublin to participate in Affordable Housing Month activities.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey

Councilmember Sherry Hu Councilmember Shawn Kumagai Councilmember Michael McCorriston 135
Attachment 2

A PROCLAMATION OF THE CITY COUNCIL

CITY OF DUBLIN, CALIFORNIA
“Asian American and Pacific Islander Heritage Month”
WHEREAS, Asian American and Pacific Islander Heritage Month is observed during the month of May to recognize the contributions and influence of Asian Americans and Pacific Islander Americans to the history, culture, and achievements of the United States; and WHEREAS, President Jimmy Carter signed a Joint Congressional Resolution in 1978 establishing the first week in May as Asian Pacific American Heritage Week, and in 1992, the week was expanded to a month-long celebration by President George H.W. Bush; and
WHEREAS, the Federal Asian Pacific American Council’s theme for May 2022 is “Advancing Leaders Through Collaboration”; and WHEREAS, throughout the history of our nation, Asian Americans have helped shape America’s character, becoming a vital, vibrant, and dynamic asset to the Dublin community and contributing to the economic growth and cultural enrichment of our City; and
WHEREAS, Asian American and Pacific Islanders have had a profound impact on the United States and the Bay Area communities, which is home to a number of Asian American and Pacific Islanders who serve as excellent representatives of the Asian American and Pacific Islander community and the Dublin community-at-large; and WHEREAS, our diversity is one of our greatest strengths, and by recognizing the contributions and accomplishments of Asian American and Pacific Islanders, Dublin celebrates the importance of inclusion to building a brighter future for all of our citizens.

NOW, THEREFORE, BE IT RESOLVED that the Dublin City Council does hereby proclaim May 2022 as “Asian American and Pacific Islander Heritage Month” in the City of Dublin and encourages all citizens to learn more about Asian Americans, Native Hawaiians, and Pacific Islanders, and to observe this month with appropriate programs and activities.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey

Councilmember Sherry Hu Councilmember Shawn Kumagai Councilmember Michael McCorriston 136
Attachment 3

A PROCLAMATION OF THE CITY COUNCIL

CITY OF DUBLIN, CALIFORNIA
“Bike Month and Bike to Wherever Day”
WHEREAS, the City of Dublin acknowledges that bicycling is not only a successful rideshare mode to alleviate traffic congestion, reduce air pollution, and decrease fuel consumption, but also is an effective way to reduce stress and get exercise; and
WHEREAS, the League of American Bicyclists has declared the Month of May as National Bike Month and encourages everyone to think beyond bicycling to work and move towards a holistic approach of integrating bicycling into as many aspects of lives as possible; and WHEREAS, the City of Dublin acknowledges that bike month education and bike-to-wherever days are effective in converting drivers into bicyclists, educating citizens about the environmental value of bicycling regularly, and promoting the health benefits of bicycling; and
WHEREAS, Bike East Bay along with other regional and local sponsors are promoting Bike to Wherever Day on Friday, May 20, 2022, in the San Francisco Bay Area; and NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Dublin does hereby proclaim the Month of May as “Bike Month” and May 20th as “Bike to Wherever Day” in the City of Dublin and encourages all citizens and civic organizations to consider bicycling throughout the month, and participating in Bike to Wherever Day and other bike events.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey ________
Councilmember Sherry Hu Councilmember Shawn Kumagai Councilmember Michael McCorriston 137
Attachment 4

A PROCLAMATION OF THE CITY COUNCIL

CITY OF DUBLIN, CALIFORNIA
“Building Safety Month”
WHEREAS, the City of Dublin is committed to recognizing that our growth and strength depend on the safety, essential role and economic value of the homes, buildings, and infrastructure that serve our citizens, both in everyday life and in times of disaster; and WHEREAS, our confidence in the resilience of these buildings that make up our community is bolstered by the devotion of vigilant guardians – building, safety, and fire prevention officials, architects, engineers, builders, tradespeople, design professionals, laborers, plumbers, and others in the construction industry who work year round to ensure the safe construction of buildings; and WHEREAS, all communities need building codes to protect their citizens from disasters like fires, weather-related events, and structural collapse; and
WHEREAS, the theme for Building Safety Month 2022 is Safety for All: Building Codes in Action; and WHEREAS, these modern building codes include safeguards to protect the public from hazards such as hurricanes, snowstorms, tornadoes, wildland fires, floods, and earthquakes; and WHEREAS, each year, in observance of Building Safety Month, people all over the world are asked to consider the commitment to improve building safety, resilience, and economic investment at home and in the community, and to acknowledge the essential service provided to all of us by local and state building departments, fire prevention bureaus, and federal agencies in protecting lives and property.

NOW, THEREFORE, BE IT RESOLVED that the Dublin City Council does hereby proclaim the month of May 2022 as Building Safety Month in the City of Dublin and encourages citizens to join with their communities in participation of Building Safety Month activities.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey

Councilmember Sherry Hu Councilmember Shawn Kumagai Councilmember Michael McCorriston 138
Attachment 5

A PROCLAMATION OF THE CITY COUNCIL

CITY OF DUBLIN, CALIFORNIA
“Foster Care Month”
WHEREAS, every child deserves a safe, loving, and stable home in which to grow, learn, and play; and WHEREAS, many children in our communities are in crisis and must be temporarily removed from their homes to ensure that their physical and emotional needs are addressed; and
WHEREAS, foster parents help children heal from the painful wounds of abuse and neglect and help prepare them for a healthy future. Facing enormous challenges, foster parents open their hearts and homes each day to provide the support these children need and deserve; and
WHEREAS, May is recognized throughout the United States as National Foster Care Month to bring awareness of how communities can empower youth in foster care at every stage, because their voices matter; and WHEREAS, it is critical that communities work together in identifying the right mix of supports to establish meaningful connections for children and youth in care.

NOW, THEREFORE, BE IT RESOLVED that the Dublin City Council does hereby proclaim May 2022 as “Foster Care Month” in the City of Dublin and encourages all citizens to invest in the lives of children and to provide them with unconditional love, support, guidance, and every available resource to ensure their health and well-being.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey

Councilmember Sherry Hu Councilmember Shawn Kumagai Councilmember Michael McCorriston 139
Attachment 6

A PROCLAMATION OF THE CITY COUNCIL

CITY OF DUBLIN, CALIFORNIA
“Jewish American Heritage Month”
WHEREAS, every year, by Presidential Proclamation, May is declared Jewish American Heritage Month (JAHM) in recognition of the indelible contributions American Jewish people have made, and continue to make, to our nation’s history, culture, and society; and
WHEREAS, each year, this national celebration shows the ways in which this history deserves our collective attention, pride, and recognition; and
WHEREAS, the stories of American Jewish life are quintessential American stories of resilience, aspiration, imagination, determination, and achievement; and
WHEREAS, it was such a belief system that drew generations of Jewish immigrants to the United States of America to rebuild their lives, whether that included Jewish families fleeing pogroms or persecution; and WHEREAS, this history has led many Jewish Americans to find common cause with the civil rights movement WHEREAS, we recognize that anti-Semitism continues to be a concern in this nation and across the globe, and we recognize that we all need to continue our efforts of understanding and inclusion; and WHEREAS, anyone interested in learning more about the heritage and contributions of Jewish Americans is encouraged to visit www.jewishheritagemonth.gov for more information about this rich history.

NOW, THEREFORE, BE IT RESOLVED that the Dublin City Council does hereby proclaim May 2022 as “Jewish American Heritage Month” in the City of Dublin and encourages citizens to recognize the culture and history of Jewish Americans by celebrating their contributions.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey

Councilmember Sherry Hu Councilmember Shawn Kumagai Councilmember Michael McCorriston 140
Attachment 7

A PROCLAMATION OF THE CITY COUNCIL

CITY OF DUBLIN, CALIFORNIA
“Lupus Awareness Month”
WHEREAS, the Lupus Foundation of America is recognizing May as Lupus Awareness Month and asks citizens to put extra effort into letting the world know about lupus; and
WHEREAS, systemic lupus erythematosus (lupus) happens when the immune system, which normally helps protect the body from infection and disease, attacks its own tissues. This attack causes inflammation and, in some cases, permanent tissue damage; and WHEREAS, lupus causes the body’s defense system to attack healthy cells and tissues, instead of viruses and bacteria. This can damage many parts of the body such as the joints, skin, kidneys, heart, lungs, blood vessels and brain; and WHEREAS, anyone can get lupus; however, women get the disease more often than men do; and WHEREAS, symptoms of lupus vary, and they may come and go. The times when a person is having symptoms are called flares, which can range from mild to severe. New symptoms may appear at any time; and WHEREAS, some of the most common symptoms of lupus are pain or swelling in the joints, muscle pain, fever with no known cause, red rashes, most often on the face, chest pain when taking a deep breath, hair loss, pale or purple fingers or toes, sensitivity to the sun, swelling in the legs or around the eyes, mouth sores, swollen glands and feeling very tired.

