Agenda packet — Dublin City Council, May 7, 2024 (part 2 of 2)

Agenda Item 8.1
DATE: May 7, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: City of Dublin Fiscal Year 2024-25 Human Services Grant Program Funding Recommendations
Prepared by: Brad Olson, Management Analyst II
EXECUTIVE SUMMARY:

The City Council will consider the funding recommendation for the Human Services Grant Program and approve a funding allocation for Fiscal Year 2024-25.

STAFF RECOMMENDATION:

Adopt the Resolution Approving Funding Recommendations for the Fiscal Year 2024-25 Human Services Grant Program.

FINANCIAL IMPACT:

The City’s Human Services Grant Program is currently supported by four funding sources – the General Fund, the Affordable Housing Fund, the Community Development Block Grant (CDBG) Program, and the American Rescue Plan Act (ARPA). Each qualifying program/project is eligible for a minimum award of $3,500 and a maximum award of $25,000. Attachment 2 shows the Human Services Grant Program funding by source.

DESCRIPTION:

The Human Services Grant Program provides financial support to local non-profit organizations serving the Dublin community. Each year, the City Council awards funding to organizations that best meet the community’s needs in support of the City’s adopted Mission and Vision (Attachment 4) and needs identified in the Tri-Valley Needs Assessment (Attachment 5). Organizations can submit multiple programs/projects for consideration, but a separate application is due for each program/project.

Fiscal Year 2024-25 marks the 20th year of Dublin’s Human Services Grant Program. The recent allocation history is shown in the table below. Prior to the availability of ARPA funds, the City’s General Fund allocation was higher; however, overall contributions to the Grant Program have 221

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increased during this ARPA period.

TABLE 1: FUNDING SUPPORT HISTORY
Fiscal Year
General Fund Affordable
Housing Fund CDBG ARPA TOTAL
2014-15 $120,000 $7,000 $67,402 $194,402
2015-16 $120,000 $8,000 $69,812 $197,812
2016-17 $140,000 $8,000 $75,602 $223,602
2017-18 $140,000 $8,000 $79,781 $227,781
2018-19 $130,000 $8,000 $91,462 $229,462
2019-20 $130,000 $8,000 $93,970 $231,970
2020-21 $160,000 $8,000 $99,711 $267,711
2021-22 $89,780 $0* $99,183 $163,251 $352,214
2022-23 $98,000** $0* $99,000 $163,000 $360,000
2023-24 $99,000 $8,000 $59,862 $163,000 $329,862
2024-25 $99,000 $8,000 $60,000*** $163,000 $330,000
* Forecasted annually at $8,000 since FY 2015-16 – not utilized in FY 2021-22 and FY 2022-23. ** Includes $8,460 in Homeless Housing, Assistance, and Prevention (HHAP) Funding. ***$15,000 of the $60,000 is earmarked for loan obligation, leaving $45,000 for public service grants.

Alameda County Urban County CDBG Program
Urban-County CDBG Program
The City of Dublin participates in Alameda County’s Urban-County CDBG Program, along with the cities of Albany, Emeryville, Newark, and Piedmont (cities whose population is/was less than 50,000). These are called the “Urban County Cities,” along with the unincorporated areas of Alameda County.

Public Service Grants
Per County limits on each Urban County City’s use of CDBG funds, only 15% of a city’s CDBG allocation can be used for public-service-based projects. The remaining 85% must be used for capital projects. The County’s past practice has been to review all applications received from each Urban County City to determine if the overall request for service-based projects exceeds the 15% limit. If so, the County requests that each city adjust the service-based project allocation.

As recently as Fiscal Year 2022-23, CDBG accounted for almost $100,000 of the funds for public service projects in Dublin. Beginning in Fiscal Year 2023-24, the amount from CDBG was reduced to $59,862 as participants in the Urban-County CDBG Program began using more of their share.

Anticipating similar usage in Fiscal Year 2024-25, an estimated $60,000 has been budgeted for CDBG. Of this $60,000, $15,000 is earmarked for the annual loan obligation for the Axis Community Health Clinic. This leaves an estimated $45,000 available from CDBG for the public service grants. Adjustments may be necessary before the start of the next fiscal year, as the City has not yet received actual numbers from HUD and Alameda County.

Capital Project Grant
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For Fiscal Year 2024-25, Tri-Valley Haven has requested capital funding to continue the rebuild of their Shiloh shelter building. Located in Livermore, Shiloh is the only domestic violence/homeless Shelter in the Tri-Valley area. This project was not included in the competitive review and allocation completed by the Human Services Commission. The request, totaling $250,000, is anticipated to be available as part of the Urban County CDBG Capital Allocation. The application, however, cannot be submitted to the County until after July 1, when funds are available. Staff will then return to the City Council to formally review the capital project and request funding support.

Fiscal Year 2024-25 Competitive Grant Cycle
Applications
Typically, the City receives far more service project requests than capital project requests. This makes the public service grant program more competitive. Between December 6, 2023, and January 19, 2024, the City accepted applications for the public service grants program via the online platform, ZoomGrants. Twenty-one organizations submitted a combined total of 24 applications (three organizations submitted applications for multiple projects). Attachment 7 includes all 24 applications. In total, applicants requested $456,873 in funding, $141,873 more than is available in the Program.

Review and Rating Criteria
In February 2024, Staff and the Commission reviewed the public service grant applications to verify all requests qualified for funding based on adopted program guidelines. The Grant Rating Criteria Guide used in this review is included as Attachment 6.

The rating guide was one of several factors used in determining funding recommendations. Other factors included consideration of:
 The number of Dublin residents served and cost per participant.  Past performance of existing Dublin programs.
 Whether the project addresses one or more of the 14 Key Areas of Concern identified in the 2011 Tri-Valley Needs Assessment report.
 Whether City funds are used to leverage other funding sources.

Two of the 24 public service grant applications were removed from consideration during the review process as they did not support a core human service need and/or would be better funded through alternate sources.

Funding Recommendations
At its meeting on March 28, 2024, the Human Services Commission discussed and considered funding allocations for the 22 qualifying applications. The amounts recommended by the Commission include reductions across all program/project requests to account for the reduced funding budgeted for Fiscal Year 2024-25. Attachment 3 summarizes the amounts recommended by the Commission for each project/program.

Funding Breakdown by Project Type
The table below breaks down the funding recommendations for the public service projects by project type (food, shelter, and other).
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TABLE 2: SERVICE PROJECT FUNDING RECOMMENDATIONS BY TYPE * Services – Other includes projects/programs that provide safety-net services addressing issues like domestic violence/child abuse, disabled/special needs, financial/legal, medical/health, etc.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted, and all grant applicants were provided a web link to the Staff Report.

Outreach and Promotion
In November and December 2023, in preparation for the 2024-25 grant cycle, Staff conducted outreach and education efforts that included:
 Providing notice of funding availability and upcoming community workshops to non-profit organizations.
 Advertising the funding availability in the East Bay Times and on the City website.  Researching and reaching out to local non-profit organizations operating in Dublin.  Providing a Grant Application Workshop in coordination with the Cities of Pleasanton and Livermore to review the online application process and discuss program guidelines for the upcoming fiscal year. All applicants were required to attend this workshop.