NOW, THEREFORE, BE IT RESOLVED that the Dublin City Council does hereby proclaim May 2022 as “Lupus Awareness Month” in the City of Dublin and encourages all citizens to observe this month by educating themselves on the symptoms and impact of lupus.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey

Councilmember Sherry Hu Councilmember Shawn Kumagai Councilmember Michael McCorriston 141
Attachment 8

A PROCLAMATION OF THE CITY COUNCIL

CITY OF DUBLIN, CALIFORNIA
“Mental Health Awareness Month”
WHEREAS, the mental health and well-being of people in the City of Dublin is a vital issue that affects not only the quality of life, but also the health of our entire community, families, and economic stability; and WHEREAS, mental health is how we think, feel, and act as we face life’s situations; and WHEREAS, mental illness is real and painful and can lead to failure at school, family conflicts, drug abuse violence, or suicide; and WHEREAS, individuals with mental health conditions and other behavioral health disorders can and do recover with clinical treatment and social supports, including medications, psychotherapies, psychosocial rehabilitation, and peer support; and WHEREAS, statistics show that mental illness can strike one in five Americans, in any given year, regardless of age, gender, race, ethnicity, religion, or economic status; and
WHEREAS, increased public awareness of mental health issues may lead to earlier recognition and treatment of possible mental health illnesses, lower healthcare and correctional costs, increased productivity, improved ability of children and adolescents to learn and contribute to healthier families and communities; and WHEREAS, it is critical to reduce the stigma around mental health struggles, because that stigma often prevents individuals from seeking help.

NOW, THEREFORE, BE IT RESOLVED that the Dublin City Council does hereby proclaim May 2022 as “Mental Health Awareness Month” in the City of Dublin and encourages citizens to raise awareness around mental health and the importance of increased of mental healthcare access for all.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey

Councilmember Sherry Hu Councilmember Jean Josey Councilmember Michael McCorriston 142
Attachment 9

A PROCLAMATION OF THE CITY COUNCIL

CITY OF DUBLIN, CALIFORNIA
“Public Works Week”
May 15-21, 2022
WHEREAS, public works professionals focus on infrastructure, facilities, and services that are of vital importance to sustainable and resilient communities and to the public health, high quality of life, and well-being of the people of the City of Dublin; and WHEREAS, these infrastructure, facilities, and services could not be provided without the dedicated efforts of public works professionals, who are engineers, managers, and employees at all levels of government and the private sector, who are responsible for rebuilding, improving, and protecting our nation’s transportation, water supply, water treatment and solid waste systems, public buildings, and other structures and facilities essential for our citizens; and WHEREAS, it is in the public interest for the citizens, civic leaders, and children in the City of Dublin to gain knowledge of and to maintain a progressive interest and understanding of the importance of public works and public programs in their respective communities; and WHEREAS, the American Public Works Association has announced the National Public Works Week theme is “Ready and Resilient”; and WHEREAS, the year 2022 marks the 62nd annual National Public Works Week sponsored by the American Public Works Association.

Public Works helps maintain a community’s strength by working together to provide an infrastructure of services in transportation, water, wastewater, and stormwater treatment, public buildings and spaces, parks, and grounds, emergency management and first response, solid waste, and right-of-way management.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby proclaim May 15-21, 2022 as “Public Works Week” in the City of Dublin and encourages all citizens and civic organizations in the community to acquaint themselves with the issues involved in providing our public works and to recognize the contributions which public works officials make every day to our health, safety, comfort and quality of life.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey

Councilmember Sherry Hu Councilmember Shawn Kumagai Councilmember Michael McCorriston 143
Attachment 10

A PROCLAMATION OF THE CITY COUNCIL

CITY OF DUBLIN, CALIFORNIA
“Older Americans Month”
WHEREAS, every May, the Administration for Community Living leads the nation’s observance of Older Americans Month. The theme for 2022 is “Age My Way”; and
WHEREAS, the City of Dublin includes a growing number of older Americans who have built resilience and strength over their lives through successes and difficulties; and
WHEREAS, the City of Dublin benefits when people of all ages, abilities, and background are included and encouraged to share their successes and stories of resilience; and
WHEREAS, the City of Dublin recognizes the need to nurture ourselves, reinforce our strength, and continue to thrive in times of both joy and difficulty; and
WHEREAS, there are many things we can do to build an even better community for our older residents such as planning programs that encourage independence, ensuring activities are responsive to individual needs and preferences, and increasing access to services that support aging in place.

NOW, THEREFORE, BE IT RESOLVEDthat the Dublin City Council does hereby proclaim May 2022 as “Older Americans Month” in the City of Dublin and encourages all citizens to recognize older adults and the people who support them as essential contributors to the strength of our community.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey

Councilmember Sherry Hu Councilmember Shawn Kumagai Councilmember Michael McCorriston 144
Attachment 11

A PROCLAMATION OF THE CITY COUNCIL

CITY OF DUBLIN, CALIFORNIA
“Physical Fitness and Sports Month”
WHEREAS, May is National Physical Fitness and Sports Month. The President’s Council on Sports, Fitness & Nutrition encourages Americans to #MoveinMay in celebration of National Physical Fitness & Sports Month; and WHEREAS, participation in sports and physical activity improves self-esteem and body image in children and adults; and
WHEREAS, youth who play sports build leadership, teamwork, fitness, and more; and WHEREAS, research shows that fit and active children are more likely to thrive socially, emotionally, and academically; and
WHEREAS, the City of Dublin strives to provide many youth recreation classes and sports programs to provide options for youth to explore new sports and continue their physical fitness beyond the school day.

NOW, THEREFORE, BE IT RESOLVED that the Dublin City Council does hereby proclaim May 2022 as “Physical Fitness and Sports Month” in the City of Dublin and encourages all citizens to explore a wide variety of physical activities and make physical fitness a priority in their lives.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey

Councilmember Sherry Hu Councilmember Shawn Kumagai Councilmember Michael McCorriston 145
Attachment 12

A PROCLAMATION OF THE CITY OF DUBLIN, CALIFORNIA
“Small Business Week, May 1-7, 2022”
WHEREAS, since 1963, the President of the United States has issued an annual proclamation announcing National Small Business Week, which recognizes the critical contributions of America’s entrepreneurs and small business owners; and WHEREAS, this year’s theme, “Building a Better America Through Entrepreneurship,” acknowledges the resilience, ingenuity, and creativity of small businesses through the virtual summit taking place May 2-5; and WHEREAS, from the storefront shops to the high-tech startups that keep America on the cutting edge, small businesses are the backbone of our economy and the cornerstones of our nation’s promise; and WHEREAS, when communities support small businesses, jobs are created, and local communities preserve their unique culture; and
WHEREAS, more than half of Americans either own or work for a small business, and they create about two out of every three new jobs in the U.S. each year; and
WHEREAS, the City of Dublin recognizes that small businesses are a critical component of the local economy, celebrates small business, and promotes residents to shop locally; and WHEREAS, the City of Dublin has an Economic Development Strategy that includes enhancing quality of place for businesses and residents, small business support and growth, and partnering with local, county, state, and federal agencies throughout the year to connect small businesses with vital resources.

NOW, THEREFORE, BE IT RESOLVED that the Dublin City Council does hereby proclaim the week of May 1-7, 2022, as “Small Business Week” in the City of Dublin and urges all citizens to join the national effort by supporting local Dublin businesses with their patronage.

DATED: April 19, 2022

Mayor Melissa Hernandez Vice Mayor Jean Josey

Councilmember Sherry Hu Councilmember Shawn Kumagai Councilmember Michael McCorriston 146

STAFF REPORT

CITY COUNCIL

Agenda Item 4.9
DATE: April 19, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Agreement with EOA, Inc. for Stormwater NPDES Implementation Assistance Prepared by: Shannan Young, Environmental & Sustainability Manager EXECUTIVE SUMMARY:

The City Council will consider approval of an agreement with EOA, Inc. for assistance with implementing programs required by the Municipal Regional Stormwater National Pollutant Discharge Elimination System (NPDES) Permit. The City of Dublin is one of 76 co-permittees under this permit issued by the San Francisco Bay Regional Water Quality Control Board.

STAFF RECOMMENDATION:

Adopt the Resolution Approving the Consulting Services Agreement Between the City of Dublin and EOA, Inc. for Stormwater NPDES Implementation Assistance.

FINANCIAL IMPACT:

The consultant services agreement under consideration is not to exceed $450,000 for a term of three years. There is sufficient appropriation in Fiscal Year 2021-22 to cover the current year cost. Future year costs will be incorporated in each respective fiscal year budget requests. The entire contract cost is proposed to be funded by General Fund.

DESCRIPTION:

The City of Dublin is a co-permittee of the Municipal Regional Stormwater National Pollutant Discharge Elimination System (NPDES) Permit, also known as the MRP. The MRP is issued by the San Francisco Bay Regional Water Quality Control Board (Water Board) to meet the requirements of the federal Clean Water Act. The MRP is re-issued every five years. The third reissuance of the MRP is anticipated to go before the Water Board in May 2022 with an expected implementation date of July 1, 2022. The reissued MRP is anticipated to include several new and expanded requirements, including but not limited to:
 Green Storm Infrastructure (GSI) - Three acres of impervious surface area will be required 147

to be treated with GSI per 50,000 population, prorated based on 2019 population (approximately four acres for Dublin).
 Road reconstruction – Road projects that involve reconstruction of existing streets or roads, which create and/or replace greater than or equal to one contiguous acre of impervious surface will be required to include GSI.
 Trash controls – 90% trash load reduction required by June 30, 2023, and 100% trash load reduction will be required by June 30, 2025.
 Cost Reporting – Each permittee will be required to annually prepare and submit a fiscal analysis of the costs incurred to comply with the MRP, including land cost, capital expenditures, personnel cost, consultant costs, overhead, and operations and maintenance expenditures.
 Asset Management – Each permittee will be required to develop and implement an Asset Management Plan to ensure the satisfactory condition of all hard assets.  GSI asset management – GSI asset management plan will be required to include life cycle costs and beneficial design changes for GSI.
 Climate Change Adaptation Report – This report will be required to identify climate change related threats to assets.

The Public Works Department utilizes consultants on environmental and sustainability programs and projects and for on-call, as-needed services. In the case of stormwater assistance, the City has previously utilized two separate firms, as well as City staff to assist in implementing the rules and regulations in place at that time. This agreement consolidates that work and incorporates the work anticipated under the new MRP.

Consultants are solicited through an open and competitive Request for Proposals (RFP) process to identify consulting firms with the necessary background and experience to provide services at competitive costs. The RFP (Attachment 3) was sent to firms that have expressed interest in receiving RFPs and was posted on the City's website. EOA, Inc. is one of four firms that responded to the RFP issued by the City for MRP implementation assistance. One firm was disqualified from consideration due to an incomplete response to the RFP. EOA, Inc. was selected based on the quality and completeness of the submission of their response to the RFP and the firm’s experience with engagements of similar scope and complexity. Table 1 below provides an overview of the proposals received by the City in response to the RFP.

Table 1. Proposals received in response to the RFP issued for MRP implementation assistance Firm Response Areas Proposed Staff Rates
EOA, Inc. All (Categories 1 – 6) $86 - $299/hour
Geosyntec Consultants All (Categories 1 – 6) $65 - $295/hour Tetra Tech Categories 1, 2, 3, 6 $65 - $350/hour
Endemic Environmental Services, Inc. Not fully responsive to RFP.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:
148

The City Council Agenda was posted.

ATTACHMENTS:
1) Resolution Approving the Consulting Services Agreement Between the City of Dublin and EOA, Inc. for Stormwater NPDES Implementation Assistance
2) Exhibit A to the Resolution – Consulting Services Agreement Between the City of Dublin and EOA, Inc.
3) Request for Proposals for Stormwater NPDES Implementation Assistance 149
Attachment 1
Reso. No. XX-22, Item X.X, Adopted XX/XX/2022 Page 1 of 1 RESOLUTION NO. XX – 22

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

APPROVING THE CONSULTING SERVICES AGREEMENT BETWEEN THE CITY OF DUBLIN AND EOA, INC. FOR STORMWATER NPDES IMPLEMENTATION ASSISTANCE WHEREAS, the City is a co-permittee of the Municipal Regional Stormwater National Pollutant Discharge Elimination System (NPDES) Permit, also known as the MRP; and WHEREAS, The MRP is re-issued every five years, and the third reissuance of the MRP, expected to be implemented July 1, 2022, is anticipated to include several new and expanded requirements with which Staff requires assistance in implementing; and WHEREAS, on February 4, 2022, the City issued a Request for Proposals for Stormwater NPDES Implementation Assistance; and
WHEREAS, Staff reviewed and evaluated the proposals in accordance with the RFP rating criteria and determined that EOA, Inc. best met the City desired scope of services based on quality, completeness of the submission, and the firm’s experience with engagements of similar scope and complexity; and
WHEREAS, the City desires to enter into a consultant services agreement with EOA, Inc. for a not-to-exceed amount of $450,000 over a three-year term for stormwater NPDES implementation assistance.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby approve the agreement with EOA, Inc. attached hereto as Exhibit A.

BE IT FURTHER RESOLVED that the City Manager is authorized to execute the agreement and make any necessary, non-substantive changes to carry out the intent of this Resolution.

PASSED, APPROVED AND ADOPTED this 19th day of April 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
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Consulting Services Agreement between City of Dublin and 04/20/2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Page 1 of 14

CONSULTING SERVICES AGREEMENT BETWEEN

THE CITY OF DUBLIN AND
EOA, INC.

FOR

STORMWATER NPDES IMPLEMENTATION ASSISTANCE
THIS AGREEMENT for consulting services is made by and between the City of Dublin (“City”) and EOA, Inc. (“Consultant”) (together sometimes referred to as the “Parties”) as of April 20, 2022 (the “Effective Date”).

Section 1. SERVICES. Subject to the terms and conditions set forth in this Agreement, Consultant shall provide to City the services described in the Scope of Work attached as Exhibit A at the time and place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, the Agreement shall prevail.

1.1 Term of Services. The term of this Agreement shall begin on the Effective Date and shall end on June 30, 2025, the date of completion specified in Exhibit A, and Consultant shall complete the work described in Exhibit A on or before that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to Consultant to complete the services required by this Agreement shall not affect the City’s right to terminate the Agreement, as referenced in Section 8. Notwithstanding the foregoing this Agreement may be extended on a month-to-month basis for up to 6 months upon the written consent of the Consultant and the City Manager, provided that: a) sufficient funds have been appropriated for such purchase, b) the price charged by the Consultant for the provision of the serves described in Exhibit A does not increase. None of the foregoing shall affect the City’s right to terminate the Agreement as provided for in Section 8.

1.2 Standard of Performance. Consultant shall perform all services required pursuant to this Agreement in the manner and according to the standards observed by a competent practitioner of the profession in which Consultant is engaged.

1.3 Assignment of Personnel. Consultant shall assign only competent personnel to perform services pursuant to this Agreement. In the event that City, in its sole discretion, at any time during the term of this Agreement, desires the reassignment of any such persons, Consultant shall, immediately upon receiving notice from City of such desire of City, reassign such person or persons.

1.4 Time. Consultant shall devote such time to the performance of services pursuant to this Agreement as may be reasonably necessary to meet the standard of performance provided in Subsection 1.2 above and to satisfy Consultant’s obligations hereunder.

Section 2. C OMPENSATION. City hereby agrees to pay Consultant a sum not to exceed $450,000 notwithstanding any contrary indications that may be contained in Consultant’s proposal, for services to be performed and reimbursable costs incurred under this Agreement. In the event of a conflict between this Agreement and Consultant’s proposal, attached as Exhibit A, regarding the amount of compensation, the Attachment 2
151

Consulting Services Agreement between City of Dublin and 04/20/2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Page 2 of 14 Agreement shall prevail. City shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from City to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to City in the manner specified herein. Except as specifically authorized by City in writing, Consultant shall not bill City for duplicate services performed by more than one person.