ATTACHMENTS:
1) Resolution Approving Funding Recommendations for the Fiscal Year 2024-25 Human Services Grant Program
2) Exhibit A to the Resolution - Fiscal Year 2024-25 Human Services Grant Program Funding Recommendations
3) Grant Summary Table
4) Dublin Mission and Vision Statements
5) Tri-Valley Needs Assessment – 14 Areas of Concern
6) Grant Rating Guide
7) Fiscal Year 2024-25 Human Services Grant Applications Project Type Quantity Recommended Funding
Services - Food 3 $49,000
Services - Shelter 7 $97,500
Services - Other * 12 $183,500
Total $330,000
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Attachment 1
Reso. No. XX-24, Item X.X, Adopted XX/XX/2024 Page 1 of 2 RESOLUTION NO. XX – 24

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

APPROVING FUNDING RECOMMENDATIONS FOR THE
FISCAL YEAR 2024-25 HUMAN SERVICES GRANT PROGRAM
WHEREAS, the City received 22 qualifying public service applications for the Fiscal Year 2024-25 Human Services Grant Program; and
WHEREAS, funding sources for the Human Services Grant Program include the federally funded Community Development Block Grant (CDBG), the City of Dublin General Fund, the Affordable Housing Fund, and the American Rescue Plan Act (ARPA); and WHEREAS, on March 28, 2024, the Human Services Commission recommended 22 public service projects receive grant funding through the Human Services Grant Program; and WHEREAS, the City Council considered the recommended service projects attached hereto as Exhibit A.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin approve the funding recommendations of all funds.

BE IT FURTHER RESOLVED that the City Manager is authorized to take the following actions:

1. Direct Staff to work with the County of Alameda as required on the CDBG funding allocations by reallocating funds as needed based on the confirmed CDBG funding guidelines and funding level; and

2. Execute agreements with the County of Alameda for use of CDBG funds and the funding agreements with each grant recipient effective July 1, 2024, and take such further actions as may be necessary or appropriate to carry out the City Council’s obligations pursuant to this Resolution.

BE IT FURTHER RESOLVED that the City Manager is authorized to execute the amendments to the agreements, attached hereto as Exhibit A, and make any necessary, nonsubstantive changes to carry out the intent of this Resolution. {Signatures on the following page}
225
Reso. No. XX-24, Item X.X, Adopted XX/XX/2024 Page 2 of 2 PASSED, APPROVED AND ADOPTED this 7th day of May 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
226
Attachment 2
Organization Name Grant Proposal
Grant Amount
Requested FY24-
25 Grant Amount
Recommended FY24-
25 CDBG Funding General Fund
American Rescue
Plan Act (ARPA)
Assistance League of Amador Valley Operation School Bell $5,000.00 $0.00 Axis Community Health Enrollment Specialist $7,759.78 $7,000.00 $7,000.00 Centro Legal de la Raza Tri-Valley Fair and Secure Housing Project $18,500.00 $18,000.00 $18,000.00 Chabot-Las Positas Community College District
dba Tri-Valley Career Center Dublin Pathways to Employment $24,989.00 $16,000.00 $16,000.00 Chabot-Las Positas Community College District
dba Tri-Valley Career Center Dublin VITA Services $20,733.00 $16,000.00 $16,000.00 City of Pleasanton Section 108 Loan Obligation (Axis
Community Health Clinic) N/A $15,000.00 $15,000.00
City Serve of the Tri-Valley Homeless Prevention and Family Stabilization Program $25,000.00 $23,000.00 $23,000.00
City Serve of the Tri-Valley Senior 60+ Stabilization Program $25,000.00 $17,000.00 $17,000.00 Community Resources for Independent Living Housing and Independent Living Skills $16,000.00 $9,000.00 $9,000.00 Easterseals Northern California Kaleidoscope Community Adult Program $25,000.00 $14,000.00 $14,000.00 Goodness Village* Goodness Village* $25,000.00 $12,500.00 $12,500.00 Hively Hively Family Resource Center &
Navigation Services $25,000.00 $24,000.00 $24,000.00
Hope Hospice & Health Services Grief Support Services and Volunteer Services $20,000.00 $17,000.00 $17,000.00
Legal Assistance for Seniors
Legal and Supportive Services, Medicare
Counseling and Education for Dublin
Seniors
$12,000.00 $10,000.00 $10,000.00
Lions Center for the Visually Impaired Dublin Seniors Vision Health $7,500.00 $4,500.00 $4,500.00 Love Never Fails
Dublin Street Outreach and Referrals to
Transformational Solutions $25,000.00 $7,500.00 $7,500.00 Narika Culturally Responsive Domestic Violence
Intervention & Prevention Services $13,141.00 $5,000.00 $5,000.00 One Nation Dream Makers Last Mile Delivery and Food Recovery Program $25,000.00 $3,500.00 $3,500.00
Open Heart Kitchen Senior Meal Program $25,000.00 $23,000.00 $23,000.00 Partners for Change Tri-Valley Alleviating Poverty and Homelessness in the Tri-Valley $15,000.00 $5,000.00 $5,000.00
Spectrum Community Services Meals on Wheels: More Than A Meal $25,000.00 $22,500.00 $22,500.00 Sunflower Hill Program Support for Adults with
Developmental Disabilities $16,250.00 $15,000.00 $15,000.00 Tri-Valley Haven Homeless and Family Support Services $25,000.00 $22,500.00 $22,500.00 Tri-Valley Haven Domestic Violence Services $25,000.00 $23,000.00 $23,000.00 Wishing Well Inc No One Should Sleep Hungry $5,000.00 $0.00 $456,873 $330,000 $60,000 $107,000 $163,000
City of Dublin - Fiscal Year 2024-25 - Human Services Grant Funding Exhibit A to Resolution XX-24
Exhibit A to the Resolution
*Includes $8,000 from Affordable Housing Fund
227
Attachment 3
Organization Name Grant Proposal
Funding
Received
FY23-24
Grant Amount
Requested FY24-
25 Staff
Recommendation
Application Points
(Average)
Estimated Unduplicated
Residents Served
Average Cost Per
Unduplicated Resident Funding Type
$15,000.00 $15,000.00
City of Pleasanton Section 108 Loan Obligation (Axis Community Health Clinic) $15,000.00 $15,000.00 $15,000.00 - - - CDBG SERVICES - FOOD $80,000.00 $49,000.00 9,560
One Nation Dream Makers Last Mile Delivery and Food Recovery Program New $25,000.00 $3,500.00 35.5 9000 $0.39 ARPA Open Heart Kitchen Senior Meal Program $24,800.00 $25,000.00 $23,000.00 70.75 250 $92.00 ARPA Spectrum Community Services Meals on Wheels: More Than A Meal $24,800.00 $25,000.00 $22,500.00 70.25 60 $375.00 CDBG Wishing Well Inc No One Should Sleep Hungry New $5,000.00 $0.00 56.75 250 $0.00 N/A SERVICES - SHELTER $149,500.00 $97,500.00 716
Centro Legal de la Raza Tri-Valley Fair and Secure Housing Project $18,795.00 $18,500.00 $18,000.00 68.25 23 $782.61 ARPA City Serve of the Tri-Valley Homeless Prevention and Family Stabilization Program $24,795.00 $25,000.00 $23,000.00 60.5 75 $306.67 ARPA Community Resources for Independent Living Housing and Independent Living Skills $8,945.00 $16,000.00 $9,000.00 65.25 40 $225.00 ARPA Goodness Village Goodness Village* $12,295.00 $25,000.00 $12,500.00 58.5 3 $4,166.67 GF Love Never Fails Dublin Street Outreach and Referrals to Transformational Solutions $7,295.00 $25,000.00 $7,500.00 58.25 50 $150.00 ARPA Partners for Change Tri-Valley Alleviating Poverty and Homelessness in the Tri-Valley $4,796.00 $15,000.00 $5,000.00 61.75 100 $50.00 GF Tri-Valley Haven Homeless and Family Support Services $24,795.00 $25,000.00 $22,500.00 64.5 425 $52.94 CDBG SERVICES - OTHER $227,372.78 $168,500.00 3,378
Assistance League of Amador Valley Operation School Bell New $5,000.00 $0.00 54.75 200 $0.00 N/A Axis Community Health Enrollment Specialist New $7,759.78 $7,000.00 61.5 90 $77.78 GF Chabot-Las Positas Community College District
dba Tri-Valley Career Center Dublin Pathways to Employment $15,795.00 $24,989.00 $16,000.00 59 360 $44.44 ARPA Chabot-Las Positas Community College District
dba Tri-Valley Career Center Dublin VITA Services $15,795.00 $20,733.00 $16,000.00 49.5 115 $139.13 ARPA City Serve of the Tri-Valley Senior 60+ Stabilization Program $16,045.00 $25,000.00 $17,000.00 60.5 109 $155.96 GF Easterseals Northern California Kaleidoscope Community Adult Program $12,295.00 $25,000.00 $14,000.00 50.25 9 $1,555.56 GF Hively Hively Family Resource Center & Navigation Services $24,795.00 $25,000.00 $24,000.00 72.75 1200 $20.00 ARPA Hope Hospice & Health Services Grief Support Services and Volunteer Services $12,595.00 $20,000.00 $17,000.00 60 800 $21.25 GF Legal Assistance for Seniors Legal and Supportive Services, Medicare Counseling and Education for Dublin Seniors $9,795.00 $12,000.00 $10,000.00 64.5 15 $666.67 GF Lions Center for the Visually Impaired Dublin Seniors Vision Health $3,545.00 $7,500.00 $4,500.00 52.5 15 $300.00 GF Narika Culturally Responsive Domestic Violence Intervention & Prevention Services New $13,141.00 $5,000.00 53.25 350 $14.29 GF Sunflower Hill Program Support for Adults with Developmental Disabilities $15,795.00 $16,250.00 $15,000.00 59.75 40 $375.00 GF Tri-Valley Haven Domestic Violence Services $24,795.00 $25,000.00 $23,000.00 70.75 75 $306.67 ARPA *8,000 from Affordable Housing Fund Totals: $456,873 $330,000 City of Dublin Human Services Commission - Grant Funding for Fiscal Year 2024-25