Consultant and City acknowledge and agree that compensation paid by City to Consultant under this Agreement is based upon Consultant’s estimated costs of providing the services required hereunder, including salaries and benefits of employees and subcontractors of Consultant. Consequently, the Parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. City therefore has no responsibility for such contributions beyond compensation required under this Agreement.

2.1 Invoices. Consultant shall submit invoices, not more often than once a month during the term of this Agreement, based on the cost for services performed and reimbursable costs incurred prior to the invoice date. No individual performing work under this Agreement shall bill more than 2,000 hours in a fiscal year unless approved, in writing, by the City Manager or his/her designee. Invoices shall contain the following information:

 Serial identifications of progress bills; i.e., Progress Bill No. 1 for the first invoice, etc.;

 The beginning and ending dates of the billing period;

 A Task Summary containing the original contract amount, the amount of prior billings, the total due this period, the balance available under the Agreement, and the percentage of completion;

 A copy of the applicable time entries or time sheets shall be submitted showing the following:
o Daily logs of total hours worked by each individual performing work under this Agreement
o Hours must be logged in increments of tenths of an hour or quarter hour o If this Agreement covers multiple projects, all hours must also be logged by project assignment
o A brief description of the work, and each reimbursable expense

 The total number of hours of work performed under the Agreement by Consultant and each employee, agent, and subcontractor of Consultant performing services hereunder;

 The Consultant’s signature;

 Consultant shall give separate notice to the City when the total number of hours worked by Consultant and any individual employee, agent, or subcontractor of Consultant reaches or exceeds 800 hours within a 12-month period under this Agreement and any other agreement between Consultant and City. Such notice shall include an estimate of the time necessary to complete work described in Exhibit A and the estimate of time 152

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2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for services satisfactorily performed, and for authorized reimbursable costs incurred. City shall have 30 days from the receipt of an invoice that complies with all of the requirements above to pay Consultant.

2.3 Final Payment. City shall pay the last 10% of the total sum due pursuant to this Agreement within 60 days after completion of the services and submittal to City of a final invoice, if all services required have been satisfactorily performed.

2.4 Total Payment. City shall pay for the services to be rendered by Consultant pursuant to this Agreement. City shall not pay any additional sum for any expense or cost whatsoever incurred by Consultant in rendering services pursuant to this Agreement. City shall make no payment for any extra, further, or additional service pursuant to this Agreement.

In no event shall Consultant submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entire Agreement, unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment.

2.5 Hourly Fees. Fees for work performed by Consultant on an hourly basis shall not exceed the amounts shown on the compensation schedule attached hereto as Exhibit B.

2.6 Reimbursable Expenses. Reimbursable expenses are specified in Exhibit B, and shall not exceed $6,000. Expenses not listed in Exhibit B are not chargeable to City. Reimbursable expenses are included in the total amount of compensation provided under this Agreement that shall not be exceeded.

2.7 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any similar federal or state taxes.

2.8 Payment upon Termination. In the event that the City or Consultant terminates this Agreement pursuant to Section 8, the City shall compensate the Consultant for all outstanding costs and reimbursable expenses incurred for work satisfactorily completed as of the date of written notice of termination. Consultant shall maintain adequate logs and timesheets to verify costs incurred to that date.

2.9 Authorization to Perform Services. The Consultant is not authorized to perform any services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator.

Section 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Consultant shall, at its sole cost and expense, provide all facilities and equipment that may be necessary to perform the services required by 153

Consulting Services Agreement between City of Dublin and 04/20/2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Page 4 of 14 this Agreement. City shall make available to Consultant only the facilities and equipment listed in this section, and only under the terms and conditions set forth herein.

City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be reasonably necessary for Consultant’s use while consulting with City employees and reviewing records and the information in possession of the City. The location, quantity, and time of furnishing those facilities shall be in the sole discretion of City. In no event shall City be obligated to furnish any facility that may involve incurring any direct expense, including but not limited to computer, long-distance telephone or other communication charges, vehicles, and reproduction facilities.

Section 4. INSURANCE REQUIREMENTS. Before fully executing this Agreement, Consultant, at its own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance listed below against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by the Consultant and its agents, representatives, employees, and subcontractors. Consistent with the following provisions, Consultant shall provide proof satisfactory to City of such insurance that meets the requirements of this section and under forms of insurance satisfactory in all respects, and that such insurance is in effect prior to beginning work. Consultant shall maintain the insurance policies required by this section throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant's bid or proposal. Consultant shall not allow any subcontractor to commence work on any subcontract until Consultant has obtained all insurance required herein for the subcontractor(s) and provided evidence to City that such insurance is in effect. VERIFICATION OF THE

REQUIRED INSURANCE SHALL BE SUBMITTED AND MADE PART OF THIS AGREEMENT PRIOR TO EXECUTION. Consultant shall maintain all required insurance listed herein for the duration of this Agreement.

4.1 Workers’ Compensation.

4.1.1 General Requirements. Consultant shall, at its sole cost and expense, maintain Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance for any and all persons employed directly or indirectly by Consultant. The Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance shall be provided with limits of not less than $1,000,000 per accident. In the alternative, Consultant may rely on a self-insurance program to meet these requirements, but only if the program of self-insurance complies fully with the provisions of the California Labor Code. Determination of whether a self-insurance program meets the standards of the California Labor Code shall be solely in the discretion of the Contract Administrator.

The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the entity for all work performed by the Consultant, its employees, agents, and subcontractors.

4.1.2 Submittal Requirements. To comply with Subsection 4.1, Consultant shall submit the following:

a. Certificate of Liability Insurance in the amounts specified in the section; and 154

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b. Waiver of Subrogation Endorsement as required by the section.

4.2 Commercial General and Automobile Liability Insurance.

4.2.1 General Requirements. Consultant, at its own cost and expense, shall maintain commercial general liability insurance for the term of this Agreement in an amount not less than $1,000,000 and automobile liability insurance for the term of this Agreement in an amount not less than $1,000,000 per occurrence, combined single limit coverage for risks associated with the work contemplated by this Agreement. If a Commercial General Liability Insurance or an Automobile Liability form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. Such coverage shall include but shall not be limited to, protection against claims arising from bodily and personal injury, including death resulting therefrom, and damage to property resulting from activities contemplated under this Agreement, including without limitation, blanket contractual liability and the use of owned and non-owned automobiles.

4.2.2 Minimum Scope of Coverage. Commercial general coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 (most recent edition) covering comprehensive General Liability on an “occurrence” basis. Automobile coverage shall be at least as broad as Insurance Services Office Automobile Liability form CA 0001, Code 1 (any auto). No endorsement shall be attached limiting the coverage.

4.2.3 Additional Requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy:

a. The Insurance shall cover on an occurrence or an accident basis, and not on a claims-made basis.

b. City, its officers, officials, employees, and volunteers are to be covered as additional insureds as respects: liability arising out of work or operations performed by or on behalf of the Consultant; or automobiles owned, leased, hired, or borrowed by the Consultant.

c. Consultant hereby agrees to waive subrogation which any insurer or contractor may require from vendor by virtue of the payment of any loss.

Consultant agrees to obtain any endorsements that may be necessary to effect this waiver of subrogation.

d. For any claims related to this Agreement or the work hereunder, the Consultant’s insurance coverage shall be primary insurance as respects the City, its officers, officials, employees, and volunteers. Any insurance or self- 155

Consulting Services Agreement between City of Dublin and 04/20/2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Page 6 of 14 insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of the Consultant’s insurance and shall not contribute with it.

4.2.4 Submittal Requirements. To comply with Subsection 4.2, Consultant shall submit the following:

a. Certificate of Liability Insurance in the amounts specified in the section;

b. Additional Insured Endorsement as required by the section;

c. Waiver of Subrogation Endorsement as required by the section; and

d. Primary Insurance Endorsement as required by the section.

4.3 Professional Liability Insurance.

4.3.1 General Requirements. Consultant, at its own cost and expense, shall maintain for the period covered by this Agreement professional liability insurance for licensed professionals performing work pursuant to this Agreement in an amount not less than $2,000,000 covering the licensed professionals’ errors and omissions. Any deductible or self-insured retention shall not exceed $150,000 per claim.

4.3.2 Claims-Made Limitations. The following provisions shall apply if the professional liability coverage is written on a claims-made form:

a. The retroactive date of the policy must be shown and must be before the date of the Agreement.

b. Insurance must be maintained and evidence of insurance must be provided for at least 3 years after completion of the Agreement or the work, so long as commercially available at reasonable rates.

c. If coverage is canceled or not renewed and it is not replaced with another claims-made policy form with a retroactive date that precedes the date of this Agreement, Consultant shall purchase an extended period coverage for a minimum of 3 years after completion of work under this Agreement.

d. A copy of the claim reporting requirements must be submitted to the City for review prior to the commencement of any work under this Agreement.

4.3.3 Submittal Requirements. To comply with Subsection 4.3, Consultant shall submit the Certificate of Liability Insurance in the amounts specified in the section.

4.4 All Policies Requirements.

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4.4.1 Acceptability of Insurers. All insurance required by this section is to be placed with insurers with a Bests' rating of no less than A:VII.

4.4.2 Verification of Coverage. Prior to beginning any work under this Agreement, Consultant shall furnish City with complete copies of all Certificates of Liability Insurance delivered to Consultant by the insurer, including complete copies of all endorsements attached to the policies. All copies of Certificates of Liability Insurance and certified endorsements shall show the signature of a person authorized by that insurer to bind coverage on its behalf. If the City does not receive the required insurance documents prior to the Consultant beginning work, it shall not waive the Consultant’s obligation to provide them. The City reserves the right to require complete copies of all required insurance policies at any time.

4.4.3 Deductibles and Self-Insured Retentions. Consultant shall disclose to and obtain the written approval of City for the self-insured retentions and deductibles before beginning any of the services or work called for by any term of this Agreement. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the City, its officers, employees, and volunteers; or the Consultant shall provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related investigations, claim administration and defense expenses.

4.4.4 Wasting Policies. No policy required by this Section 4 shall include a “wasting” policy limit (i.e. limit that is eroded by the cost of defense).

4.4.5 Endorsement Requirements. Each insurance policy required by Section 4 shall be endorsed to state that coverage shall not be canceled by either party, except after 30 days’ prior written notice has been provided to the City.

4.4.6 Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.

4.5 Remedies. In addition to any other remedies City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option exercise any of the following remedies, which are alternatives to other remedies City may have and are not the exclusive remedy for Consultant’s breach:

 Obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement;

 Order Consultant to stop work under this Agreement or withhold any payment that becomes due to Consultant hereunder, or both stop work and withhold any payment, until Consultant demonstrates compliance with the requirements hereof; and/or 157

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 Terminate this Agreement.

Section 5. INDEMNIFICATION AND CONSULTANT’S RESPONSIBILITIES. Refer to the attached Exhibit C, which is incorporated herein and made a part of this Agreement.

Section 6. STATUS OF CONSULTANT.

6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall be an independent contractor and shall not be an employee of City. This Agreement shall not be construed as an agreement for employment. City shall have the right to control Consultant only insofar as the results of Consultant's services rendered pursuant to this Agreement and assignment of personnel pursuant to Subsection 1.3; however, otherwise City shall not have the right to control the means by which Consultant accomplishes services rendered pursuant to this Agreement. Consultant further acknowledges that Consultant performs Services outside the usual course of the City’s business; and is customarily engaged in an independently established trade, occupation, or business of the same nature as the Consultant performs for the City and has the option to perform such work for other entities. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any and all claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in the California Public Employees Retirement System (PERS) as an employee of City and entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits.

6.2 Consultant Not an Agent. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent.

Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever.

Section 7. LEGAL REQUIREMENTS.

7.1 Governing Law. The laws of the State of California shall govern this Agreement.

7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with all laws and regulations applicable to the performance of the work hereunder, including but not limited to, the California Building Code, the Americans with Disabilities Act, and any copyright, patent or trademark law. Consultant’s failure to comply with any law(s) or regulation(s) applicable to the performance of the work hereunder shall constitute a breach of contract.

7.3 Other Governmental Regulations. To the extent that this Agreement may be funded by fiscal assistance from another governmental entity, Consultant and any subcontractors shall 158

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7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and its employees, agents, and any subcontractors have all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required to practice their respective professions. Consultant represents and warrants to City that Consultant and its employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their respective professions. In addition to the foregoing, Consultant and any subcontractors shall obtain and maintain during the term of this Agreement valid Business Licenses from City.

7.5 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, on the basis of a person’s race, sex, gender, religion (including religious dress and grooming practices), national origin, ancestry, physical or mental disability, medical condition (including cancer and genetic characteristics), marital status, age, sexual orientation, color, creed, pregnancy, genetic information, gender identity or expression, political affiliation or belief, military/veteran status, or any other classification protected by applicable local, state, or federal laws (each a “Protected Characteristic”), against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Consultant under this Agreement.

Consultant shall include the provisions of this Subsection in any subcontract approved by the Contract Administrator or this Agreement.

Section 8. TERMINATION AND MODIFICATION.

8.1 Termination. City may cancel this Agreement at any time and without cause upon written notification to Consultant.

Consultant may cancel this Agreement upon 30 days’ written notice to City and shall include in such notice the reasons for cancellation.

In the event of termination, Consultant shall be entitled to compensation for services performed to the effective date of termination; City, however, may condition payment of such compensation upon Consultant delivering to City any or all documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or the City in connection with this Agreement.

8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Subsection 1.1. Any such extension shall require a written amendment to this Agreement, as provided for herein. Consultant understands and agrees that, if City grants such an extension, City shall have no obligation to provide Consultant with compensation beyond the maximum amount provided for in this Agreement.

Similarly, unless authorized by the Contract Administrator, City shall have no obligation to 159

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8.3 Amendments. The Parties may amend this Agreement only by a writing signed by all the Parties.

8.4 Assignment and Subcontracting. City and Consultant recognize and agree that this Agreement contemplates personal performance by Consultant and is based upon a determination of Consultant’s unique personal competence, experience, and specialized personal knowledge. Moreover, a substantial inducement to City for entering into this Agreement was and is the professional reputation and competence of Consultant.

Consultant may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator. Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the Contract Administrator.

8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between City and Consultant shall survive the termination of this Agreement.

8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, City’s remedies shall include, but are not limited to, the following:

8.6.1 Immediately terminate the Agreement;

8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement;

8.6.3 Retain a different consultant to complete the work described in Exhibit A not finished by Consultant; or

8.6.4 Charge Consultant the difference between the cost to complete the work described in Exhibit A that is unfinished at the time of breach and the amount that City would have paid Consultant pursuant to Section 2 if Consultant had completed the work.

Section 9. KEEPING AND STATUS OF RECORDS.

9.1 Records Created as Part of Consultant’s Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the City. Consultant hereby agrees to deliver those documents to the City upon termination of the Agreement. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use. City and Consultant agree that, until final 160

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9.2 Consultant’s Books and Records. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services or expenditures and disbursements charged to the City under this Agreement for a minimum of 3 years, or for any longer period required by law, from the date of final payment to the Consultant to this Agreement.

9.3 Inspection and Audit of Records. Any records or documents that Subsection 9.2 of this Agreement requires Consultant to maintain shall be made available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of the City. Under California Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds $10,000.00, the Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of 3 years after final payment under the Agreement.

Section 10. MISCELLANEOUS PROVISIONS.

10.1 Attorneys’ Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose.

10.2 Venue. In the event that either party brings any action against the other under this Agreement, the Parties agree that trial of such action shall be vested exclusively in the state courts of California in the County of Alameda or in the United States District Court for the Northern District of California.

10.3 Severability. If a court of competent jurisdiction finds or rules that any provision of this Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so adjudged shall remain in full force and effect. The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement.

10.4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement.

10.5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the Parties.

10.6 Use of Recycled Products. Consultant shall prepare and submit all reports, written studies and other printed material on recycled paper to the extent it is available at equal or less cost than virgin paper.
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10.7 Conflict of Interest. Consultant may serve other clients, but none whose activities within the corporate limits of City or whose business, regardless of location, would place Consultant in a “conflict of interest,” as that term is defined in the Political Reform Act, codified at California Government Code Section 81000 et seq.

Consultant shall not employ any City official in the work performed pursuant to this Agreement. No officer or employee of City shall have any financial interest in this Agreement that would violate California Government Code Section 1090 et seq.

Consultant hereby warrants that it is not now, nor has it been in the previous 12 months, an employee, agent, appointee, or official of the City. If Consultant was an employee, agent, appointee, or official of the City in the previous 12 months, Consultant warrants that it did not participate in any manner in the forming of this Agreement. Consultant understands that, if this Agreement is made in violation of California Government Code Section 1090 et seq., the entire Agreement is void and Consultant will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and Consultant will be required to reimburse the City for any sums paid to the Consultant.