CAPITAL PROJECTS (FUNDED OUTSIDE OF COMPETITIVE GRANTS PROGRAM) 228

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.

Attachment 4
229
2011 TriͲValley Needs Assessment
Findings by Area of Concern *
1 Behavioral health (mental
health and substance abuse) 8 Disabilities
2 Affordable housing 9 Food and nutrition
3 Health care 10 Senior services
4 Workforce development 11 Youth services
5 Homelessness 12
Child care, early childhood
development and education
6 Transportation services and
access 13
Changing demographics and
growing diversity
7 Domestic violence and child
abuse 14 Financial assistance
*Page 33 Eastern Alameda County Human Services Needs Assessment Attachment 5
230

CITY OF DUBLIN

HUMAN SERVICES GRANT RATING GUIDE
Organization:

Program:

City Staff Score
Each project has already been scored by city staff in the Grant Ratings Worksheet using the criteria below. These scores will automatically be added to the scores you add for every project that is selected to receive funding.

Organization/Management (1 point each, maximum of 5)
Description Score
The organization previously received funding from Dublin and has fully complied with the City’s management procedures, including invoice and report deadlines.

The organization, as presented in the application, is able to achieve the stated goals and outcomes.

The organization and its staff are qualified and have the capacity to provide for the program. (non-profit status, resumes for staff, Board of Directors, information on clients served) The organization has completed all required aspects of the application process.

The proposed program has a successful proven track record (not a new program).

Commission Member Rating Categories
Please review each of the applications in ZoomGrants. For each application, provide a score (1-10) for each of the categories below. Descriptions of each score range are included below for guidance. Add your scores for each category, and any notes on each application, to the corresponding cells in the Grant Ratings Worksheet.

Need – Rate the need for this program/service.

Rating Description Score
Low
0-2
The applicant does not articulate a clear need for the project in their application and is unlikely to address that need.

Mid
3-5
The applicant identifies a clear need, but it is not a critical human service need, and/or the applicant does not demonstrate a high likelihood of addressing that need.

High
6-10
The applicant identifies a critical human service need in Dublin that other organizations do not and demonstrates a high likelihood of addressing that need.

Attachment 6
231

Benefit – Rate the benefit to low-income or high-risk individuals/households in Dublin.

Rating Description Score
Low
0-2
Applicant demonstrates a low number of low-income or high-risk Dublin individuals/households who will benefit from the project, and the application fails to identify any outcomes or ways it will measure project success.

Mid
3-5
Applicant demonstrates a moderate number of low-income or high-risk Dublin individuals/households who will benefit from the project. The application identifies outcomes but is unclear or unlikely to demonstrate a project impact.

High
6-10
Applicant demonstrates a high number of low-income or high-risk Dublin individuals/households who will benefit from the project. The application identifies clear and measurable outcomes to demonstrate project impact.

Funding Request – Rate the applicant’s funding request.

Rating Description Score
Low
0-2
The funding request is unreasonably high given the project's proposed impact, and the number of people served; the project budget is unrealistic.

Mid
3-5
The funding request is reasonable but does not demonstrate a high impact or cost effectiveness given the proposed number of people served and/or the project budget has significant questions or flaws.

High
6-10
The funding request is a reasonable amount demonstrating high impact and cost effectiveness given the proposed number of people served; the project budget is feasible and sound.

Funding Sustainability – Rate the diversification of the project’s funding sources.

Rating Description Score
Low
0-2
The Grant request is the only source of funds for the applicant’s proposed project.

Mid
3-5
The applicant has identified more than one funding source to support the proposed activity/service, but this grant request would be the main source of funds, and the long- term sustainability of the project is questionable.

High
6-10
The applicant has identified multiple funding sources to support the proposed activity/service and ensure sustainability. The organization produces other income that may be used to support this program (fundraising).
232

City Funding Necessity – Rate the necessity of City funding for this project.

Rating Description Score
Low
0-2
The project is not appropriate for City funds and will not reduce demands on other City resources.

Mid
3-5
The project is an appropriate use for City funds but will not reduce demands on other City resources and/or other types of funding sources would be a better fit for this project.

High
6-10
City funds are critical to the project, and funding request is appropriate for City sources and reduces demands for other City resources.

Consistency with Policies – Rate the proposal’s consistency with the HUD Strategic Goals and HUD Policy Priorities. (To determine CDBG eligibility)
Rating Description Score
Low
0-2
The proposal does not address any of the HUD Strategic Goals or HUD Policy Priorities.

Mid
3-5
The proposal addresses one of the HUD Strategic Goals or HUD Policy Priorities.

High
6-10
The proposal helps address multiple HUD Strategic Goals or HUD Policy Priorities.

City Council Priorities – Rate the extent the proposal addresses one or more of the City Council’s priorities.

Rating Description Score
Low
0-2
The proposal does not address any of the Council’s priorities.

Mid
3-5
The proposal addresses one or two of the Council’s priorities but does not have a high likelihood of doing so effectively.

High
6-10
The proposal demonstrates a high likelihood of addressing multiple Council priorities.

233

Alameda County 14 Areas of Concerns – Rate the extent the proposal addresses one or more of the 14 areas of concern as identified by the Alameda County Needs Assessment Report.