Consultant understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of California Government Code Section 1090 et seq., and, if applicable, will be disqualified from holding public office in the State of California.

At City’s sole discretion, Consultant may be required to file with the City a Form 700 to identify and document Consultant’s economic interests, as defined and regulated by the California Fair Political Practices Commission. If Consultant is required to file a Form 700, Consultant is hereby advised to contact the Dublin City Clerk for the Form 700 and directions on how to prepare it.

10.8 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or interview related to this Agreement, either orally or through any written materials.

10.9 Contract Administration. This Agreement shall be administered by the City Manager ("Contract Administrator"). All correspondence shall be directed to or through the Contract Administrator or his or her designee.

10.10 Notices. Any written notice to Consultant shall be sent to:

Kristin Kerr
EOA, Inc.
1410 Jackson Street
Oakland, CA 94612

Any written notice to City shall be sent to:

City of Dublin
Attn: Shannan Young, Environmental & Sustainability Manager 100 Civic Plaza
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10.11 Integration. This Agreement, including the scope of work attached hereto and incorporated herein as Exhibits A, B, and C represents the entire and integrated agreement between City and Consultant and supersedes all prior negotiations, representations, or agreements, either written or oral.

Exhibit A Scope of Services
Exhibit B Compensation Schedule & Reimbursable Expenses Exhibit C Indemnification

10.12 Counterparts and Electronic Signatures. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement. Counterparts delivered and/or signatures executed by City-approved electronic or digital means shall have the same force and effect as the use of a manual signature. Both Parties desire this Agreement to be electronically signed in accordance with applicable federal and California law. Either Party may revoke its agreement to use electronic signatures at any time by giving notice to the other Party.

10.13 Certification per Iran Contracting Act of 2010. In the event that this contract is for one million dollars ($1,000,000.00) or more, by Consultant’s signature below Consultant certifies that Consultant, and any parent entities, subsidiaries, successors or subunits of Consultant are not identified on a list created pursuant to subdivision (b) of Section 2203 of the California Public Contract Code as a person engaging in investment activities in Iran as described in subdivision (a) of Section 2202.5, or as a person described in subdivision (b) of Section 2202.5 of the California Public Contract Code, as applicable.

SIGNATURES ON FOLLOWING PAGE
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Consulting Services Agreement between City of Dublin and 04/20/2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Page 14 of 14 The Parties have executed this Agreement as of the Effective Date. The persons whose signatures appear below certify that they are authorized to sign on behalf of the respective Party.

CITY OF DUBLIN EOA, Inc.

Linda Smith, City Manager Ray Goebel, Vice President/Manager of Operations

Attest:

Marsha Moore, City Clerk

Approved as to Form:

City Attorney

3070368.1
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Consulting Services Agreement between City of Dublin and April 20, 2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Exhibit A – Page 1 of 7

EXHIBIT A

SCOPE OF SERVICES
Stormwater NPDES Implementation Assistance

During the period of this contract, the Consultant will provide specialized technical and engineering services, including labor, equipment, and/or materials, as needed, to support the City in its implementation of the Municipal Regional Stormwater NPDES Permit. Services requested may include a subset of the projects listed below, or all of the projects, as determined by the City.

On a task-by-task basis, specific work requirements, time frames for completion, and approximate cost or “not to exceed cost” shall be mutually agreed upon by Consultant and the City, as described pursuant to individual task orders, prior to commencement of each task.

Rate of payment shall be as provided in the Fee Schedule, as shown in Exhibit B.

Category Project Description Related
MRP
Provision(s)
Timeline
General Technical
Support
Annual Report
Preparation
Assistance
Assist in data
collection, analysis,
and input of data
required for the
Annual Report to the
Water Board,
including special
reports. Assist with
report writing.

All Reports due
to the Water
Board
September
30 annually.

General Technical
Support
Update the Corp
Yard Stormwater
Pollution
Prevention Plan
Review and update
the SWPPP for the
City’s Corp Yard.

C.2 FY2023
General Technical
Support
Update to the
spill response
plan
Review and revise
the City’s spill
response plan,
including taking a
photo inventory of
existing spill
response materials
and vendors, and
providing a list of
suggested
C.5 FY2023
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Consulting Services Agreement between City of Dublin and April 20, 2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Exhibit A – Page 2 of 7 supplemental
materials.

General Technical
Support
Update the City’s
Enforcement
Response Plan
(ERP)
Review and revise
the ERP, including
making
recommendations
related to adjust how
the City issues
stormwater citations.

C.3, C.4, C.5 FY2023
General Technical
Support
Update the City’s
Integrated Pest
Management
(IPM)
Administrative
Procedure
Review the City’s
IPM Administrative
procedure and make
recommendations
for improvements to
meet MRP
requirements.

C.9 FY2023
General Technical
Support
IPM verification
inspections
Conduct training and
periodic verification
inspections that IPM
practitioners are
adhering to policies.

C.9 FY2023
General Technical
Support
Report on
database options
Provide a report on
comprehensive
stormwater database
options. The
database should
interact with City
databases and the
Clean Water Program
AGOL database.

All FY2023
General Technical
Support
Update reporting
forms and
documents
Update and develop
reporting forms such
the stormwater
requirements
checklist, CIP
checklists, inspection
checklists, O&M
Agreement, etc.

All As needed.

General Technical
Support
Develop outreach
materials
Develop outreach
materials for print
and web page
applications (best
management
All As needed.

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Consulting Services Agreement between City of Dublin and April 20, 2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Exhibit A – Page 3 of 7 practices and source
control fact sheets,
mailings, etc.) to
support MRP
required
activities/programs.

General Technical
Support
Training support Provide training
support on various
stormwater topics
(e.g. develop
PowerPoint
presentations,
procure
encroachment
permits for spill
response training,
procure supplies or
equipment needed,
coordinate
schedules, etc.).

All As needed.

Green Stormwater
Infrastructure
GSI Program
Implementation
Assist with updating
municipal processes,
ordinances, plans,
and procedures to
ensure the City’s GSI
Plan is being
implemented.

C.3 As needed.

Green Stormwater
Infrastructure
GSI concept plans Assist in identifying
and developing
concept plans for
potential GSI
projects.

C.3 June 30,
2027 – 3.89
acres treated
Green Stormwater
Infrastructure
Alternate
Compliance
Program
Assist with feasibility
investigation and
planning for a
potential alternate
compliance program
in Dublin. Activities
may include but are
not limited to:
conducting feasibility
studies, determine
type of program,
C.3 Complete
FY2024
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Consulting Services Agreement between City of Dublin and April 20, 2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Exhibit A – Page 4 of 7 identify technical and
financial tracking
procedures, and
assist with
developing a
guidance manual.

Green Stormwater
Infrastructure
Bioretention soil
mix (BSM) pilot
studies

To maximize water
retention in
treatment facilities
and reduce irrigation
needs, conduct pilot
studies to determine
if adding biochar to
the standard MRP
BSM will meet the
requirements for the
alternative MRP BSM
specification. If
positive results are
achievable, assist in
implementing field
pilot studies of the
alternative mix.

C.3 Complete
FY2024
Green Stormwater
Infrastructure
Typical details &
bid specifications
Develop new or
update existing
typical details and
bid specifications.

C.3 As needed.

Trash Load
Reduction
Analysis to
determine how to
get to 90% and
100% trash load
reduction.

Help determine how
the City will achieve
90% and 100% trash
load reduction,
including but not
limited to the
following: conducting
on-land visual trash
assessments,
determining where
and why it is
technically infeasible
to install full trash
capture devices,
conduct field surveys
of installed devices
C.10 Complete by
October
2022.
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Consulting Services Agreement between City of Dublin and April 20, 2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Exhibit A – Page 5 of 7 and identifying
alternative controls
to full trash capture
devices.

Trash Load
Reduction
Revised Trash
load reduction
plan
Assist with the
development of a
revised Trash Load
Reduction plan,
based on the trash
load reduction
analysis.

C.10 2023 AR
Trash Load
Reduction
Private lands
drainage area
Help determine an
approach to private
lands drainage areas
to ensure they are
managed by full
trash capture devices
or equivalent.

C.10 FY2023
Trash Load
Reduction
Revised Trash
Generation area
map
Provide guidance on
a revised trash
generation area map,
based on on-land
visual trash
assessments or other
assessment methods.