Rating Description Score
Low
0-2
The proposal does not address any of the 14 areas of concern.

Mid
3-5
The proposal addresses one or two of the 14 areas of concern but does not have a high likelihood of doing so effectively.

High
6-10
The proposal is highly likely to address multiple areas of the 14 areas of concern.

Innovation – If funds were allocated last year for the same project/activity, rate the extent to which the applicant adequately responds to changing community conditions. If the proposal is for a new project, rate the extent to which the project uses a new and innovative approach to solve an identified problem.

Rating Description Score
Low
0-2
The applicant does not demonstrate an ability to adapt the project to changing needs or is not using an innovative approach.

Mid
3-5
It is unclear how the project will respond to changing community conditions identified in the application or use an effective but not particularly innovative approach.

High
6-10
The applicant demonstrates a high likelihood of responding to changing conditions and/or using an innovative approach.

Access – Rate the extent to which the project will ensure non-English speakers, people with disabilities, people experiencing homelessness, seniors, low-income families, and/or youth can access the proposed program or activities.

Rating Description Score
Low
0-2
The proposal does not mention accessibility concerns and does not describe how it will remove barriers or help community members access its services.

Mid
3-5
The proposal addresses accessibility concerns but does not identify concrete or impactful ways the project will remove barriers for priority populations.

High
6-10
The proposal describes concrete and impactful ways the applicant will improve language, technology, and/or transportation access for priority populations.

234
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DUBLIN
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City of Dublin, Fiscal Year 2024-25, Human Services Grant Program Deadline: 1/19/2024
Assistance League of Amador Valley
Operation School Bell
Jump to: Organization Information Questions Budget Documents USO$ 5,000.00 Requested
Submitted: 1/19/2024 11:31:45 PM
(Pacific)
Assistance League of
Amador Valley
PO Box 11843
Telephone925-353-0280
Fax
Attachment 7
Close Window A11,,. -Y
Pleasanton, CA 94588
Project Contact United States Web www.assistanceleague.org/amadorvalley Elke Rank
[email protected]
Tel: 925-353-0280
Additional Contacts
none entered
Organization Information !2.e.

1. Business License Number
200234
Questions !2.e.

President
Christina Perlin
[email protected]

1. Select the category that best describes your organization:
(Select only one.)
[t] Non-Profit
D Public Agency
D Other:

2. Please describe your agency's mission (no more than 3 sentences or 250 characters).

Assistance League of Amador Valley's volunteers transform the lives of children and adults through community programs. Our vision is simple: Essential needs are met in our community and families flourish.

3. Select the category that best describes the project:
(Select only one. For Capital Projects, please contact City Staff ahead of the grant application submission to review additional requirements including the Davis-Bacon/Fair Labor Standards Act) D Capital Project
[t] Public Service Program or Project

4. Is this a "new" service, program, project or activity? "New" is identified as not yet started, implemented or in 235 236
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244
the "Documents" tab.)
(What specifically will the grant funds be used for?)
All grant funds will be solely allocated to the establishment and maintenance of the new Enrollment Specialist role. The new Enrollment Specialist will play a pivotal role in administering the project, focusing on the 2024 Medi-Cal redetermination process, and in serving Dublin's diverse community. The specialist will be extensively trained to understand intricate insurance eligibility criteria, ensuring a comprehensive grasp of the evolving healthcare landscape. In their first visit, the Enrollment Specialist will spend up to an hour guiding the community member on the documentation needed for application or renewal before helping them complete and submit the insurance enrollment application to Alameda Social Services. This role is a support position for anyone that needs to navigate the public health insurance system.

Residents can easily connect with the project in different ways. If someone is new to Axis, they'll get an appointment with the enrollment department to check if they can get coverage through health plans. People who just walk in can also get help in the Enrollment department if they ask for it. For those who've been here before, they'll have planned meetings with the Enrollment Specialist when their coverage is ending or if something changes that might affect their eligibility for health plan coverage. With procedural reasons accounting for most disenrollments, there is an inherent risk of individuals experiencing breaks in coverage. The Enrollment Specialist will be instrumental in preventing such disruptions, facilitating a seamless transition for citizens who require ongoing healthcare access.

The Enrollment Specialist's training includes a deep understanding of insurance eligibility criteria, enabling them to navigate the complexities of the redetermination process effectively. They will possess the knowledge and expertise to guide individuals through the intricacies of Medi-Cal and Covered California insurance, ensuring accurate assessments of eligibility.

This training encompasses staying informed about the evolving landscape of healthcare policies and enrollment protocols, guaranteeing that the specialist remains well-equipped to assist clients throughout the redetermination process.

The goal of this grant is to make enrollment services easily accessible to uninsured residents, providing personalized assistance in understanding their eligibility status, exploring health plan options, and making informed decisions about their healthcare coverage and to promote equitable access to healthcare services. In essence, the new Enrollment Specialist role will serve as a critical resource in safeguarding the health and well-being of our community members during this pivotal juncture in healthcare policy changes.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? The position's effectiveness will be assessed through quantitative metrics, mainly focusing on the number of clients served and enrolled in insurance programs. Additionally, qualitative feedback from clients and periodic evaluations of the specialist's impact on community awareness and engagement will contribute to assessing effectiveness.

This project is strategically designed to break down barriers to insurance enrollment, ensuring increased healthcare coverage for local citizens, with particular attention to vulnerable communities of color and those whose primary language is not English.

Given research from the California Health Care Foundation highlighting disparities in disenrollment among communities of color and non-English speakers, this grant aims to mitigate such risks by empowering the new Enrollment Specialist to address this demand. Their targeted efforts will address the unique challenges faced by these populations, facilitating a more inclusive and equitable enrollment process.

This grant is pivotal in fostering greater health equity. The Enrollment Specialist will proactively engage with the community, ensuring that individuals are informed about the need to take action to maintain their healthcare coverage during critical junctures like the Medi-Cal redetermination process.

The role becomes crucial in preventing coverage lapses resulting from paperwork mistakes or missed notices, situations that disproportionately impact vulnerable populations. By providing personalized guidance and support, the Enrollment Specialist will serve as a reliable resource for individuals, mitigating the risk of coverage loss due to administrative challenges.

This project's effectiveness will be rigorously assessed using a combination of quantitative metrics and feedback.

Key performance indicators include:

1. Number of Clients Served: Tracking the volume of individuals actively engaged and served by the Enrollment Specialist, providing a tangible measure of outreach and assistance.

2. Successful Enrollments: Quantifying the number of individuals successfully enrolled in insurance programs, highlighting the project's impact on increasing healthcare coverage.

3. Community Awareness and Engagement: Periodic evaluations will measure the specialist's impact on community awareness, ensuring that the information reaches and resonates with diverse populations, particularly communities of color and non-English speakers. 245
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Our primary goal and objective is to enhance the quality of life for low-income tenants of Dublin via housing-related services to prevent homelessness and to promote stable, affordable, healthy housing.

Measurable outcome for Goal 1: At least 90% of Tenants will be more aware of available resources and legal options and better prepared to successfully resolve their housing issues.

Measurable outcome for Goal 2: After legal representation, at least 70% of Tenants will successfully resolve their legal matters and report improved housing stability, avoided an eviction, avoided homelessness, having a rent increase rescinded, receiving a rent reduction, or securing time and/or money to move.

Performance Goal 1: 17 Tenants receive legal consultation for housing-related problems such as obtaining resources and information about their legal options and rights.

Performance Goal 2: 8 Tenants receive legal representation for housing-related issues.

Centro Legal uses the case management software JusticeServer, which allows us to track a significant amount of client data and assess quantitative goals on a monthly basis. During in-person services, Centro Legal also uses anonymous client surveys to measure our impact. Centro Legal uses case outcome data and program evaluations to determine if a program is effectively meeting clients’ needs. We also use information on the number of clients we serve and the types of issues our clients are facing to determine the level and types of services needed. Based on this information, we make changes to program design and our budget to expand services and staffing as needed.

Centro Legal has current CDBG contracts with the City of Hayward, Dublin, and Oakland. We are familiar with the CDBG guidelines and ensure that clients are low-income according to the guidelines. Prior to receiving a consultation, tenants certify their income so we can ensure eligibility. In addition to income information, Centro Legal is also collecting a lot of other demographic data such as race and ethnicity to ensure we are serving a diverse group.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision Our project is focused on enhancing the quality of life for low-income tenants of Dublin via housing-related services to prevent homelessness and to promote safe, affordable, stable housing. Having access to safe, stable, affordable housing is necessary for a high quality of life. Traditionally marginalized communities, such as persons of color, persons with disabilities, elderly persons, and domestic violence survivors face greater barriers to housing stability. This furthers Dublin’s values of safety, inclusivity, diversity, and equity. Our project focuses on underserved communities, empowering and advocating for them and ensuring that they are being served in an equitable way and can remain in their community. Having a safe and affordable place to live is key to a high quality of life, and the necessary base for so many other aspects of our lives. Our project supports lowincome Dublin tenants in ensuring they have access to safe housing, that they can enforce their rights to maintain their housing stability, and reduces displacement of low-income underserved BIPOC (Black, Indigenous, (and) People of Color) communities. By helping those most marginalized stay in their homes, this project helps to ensure that Dublin is an inclusive, diverse, and equitable place to not only live, but thrive.

Additionally, Centro Legal is deeply committed to diversity, equity, and inclusion. We have a diverse staff of advocates and attorneys who are committed to these values, and our representation of tenants reflects these values. This project prioritizes helping those most at risk of eviction and displacement, including persons who fall within these identities, and thereby helps Dublin achieve its Vision Statement where Dublin tenants can safely live, work, and raise a family in a diverse and inclusive city.

12. For the Fiscal Year 2024-2025 Human Services Grant Cycle, additional funding may be available through the City’s American Rescue Plan Act allocation. Organizations that are eligible for this funding must provide services that are responding to the economic and public health impacts of the COVID-19 Pandemic. If applicable, please describe how your organization’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic.

Enter "NA" if not eligible.

We continue to see the economic impacts of the COVID-19 pandemic and inflation crisis on low-income tenants. They continue to be vulnerable to eviction when they cannot pay rent because they have lost income due to the pandemic. This has become even more critical with the end of the eviction moratorium in April 2023. Many reports for post-April 2023 eviction filings show that monthly averages far surpass pre-pandemic averages (Calmatters.org). This project is a direct response to the increased need for tenant representation because of the ongoing impacts of COVID-19, the end of pandemic-related protections, and the sharp rise of inflation, as well as the ongoing housing crisis. This project will enable us to intervene early and provide advice and representation to prevent displacement of those impacted economically by the COVID-19 pandemic.

13. ** QUESTIONS 14 THROUGH 24 ARE FOR THOSE ORGANIZATIONS INTERESTED IN APPLYING FOR FEDERAL COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDING ONLY. ** Are you are interested in applying for 255 256
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· Flyers and posters delivered to community partners.
· Collaboration with agencies serving people experiencing poverty, including public housing developments, SSA, domestic violence and homeless shelters.
· Hiring events at the Tri-Valley Career Center and in the community. · Partnerships with local adult schools, community colleges and job training programs. · Website, search engine optimization (SEO) and online job board. · Public relations.

Our marketing plan includes:
· Partner outreach, collaboration and referrals
· Facebook/Instagram – paid promotion
· Google Ad – paid promotion
· Geofencing – paid promotion
· Email Blast/Press Release
· Social Media Posts (twitter, Instagram)
· Community/Cultural Event Tabling
· Local Radio (101.7 KKIQ) – paid promotion
· Newspaper Ads – paid promotion
· LinkedIn – paid promotion
· Student Magazine (Las Positas College)
· Chamber of Commerce Ads
To ensure that job seekers successfully complete the Pathway to Employment program, this grant will help us offer free or paid training programs to participants along with supportive services in the form of transportation assistance, food assistance and/or small stipends to supplement income lost during unpaid training. Our goal for the Pathway to Employment program is to provide 10 low-income Dublin residents with free job training and employment placement.

This training is a cohort model where clients work together from the beginning of the program through the certification testing, which is set up to advance completion and success. Along with this, the grant will support our job services, workshops and job fairs to meet the goals of serving 160 Dublin clients with intense hands-on help. We also plan to help an additional 200 Dublin clients through our website and YouTube channel.

Operational costs for community service programs are often the most challenging to cover as they may not seem as compelling as specific projects. However, without funding for operational and staff expenses we could not serve our communities. With our delivery of services revolving around training cohort models, our operational costs and staff expenses have increased and the need for support to continue serving our community is greater than ever.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? TVCC’s one-on-one career counseling and case management is tracked through CalJobs and adheres to the Alameda County Workforce Development Board (ACWDB) and WIOA regulations. All counseling activity is recorded online in clients’ files (located in CalJobs) and recorded for the ACWDB to follow and aggregate for the agency’s quarterly and annual reports.

TVCC also keeps hard copies of client files including enrollment, training and placement data in a secured filing cabinet.

Specific to TVCC, we track the number of enrollments, placements, trainings and credentials obtained.

For those indicators not tracked through CalJobs, TVCC has several tracking mechanisms to assure quality of services. 265
Workshop leaders distribute evaluation forms at the close of their workshops to gauge training effectiveness and find areas for improvement. Based on the evaluations, workshop leaders revise their workshops to address any identified issues. We also provide online surveys to both clients and employers following training and events.

Clients will also be asked to voluntarily provide written and video-recorded success stories. Program progress, activities, and outcomes will be reported through a semi-annual and annual report.

Our criteria for success will be the achievement the following results at the end of this grant:
· support 160 Dublin residents, providing hands-on career services · provide 10 Dublin residents with free career training, an industry recognized credential and placement in a job earning a livable wage
· support an additional 200 Dublin residents through our online platforms (website and YouTube).

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision TVCC supports Dublin’s Mission, Vision and Values that include inclusivity, diversity and equity through a variety of our services to low-income Alameda County residents.

TVCC serves residents of the Tri-Valley who are looking for career services and employers looking for qualified candidates.

While the income demographics of our clients vary, our lower-income clients are frequently most impacted by job instability.

TVCC provides two services that can assist families and individuals: training and career services and referrals to wrap-around community services. Our career services help adults find better paying jobs and train for careers that bring stability and livable wages.

Our resources include trainings, workshops, career counseling, and online opportunities designed to guide adult job seekers towards success in today's job market. We prioritize adult clients (18+) from disadvantaged backgrounds including but not limited to refugees, veterans, dislocated workers, individuals with disabilities, unhoused individuals, and re-entry participants.

In addition to our Pleasanton-based TVCC, we have career coaches who work directly with CalWorks/CalFresh recipients, a re-entry coordinator who works directly with the formally incarcerated and a transition specialist who works directly with ESL students and adults working to obtain their GED.