C.10 2024 AR
PCB’s and mercury
reduction
programs
Building
demolition and
bridge
maintenance
programs.

Help establish Dublin
specific protocols.

Conduct inspections
of construction sites
and review
verification
documents
confirming that
materials are
properly disposed.

C12. On-going
Cost Reporting Accounting
Tracking
Framework
Assist with
developing Dublin-
specific accounting
methods to support
the cost reporting
required in the new
MRP 3 Cost
Reporting Provision.

C.20 After Water
Board
Executive
Officer
approval of
cost
reporting
framework
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Consulting Services Agreement between City of Dublin and April 20, 2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Exhibit A – Page 6 of 7 and
methodology
(FY2023).

Cost Reporting MRP 1 Unfunded
Mandate
Assist with data-
gathering, evaluation
and standardization,
as needed, to
support Dublin as the
lead claimant for the
MRP 1 unfunded
mandate test claim.

To the extent
feasible, the analysis
shall follow the cost
reporting format
developed for the
new MRP 3 Cost
Reporting Provision.

C.20 Anticipated
in FY2023.

Asset
Management
Inventory storm
drain inlet
markers
Conduct field
inspections to verify
that municipally-
owned storm drain
inlets have storm
drain medallions
installed.

C.2 FY2025
Asset management Complete update
for missing MS4
elements
Assist with
identifying
information missing
from MS4 maps and
develop a plan and
schedule to compile
additional MS4
information,
considering the
potential to identify
component
locations, size or
specifications,
materials and
construction and
condition.

C.5 FY2025
Asset management Asset
Management Plan
Assist with
development of an
C.21 FY2025
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Consulting Services Agreement between City of Dublin and April 20, 2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Exhibit A – Page 7 of 7 asset management
plan, including an
O&M Rehab and
Replacement Plan.

Asset
Management
GIS Development
and Support
Assist with updating
and maintaining City
of Dublin data into
the Clean Water
Program’s ArcGIS on-
line database.
various On-going
Miscellaneous Miscellaneous As-needed
Stormwater
Assistance not
identified above
N/A As-Needed

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Consulting Services Agreement between City of Dublin and April 20, 2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Exhibit B – Page 1 of 2

EXHIBIT B

COMPENSATION SCHEDULE & REIMBURSABLE EXPENSES

172

Environmental and Public Health Engineering

EOA 2022 FEE SCHEDULE
The following fee schedule covers personnel rates for EOA, Inc. staff.

Our charges are divided into two categories: personnel, and direct expenses. A new fee schedule is issued at the beginning of each year. Charges for all work, except where other arrangements have been made, are based on the new schedule of charges.

PERSONNEL

Personnel charges are for any technical, clerical or administrative work necessary to perform the project. Work tasks include geologic and environmental consulting, engineering and computer services, regulatory liaison, and report preparation. Personnel rates are as follows:

Personnel Category Hourly Rates
Principal…………………………………………………………………….. $299
Managing Engineer/Scientist III……………………………………………. $291
Managing Engineer/Scientist II…………………………………………….. $274
Managing Engineer/Scientist I……………………………………………... $262
Senior Engineer/Scientist III – Project Leader……………………………... $242 Senior Engineer/Scientist/Planner II……………………………………….. $220 Senior Engineer/Scientist/Planner I…………………………….................... $202 Associate Engineer/Scientist III ………………………………................... $192 Associate Engineer/Scientist II…………………………………................... $183 Associate Engineer/Scientist I……………………………………………… $155
Assistant Engineer/Scientist……………………………………................... $140 Technician, Administrative Manager …..………………………………….. $121 Clerical/Computer Data Entry……………………………………………… $86
Charges for professional services are in increments of one quarter-hour. Depositions/legal testimony charged portal-to- portal, at 200% of standard rates, with a four-hour minimum charge. In accordance with California Civil Procedure 2037.7, where applicable, the minimum fee must be paid prior to commencement of testimony. Preparation for court cases is charged on a time-and-materials basis as outlined in this fee schedule.

DIRECT EXPENSES

Reimbursement for expenses directly related to services provided will be charged at cost plus 10%. Examples of such direct expenses include:
• Costs of sub-consultants or subcontractors
• Costs of special fees (insurance, permits, etc.)
• Costs of copying, drafting, blueprints, etc. (EOA copies charged at $0.10 each for B&W, $0.35 each for color. Large format $0.15/sq ft for B&W, $0.50/sq ft for color) • Costs of color map production supplies (color ink and large format paper) • Costs or rental of special equipment. Daily use fees of monitoring equipment charged at the following rates:
- Single-parameter field meter - $10/day
- Multi-parameter field meter and sonde - $100/day
• Costs of authorized travel and related expenses
• Costs of laboratory analyses

INVOICES
Invoices are prepared and submitted on a monthly basis, as either final or progress billings and are payable upon receipt unless prior arrangements have been made. Interest of 1-1/2% per month, or the maximum rate allowed by law, is payable on accounts not paid within 60 days.

EOA, Inc. • 1410 Jackson Street • Oakland, CA 94612 • Tel: (510) 832-2852 • Fax: (510) 832-2856 173

Consulting Services Agreement between City of Dublin and April 20, 2022 EOA, Inc. for Stormwater NPDES Implementation Assistance Exhibit C – Page 1 of 1

EXHIBIT C

INDEMNIFICATION

A. Consultant shall, to the extent permitted by law, including without limitation California Civil Code 2782 and 2782.8, indemnify, hold harmless and assume the defense of, in any actions at law or in equity, the City, its employees, agents, volunteers, and elective and appointive boards, from all claims, losses, and damages, including property damage, personal injury, death, and liability of every kind, nature and description, arising out of, pertaining to or related to the negligence, recklessness or willful misconduct of Consultant or any person directly or indirectly employed by, or acting as agent for, Consultant, during and after completion of Consultant’s work under this Agreement.

B. With respect to those claims arising from a professional error or omission, Consultant shall defend, indemnify and hold harmless the City (including its elected officials, officers, employees, and volunteers) from all claims, losses, and damages arising from the professionally negligent acts, errors or omissions of Consultant, however, the cost to defend charged to Consultant shall not exceed Consultant’s proportionate percentage fault.

C. Consultant's obligation under this section does not extend to that portion of a claim caused in whole or in part by the sole negligence or willful misconduct of the City.

D. Consultant shall also indemnify, defend and hold harmless the City from all suits or claims for infringement of any patent rights, copyrights, trade secrets, trade names, trademarks, service marks, or any other proprietary rights of any person or persons because of the City or any of its officers, employees, volunteers, or agents use of articles, products things, or services supplied in the performance of Consultant’s services under this Agreement, however, the cost to defend charged to Consultant shall not exceed Consultant’s proportionate percentage fault.

174

REQUEST FOR PROPOSALS
Stormwater NPDES Implementation Assistance
Cit
y of Dublin
Proposals must be received by: March 4, 2022
Jo
rdan Foss, Management Analyst II
100 Civic Plaza
City of Dublin, CA 94568
Pr
oposals will be evaluated on the following: a) responsiveness to the Request for Proposal questions, b) experience of the firm, c) experience and qualifications of the assigned individuals and d) Satisfaction of previous clients.

Attachment 3
175

Request for Proposal
For
Engineering and Technical Services

Overview

The City of Dublin (City) is inviting proposals for specialized technical and engineering services to assist staff in meeting requirements contained in the third iteration of the Municipal Regional Stormwater NPDES Permit (MRP 3). The San Francisco Bay Regional Water Quality Control Board (Water Board) intends to schedule adoption of the MRP 3 to ensure an effective date of July 1, 2022. Although the City does not anticipate significant changes from the publicly noticed Tentative Order, Staff assumes qualified consultants are tracking the permit adoption process and will be aware of final permit requirements as proposals are finalized.

Information and announcement on the MRP Tentative Order may be found at the Water Board’s website:
https://www.waterboards.ca.gov/sanfranciscobay/water_issues/programs/stormwater/

Project Description:

Categories of on-call technical support covered by this RFP include:

1. General Technical Support, including but not limited to document updates and annual report preparation assistance.

2. Green Stormwater Infrastructure and related projects.

3. Trash load reduction support.

4. Polychlorinated biphenyl’s and mercury reduction programs support.

5. Cost reporting and accounting.

6. Asset management program assistance.

City Staff has attempted to identify all anticipated work efforts for which consultant support will be needed , as detailed in Attachment A. Consultants are encouraged to identify any tasks or alternative approaches to providing support services that are believed to be superior to those provided in Attachment A. Innovative, integrative, and cost-effective approaches to providing support and ensuring compliance with the MRP are welcomed.

Considerations:

Proposals shall include a detailed scope of services to provide technical support to assist the City with the requested scope of work. The proposed scope of services should detail the understanding of the requested tasks, the approach to fulfilling the tasks, roles of any subcontractors that will assist i n fulfilling the scope of services, recommendations on alternative tasks/approaches not identified i n this RFP that are deemed necessary or 176

appropriate for inclusion, anticipated deliverables, and a summary of specialized experience or expertise directly relevant to the proposed tasks.

It is anticipated that Consultant team(s) will be engaged for three years through this RFP (through Fiscal Year 2024- 25). Proposals shall include a schedule, broken down by fiscal year, that identifies overall duration for proposed services, duration of individual tasks and subtasks, key milestones, and critical pathways to meeting the overall schedule. Schedules should be developed to meet MRP related compliance deadlines.

Please bid these project categories separately. The City reserves the right to engage different firms for each project or project category to secure the desired set of services addressing the overall project needs.

Process and General Conditions

1. Proposers shall submit one electronic PDF copy of the proposal to:

Jordan Foss
Management Analyst II
100 Civic Plaza
Dublin, CA 94568
[email protected]

2. Deadline for submitting the proposal is March 4, 2022, at 5:00 p.m.

3. The City will not pay for any costs incurred in preparation and submission of the proposals or in anticipation of a contract. The format of submittals is at t he discretion of the Proposer . Each proposal shall be limited to a maximum of 20 pages using minimum 12-point font size. Page limit excludes a table of contents and resumes for Consultant’s team.

Schedule for RFP Process

February 4, 2022 Request for Proposals posted to City website.

February 11, 2022 Deadline to submit questions to City of Dublin . Submit questions to [email protected].

February 18, 2022 Addendum posted, if required.

March 4, 2022 Proposals are due no later than 5:00 PM via email to [email protected].

Late submittals will not be accepted.

Week of March 14, 2022 Interview firms (optional)

April 19, 2022 Consulting Services Agreement scheduled for approval by the Dublin City Council.

177

(Tentative dates, subject to change)

RFP Submittal Requirements

Please prepare and organize your Statement of Qualification based on the requirements provided below. Any other information you would like to include should be placed in a separated section at the back of your Statement of Qualification. Please note however that the RFQ submittal is limited to 20 pages maximum single-sided in 12- point font. Page limit excludes a table of contents and resumes for Consultant’s team.

Include the following in the Proposal:

1. Enclose a cover letter not to exceed one page, describing the firm's interest and commitment to perform work necessary to provide consulting services. The person authorized by the firm to negotiate a contract with the City of Dublin shall sign the cover le tter. Please include this cover letter within document and not as a separate page.

2. State the qualifications and experience of the firm/individual(s). Please emphasize the specific qualifications and experience with engagements of similar scope and complexity.

3. Provide at least three references (names and current phone numbers) from recent work (previous five years) similar to the services outlined in this request for qualification. Please include a brief description of the work performed and the role your firm performed.

4. List key staff members, including identification of the Principal -in-Charge and Project Manager/primary point-of-contact. Include each team member’s availability, including all existing committed hours, and the ability of being able to complete the project in time and budget.

5. Provide an approach to completing this project, showing the flow of various tasks of the work and demonstrating the clear understanding of the requested work.

6. Provide a project schedule.

7. Present proposed project budget, to include a compensation rate schedule for services.

8. Provide confirmation of your firm’s ability to meet the City’s Standard Consulting Agreement and insurance requirements. Exceptions to the Agreement and insurance requirements shall be specifically noted in the Proposal.

Standard Consulting Agreement:

It is anticipated that the services covered by the Agreement resulting from this solicitation will be performed on a time and materials fee basis for a specified scope of work. The term of the agreement is anticipated to begin April 20, 2022.

A sample of the City’s Standard Consulting Agreement (Agreement), including insurance requirements, is provided as Attachment B.

178

If the interested firm desires to take exception to the Agreement and/or insurance requirements, the interested firm shall clearly identify proposed changes to the Agreement and furnish the reason for these changes, which shall be included in the qualification. Exceptions will be taken into consideration in evaluat ing Proposals.

Otherwise, the interested firm is to state in the proposal that the Agreement and insurance requirements are acceptable.

Consideration for exceptions will not be considered if not included in the submitted proposal.

Conflict of Interest

Proposer agrees that, for the term of this contract, no member, officer or employee of the City of Dublin, or of a public body within Alameda County or member or delegate to the Congress of the United States, during his/her tenure or for one year thereafter, shall have any direct interest in the contracts or any direct or material benefit arising therefrom.

Proposers must provide a list of any potential conflicts of interest in working for the City of Dublin. This must include, but is not limited to, a list of your firm’s clients who are the following: Private clients located or operating within the City of Dublin limits, Dublin San Ramon Service District, US Army Camp Parks and/or the County of Alameda, and a brief description of work for these clients. Proposers must also identify any other clients (including public entities), that may pose a potential conflict of interest, as well as a brief description of work you provide to these clients.

This list must include all potential conflicts of interest within the year prior to the release of this RFQ as well as current and future commitments to other projects.

Principals and those performing work for City of Dublin may be required to submit a California Fair Political Practices Commission (FPPC) Form 700: Statement of Economic Interests documenting potential financial conflicts of interest. For additional information, proposers should refer to the FPPC website at http://www.fppc.ca.gov/Form700.html.

Equal Employment Opportunity

Proposer shall not, on the grounds of race, color, sex, age, religion, national origin, ancestry, physical handicap, medical condition, or marital status either discriminate or permit discrimination against any employee or applicant for employment in any manner prohibited by Federal, State or local laws. In the event of Proposer non - compliance, the City of Dublin may cancel, terminate or suspend the Contract in whole or in part. Proposer may also be declared ineligible for further contracts with the City of Dublin.

Proposer shall take affirmative action to ensure that applicants are employed, and that employees are treated during their employment, without regard to their race, religion, color, sex, or national origin. Such action shall include, but not be l imited to the following: employment, upgrading, demotion or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. Proposer and its sub-consultants shall post in conspicuous places, available to all employees and applicants for employment, a notice setting forth the following provisions [29 U.S.C. § 623, 42 U.S.C. § 2000, 42 U.S.C. § 6102, 42 U.S.C. § 12112, 42 U.S.C. § 12132, 49 U.S.C. § 5332, 29 CFR Part 1630, 41 CFR Parts 60 et seq.].

179

Governing Law

This RFP summarizes the applicable laws and governance; when in conflict applicable State/Federal guidelines shall apply. The contract and legal relations between the parties hereto shall be g overned and construed in accordance with the laws of the State of California.

Insurance Requirements
The Contractor shall provide insurance coverage as follows in conformance with the City of Dublin’s requirements:

General Liability Insurance $1,000,000
Automobile Liability Insurance $1,000,000
Professional Liability Insurance $1,000,000
Workers’ Compensation Insurance $1,000,000

References
Contractor must include three (3) references for which the company has provided services similar to those described in this RFP. Reference information shall include: Name, Address, Contact, Title, Phone Number, E -mail Address, and Term of the Contract.

Review and Selection Process
The City reserves the right to make the selection based on its sole discretion. A subcommittee selected by City Staff will evaluate proposals provided in response to this RFP. The subcommittee will use a forced ranking process (please see Attachment C, Forced Ranking Rating Sheet, for further detail). Informal interviews may be conducted by City staff and may include more than one firm that has submitted a Proposal.

Based on input from this review process, a recommendation will be made to the City Manager. The City Manager will make a recommendation to the City Council for award of contract services.

The City reserves the right to award a contract to the firm(s) that the City feels best meets the requirements of the RFP. The City reserves the right to reject any and all Proposals prior to execution of the Agreement, with no penalty to the City.

Selection of Consultant

Submitted Proposals will be evaluated and scored using the following criteria:

• Qualifications and specific experience of key project team members. • Quality and completeness of the proposal.
• Experience with engagement of similar scope and complexity. • Satisfaction of previous clients.
• Cost of providing the consultant services for this project.

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Attachment A

Scope of Services

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City of Dublin Stormwater Implementation Assistance RFP