We offer our training aids in multiple languages; with staff who speak Spanish and Tagalog. Our training and one-on-one services assist ESL clients. We also provide culturally competent services that promote an inclusive environment that caters to the diversity of East Bay residents.

These staff members provide direct outreach to our clients, referring them to our center for numerous services including our Volunteer Income Tax Assistance (VITA) program and our CalFresh application support program. To reach and serve our most marginalized communities, we will continue to expand on our outreach plan as discussed abov

Enter "NA" if not eligible.

TVCC has been a service of Chabot-Las Positas Community College District since 1983. TVCC offers career development, skills upgrading and employer services for residents of the Tri-Valley area and other parts of Alameda County. In 2020, we quickly moved our services online, and they remain in place today. This allows us to provide in-person and virtual workshops so that our services are available to Tri-Valley residents who cannot get to our offices.

TVCC works with Back to Work and Welfare to Work clients who have been affected by COVID-19 to help them restart their career or pivot to a new one. While we’re accepting all low-income residents, we’re targeting residents who are receiving unemployment or coming off unemployment to get them re-employed as quickly as possible.

We also partner with employers who have been hit by labor shortages post-pandemic, through training and outreach to our clients. In 2023, we worked with multiple employers to determine the most in-demand occupations so that our training offers are relevant and effective for everyone in the community. We’ve responded by creating the Pathway to Employment program with a focus on healthcare, a industry with major labor shortages in our area, where we can provide short-term occupational training to our clients that will get them back to work quickly.

13. ** QUESTIONS 14 THROUGH 24 ARE FOR THOSE ORGANIZATIONS INTERESTED IN APPLYING FOR FEDERAL 266 267
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· Percentage increase of clients
· Total federal dollars returned to clients
· Average and Total Earned Income Tax Credits (EITCs) returned to clients · Average Adjusted Gross Income of clients
· The total number of ITIN applications filed
The goal of the TVCC VITA program is to grow and serve more people in the region who are EITC-eligible. Given the nature of the service, our results are tracked meticulously by the IRS. Each tax return is e-filed through the IRS proprietary system.

This system gives us information in aggregate of all our tax clients. Each tax returned e-filed is tracked by the IRS through our location codes. Not long after the end of each tax season, we are able to discern the number of tax returns filed as well as the amount of federal/state refunds, the total EITC returns, and the average household income among other things.

As anti-poverty safety-net program, the population that the VITA program targets are low- to moderate-income working families. Like the Federal Poverty Guidelines, the VITA program sets its income limits at a national level. The federal income limit for the program is $72,000 per household, regardless of family structure. Due to the high cost of living in the Bay Area, we accept clients with incomes up to $75,000. For a family in the Tri-Valley, this is far below the living wage. The average income earned by families we served last tax season was $32,360. This number has been consistently low during the past 5 years that we have offered VITA services.

Many of the families we serve year after year speak a language other than English at home. We offer the services in at least five languages, depending on our volunteers’ bi-lingual abilities. Spanish and Tagalog are the main languages other than English that we serve. The VITA Program Coordinator’s first language is Spanish and thus, we can help more families in the Tri-Valley who desperately need this service.

Our goal is to reach and serve our most marginalized communities. We will continue to expand on our previous outreach plan, which successfully brought us more than 600 low-income and underrepresented tax filers during the 2022 tax season.

At the end of this grant, we plan to bring in 650 tax filers, of which 115 will be from Dublin and process 10 ITIN applications.

Our partners included in this plan are:
· IRS: monitoring, training, software, tax law, technical support · United Way: funding, training, oversight
· Pleasanton Library: tax site, marketing, computer and printing use · Livermore Library: tax site, marketing, computer and printing use (pending volunteer availability) · Las Positas College: marketing, tax site (pending volunteer availability) · CityServe of the Tri-Valley: outreach to seniors and low-income families, potential transportation support Our 2024-2025 outreach plan includes but is not limited to:
· Email blasts to TVCC clients and job seekers in CalJobs database who live in the Tri-Valley region · Email blasts to Tri-Valley and Alameda County residents receiving unemployment benefits · Referrals from partnerships with local community-based organizations · In-person outreach and flyer distribution to:
o Pleasanton low-income housing units
o Local churches
o Local libraries
o Local food banks
With increased funding, we could do outreach to: 276
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In order to continue providing free services to Dublin residents the Grant Funds will provide salary support for a Part-Time Resource Specialist (care coordinator) (47% of salary and benefits) and Intake/Crisis Call Coordinator (73% salary and benefits) who will be dedicated to serving Dublin residents. During FY 22/23 we answered 229 crisis calls from Dublin residents and have far surpassed that number already in our current contracted year. Without funding the response time and services for Dublin residents would greatly decrease.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Measuring Program Effectiveness:

Process:

Underserved Resident Reach: Evaluate outreach's effectiveness through demographic data, gauging service reach to underserved populations.

Language Accessibility: Assess language efforts' success in making resources accessible to diverse linguistic communities.

Enrollment Rates: Measure the success of care coordination or specialized program enrollment, indicating participant engagement.

Quality:

Action Plan Progress: Track progress towards established goals, ensuring alignment with participants' needs.

Resource Utilization: Monitor expenses and time spent with participants, ensuring efficient resource allocation.

Measurable Outcomes: Evaluate achievement of collaboratively established outcomes, like housing list placement and increased fiscal literacy.

Impact:

Life Change Assessment: Assess overall impact on participants' lives, examining indicators of sustainable self-sufficiency.

Client Satisfaction: Utilize surveys to gather feedback on perceived program effectiveness and impact.

Reporting:

Demographic Data: Capture critical demographic info, including disability status, race/ethnicity, age, and language needs.

Action Plan Tracking: Regularly update progress towards established action plans, ensuring transparency.

Expense and Time Tracking: Document all expenses and time spent, maintaining accurate records.

Measurable Outcomes Tracking: Continuously track and analyze outcomes, ensuring alignment with program objectives.

HMIS/Well Sky Database Utilization: Leverage the Federal HMIS & Wellsky database for unsheltered client information.

Coordinated Entry Meetings: Participate in regular meetings for effective collaboration with service providers that work with housing.

Criteria for Success:

Quantitative Metrics: Meeting or exceeding predetermined targets in outreach, enrollment, and measurable outcomes.

Qualitative Impact: Demonstrating positive, life-changing impacts on participants.

Client Satisfaction: High satisfaction reported through surveys.

Efficient Resource Utilization: Maximizing impact while minimizing costs.

Database Compliance: Maintaining accurate records in the HMIS & Well Sky database.

Outcomes Expected at End of Grant:

Transformative Changes: Positive, sustainable changes in participants' lives.

Efficient Services: Successful delivery of services with minimal costs.

Empowered Individuals: Participants demonstrating sustainable self-sufficiency.

Database Accuracy: Up-to-date records in database, complying with reporting standards.

In summary, success will be evident in transformative changes for participants, efficient service delivery, and the fulfillment of CityServe's mission.

Inclusivity:

We ensure accessibility to our services for all Dublin residents, irrespective of background. With bilingual staff and translation services, language barriers are mitigated, promoting inclusivity in service delivery.

Diversity:

Acknowledging the diverse needs of Dublin's residents, our program provides tailored support to address individual challenges.

Our team is culturally competent, respecting and valuing the unique backgrounds and traditions of the families we serve.

Equity:

The program contributes to equity by bridging gaps in housing and financial stability, ensuring fair access to crucial resources for all individuals and families. Addressing economic disparities, we strive to create equal opportunities for families to secure stable housing and financial independence.

12. For the Fiscal Year 2024-2025 Human Services Grant Cycle, additional funding may be available through the 286 287
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include any land tenure issues. Additional documentation include designs, site plans, etc. can be attached later in the "Documents" tab.)
(What specifically will the grant funds be used for?)
CityServe is guided by our mission to care, coordinate and connect individuals to vital services within their community. We provide supportive services in English, Mandarin and Spanish to older adults in need within the city of Dublin. CityServe’s Care Wheel guides our employees when interviewing potential clients and helps us understand clients’ needs in these 6 safety net areas:

Financial stability
Basic needs
Community
Physical health
Emotional health and wellbeing
Vocational education
CityServe has established a vast network of resources, literature and personal connections from local government agencies, nonprofit organizations, for profit companies, churches and volunteer groups that can help us connect seniors to the resources in the Care Wheel areas that our clients need.

It is our priority to learn about the unique needs of our senior clients and determine their eligibility for the array of services in the Tri-Valley and beyond. Our Care Coordinators listen to the senior, understand their story, and then educate the client in a caring manner so that the senior is able to make informed decisions that can greatly impact their quality of life, mobility and sense of independence, while retaining their personal dignity and sense of self-reliance.

One modification that we are implementing is to streamline how we offer our services across different CityServe programs. We are cross training employees to be able to offer additional services to seniors during our first meeting to better meet their needs. In the past, Senior Support would send different employees to the seniors’ home to offer care coordination, a connection to a Caring Visitor, enrollment in VAST and home modifications. We are now cross training employees so we can offer all of these services in one appointment. This wrap around service session reduces client anxiety and builds trust with those we serve. It also is much more efficient allowing us to serve more seniors in need. To ensure this happens we are requesting support for a Part-Time Senior Resource Specialist and Intake Coordinator (75% salary) who will be dedicated to serving Dublin residents.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Measuring Program Effectiveness:

Process:

Underserved Resident Reach: Evaluate outreach's effectiveness through demographic data, gauging service reach to underserved populations.

Language Accessibility: Assess language efforts' success in making resources accessible to diverse linguistic communities.

Enrollment Rates: Measure the success of care coordination or specialized program enrollment, indicating participant engagement.

Quality:

Action Plan Progress: Track progress towards established goals, ensuring alignment with participants' needs.

Resource Utilization: Monitor expenses and time spent with participants, ensuring efficient resource allocation.

Measurable Outcomes: Evaluate achievement of collaboratively established outcomes, like housing list placement and increased fiscal literacy.

Impact:

Life Change Assessment: Assess overall impact on participants' lives, examining indicators of sustainable self-sufficiency.

Client Satisfaction: Utilize surveys to gather feedback on perceived program effectiveness and impact.

Reporting:

Demographic Data: Capture critical demographic info, including disability status, race/ethnicity, age, and language needs.

Action Plan Tracking: Regularly update progress towards established action plans, ensuring transparency.

Expense and Time Tracking: Document all expenses and time spent, maintaining accurate records.

Measurable Outcomes Tracking: Continuously track and analyze outcomes, ensuring alignment with program objectives.

HMIS/Well Sky Database Utilization: Leverage the Federal HMIS & Wellsky database for unsheltered client information.

Coordinated Entry Meetings: Participate in regular meetings for effective collaboration with service providers that work with housing.

Criteria for Success:

Quantitative Metrics: Meeting or exceeding predetermined targets in outreach, enrollment, and measurable outcomes.

Qualitative Impact: Demonstrating positive, life-changing impacts on participants.

Client Satisfaction: High satisfaction reported through surveys.

Efficient Resource Utilization: Maximizing impact while minimizing costs.

Database Compliance: Maintaining accurate records in the HMIS & Well Sky database.

Outcomes Expected at End of Grant:

Transformative Changes: Positive, sustainable changes in participants' lives. 295 296
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This vital one-stop shop requires ongoing fiscal support for staffing, supplies, transportation of donated goods, and educational programming.

A grant of $25k from the City of Dublin would support a portion of the projected personnel costs for the coming year. The Community Outreach Coordinator is an existing role that requires sustained funding. This staff member is essential and required for the FRC to run day-to-day. Our engagement with families shows that there is an increasing need for a Family Resource Navigator to further assist the growing number of families accessing the HFRC. A portion of grant funds will be used to support the Navigator. This person will provide one-on-one assistance and customized support to families. Remaining personnel funds help pay a portion of the VP of Community Services role. This person reports directly to the CEO and is in charge of overseeing staff, budget, operations and development at the HFRC.

Last year, we offered our first series of in-person “Parent Cafes,” an educational support group for families. Parents expressed that they valued having a “safe space to talk and connect.” The program was subsequently highlighted in The Independent in November of 2023. The Cafes were developed, using the Strengthening Families Approach and the Five Protective Factors, which are: parental resilience, social connections, concrete support in times of need, knowledge of parenting and child development, and social and emotional competence of children. The Hively Parent Cafes exist to provide an outlet for families to meet, children to play and relationships to be built with Hively staff. This year, we intend to offer the Parent Cafes on a monthly basis, expanding our reach, increasing our education budget to $2500/per month. Grant funds will help support this important community offering and strengthen Dublin families.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? The Family Resource Center is a sustained and vital Hively program. We derive usage and impact data from the center on a yearly basis. Last fiscal year, the FRC in Dublin served 1,960 families, over 200 more than the previous year. Since its inception, the center has grown to serve more families each year. One criteria for success will be in the data. How many more families were we able to serve with additional staff and programming? Our expectation, based on our past data and increased staffing/programming projections is that we will double the number of households we serve this fiscal year.

Regularly we also survey Tri-Valley families and childcare providers to learn how, when and why they access the HFRC. We learn which resources they value the most and what additional resources would aid them further. Additionally, we can calculate the store “transactions” both as donations and outgoing support. As a referring agent for services, we don’t merely hand-off a client to another agency. We follow-up with every single family we refer out to ensure the client received the support they needed.

As the HFRC grows to connect families with more support, we can also tally the number of families we are able to serve with additional resources. Many families find us via the HFRC. As we establish relationships with them, we can multiply our support. In one example, a parent learned about Hively when she saw the advertisement for our Parent Cafe series. She attended all six cafes this past Fall. Over the course of those meetings, she expressed that she needed help paying for child care. Through our enhanced referral process, Hivey staff were able to locate care for her children.

Last year, Hively provided 6,335 Child Care Referrals for Tri-Valley families and our agency enrolled 762 additional Alameda County children in child care subsidies. Furthermore, Hively Mental Health provided 2,527 individual therapy sessions and has grown to 3 locations. The Hively Family Resource Center is often the starting point for this impact. It is critical to maintaining our outreach and addressing the needs of families in the Tri-Valley.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision At Hively, not only do we share and embrace the same values of Inclusivity, Diversity and Equity as the City of Dublin, but we live them in our work. Strengthening families involves providing access to ALL and then nurturing relationships with clients from all backgrounds so we can support them in the best way possible.

At Hively, we promote inclusivity, diversity and equity by ensuring that low-income families are treated with dignity and respect. Our multilingual staff is able to communicate to clients in their native language and understand their culture, creating ease of communication and more fluid connection to support and services. In addition, we regularly offer flyers and written resources in Spanish. 328
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to provide specific details on the number and types of positions being funded. (If capital funding is being requested, this narrative should include a detailed project scope and project timeline. The scope of work should include any land tenure issues. Additional documentation include designs, site plans, etc. can be attached later in the "Documents" tab.)
(What specifically will the grant funds be used for?)
It's evident that Hope Hospice plays a crucial role in supporting families and patients during incredibly challenging times. The funding from the City of Dublin is instrumental to our work in maintaining and improving the quality of services we provide. The specific allocation of these grants funds to support the Director of Grief Support and the Manager of Volunteer services underscores the importance of specialized roles in addressing the diverse needs of the community.

The statistics highlighting the shift in patient demographics, with a larger portion facing conditions like memory-related illnesses, are significant. This emphasizes the increasing demand for specialized care and family support that Hope Hospice strives to provide.

The emphasis on allowing patients to remian at home, where they feel more comfortable, supported by a professional team and dedicated volunteers, not only improves the patients quality of life but also helps families navigate this difficult journey with more ease and reduced financial strain.

The involvement of volunteers as companions, providing emotional support and respite to caregivers, is commendable. Their contribution not only enriches the lives of patients and families but also helps in cost reduction, enabling the hospice to allocate resources more effectively.

The availability to offer free grief support services is a vital aspect of Hope's mission, offering a safe space for individuals and families to process their emotions and seek guidance during difficult times. This support can significantly impact their ability to cope and move forward positively.

Overall, it's clear that the funding is essential to sustaining these critical services and ensuring that the community has access to quality support from our agency. In essence, the funding secured from the City of Dublin is not merely financial support; it's an investment in humanity, compassion, and the well-being of the community.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Our organization maintains a comprehensive database management system to meticulously track service contacts and sessions for both the grief and volunteer support programs. In doing so, we can assess client progress, program success or areas needing more attention.

Grief support diligently gathers client satisfaction surveys post-program, alongside evaluations from hospice families up to 13 months after their loss. These evaluations guage perceptions and access the coping mechanisms of participants in the grief journey. We also use this feedback to refine our work and approach to situations that may have been difficult or unique. From July 1, 2023 through December 31, 2023 our grief support team conducted 680 individual sessions free of charge to members fo the community.

In addition to our work in grief support, our cohort of amazing volunteers are without question an important aspect of our work.

The volunteers are part of a larger more diverse network of folks who help us adhere to our mission of serving the community.

Each volunteer candidate will undergo an initial interview to identify their interests and commitment level. This important first step allows our volunteer manager the opportunity to provide details about the expectations and guidelines required to be successful and supportive in this role.

For some volunteers, they prefer to help out at events or light duties assisting staff in the office, while others want to serve patients directly. Many of the volunteers who prefer to be with patients will read, play music or just a couple times a week for companionship. One of the most selfless types of volunteer opportunities we have is "sitting vigil"- This is when a volunteer will sit with a patient when they are close to death so that they don't die alone. Sometimes our patients have no family or none that are close enough to get to the patient before they pass.

Once a volunteer is processed and has put in the 20 hours of orientation they are ready to move forward to be with patients.

We then meticulously log and monitor their progress, hours, and interests. This is highly valuable information and keeps us keen to the preferences of our volunteers. The volunteer support program forms a unique component of our hospice patient care and mission. Given the sensitive nature of our environment, we are always evaluating, monitoring and recording the training and activities within our comprehensive database system. 337
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and Education Program (HICAP) and community education departments. While services are available to residents of any income, LAS focuses its efforts on serving low-income clients by conducting outreach in low-income areas and partnering with agencies that serve low-income communities.

LAS will provide free legal services to 15 Dublin seniors. Areas of law covered by LAS include elder abuse, housing, conservatorship, guardianship, public benefits, health law, limited conservatorship, and naturalization. Services will be provided to Dublin residents ages 60 and older, or 50 and older for guardianship. For elder abuse, LAS will assist those 65 or older, or dependent adults of any age. Services range from legal counsel and advice to full representation in court. Legal services will be provided by LAS’s 8 attorneys, a case manager, legal advocates, and legal volunteers.

LAS will provide free Medicare counseling to 40 Dublin Medicare recipients through its HICAP division. While most Medicare recipients are seniors, LAS will also provide HICAP counseling to younger individuals who are eligible for Medicare due to disability. Our HICAP counselors help clients enroll in Medicare plans, supplemental insurance and prescription drug plans, and apply for cost-saving programs. Counselors also assist clients in resolving coverage issues, referring to LAS’s legal program when needed. HICAP counseling is provided by our team of 30 state-registered volunteer HICAP counselors, who are supervised and supported by 10 paid staff counselors. HICAP appointments are available both in-person and virtually.

LAS will provide 10 community education presentations and/or outreach events, reaching a total of 250 Dublin residents.

These presentations will be targeted to Dublin seniors, pre-retirees, caregivers, and senior and disability service providers.

Presentations will cover a wide variety of topics that are relevant to seniors’ lives, including health care, avoiding scams and fraud, hiring and working with caregivers, and public benefits. LAS frequently gives in-person presentations at the Dublin Senior Center and Dublin Ranch Senior Apartments. The presentations are provided by our Community Education Coordinator and Advocate, by highly trained volunteers, and by other staff members as appropriate.

Funds from the City of Dublin will contribute to salaries for LAS’s program staff, including staff attorneys and advocates.

Funds will also be used for overhead costs, primarily rent.

To ensure services are provided in a cost-effective manner, LAS works extensively with volunteers who provide both overall program support and direct services to clients, with supervision and support from program staff. LAS also brings on legal interns and summer law clerks to provide support to the legal program, including legal research, writing, and intake.

Because LAS has provided legal, educational, and HICAP services in Dublin for many years, we are able to base the current year’s budget on past results. This budget is leveraged with additional public and private grants.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? LAS evaluates success through the lens of our mission: was the client able to retain their independence, safety, and dignity because of the interventions we provided? We collect these case outcomes by entering each client’s information into a database, including the level of service provided, the result of the case, and whether the client recovered or saved any funds as a result of our interventions. Specifically for housing, the evaluation is focused on whether the client was able to retain housing with the supports and services necessary to make that housing permanent.

We request feedback from our clients at the conclusion of services, including whether they felt supported and had their concerns addressed. Our goal is for every client to feel satisfied with the service they received, even if their case could not be resolved in an ideal manner due to outside factors. In addition to client feedback, LAS consults with its community partners to evaluate how we may be better able to serve their communities. We also evaluate our client data using equity, diversity and inclusion metrics.

To measure whether the desired legal and HICAP outcomes were achieved, LAS’s Legal Director and HICAP Manager review case notes for all completed cases, which are written by the staff or volunteer assigned to the case and include the client’s goals, actions taken, and the outcome of the case. Examples of legal outcomes include obtaining an elder abuse restraining order, preventing eviction, obtaining guardianship of a minor in the client’s care, or restoring a client’s public benefits. HICAP outcomes include a client successfully enrolling in a Medicare Part D plan or applying for a cost-savings program. To measure effectiveness of community education activities, participant evaluations are used to determine if the education was informative and increased the person’s knowledge of the subject.

To measure client satisfaction, LAS’s management team reviews completed client evaluations for all three programs. If there is any negative feedback, a member of the management team will follow up with the client to better understand the comments and determine whether the client needs further assistance.

By the end of the grant, we expect to complete or exceed our program goals. We expect most clients will achieve their desired outcomes and the vast majority of returned evaluations will indicate that clients were satisfied with the services they received.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values? 346 347
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Vision Health Outreach Senior Specialist
Office Administrator
Our professional staff (orientation and mobility teacher and outreach/vision specialist) provide one-on-one in-home assessment, orientation and training to adults with vision impairments helping them to make the best possible adjustment to their vision loss so that they regain or maintain independence and dignity for as long as possible. Practical, professional help includes teaching clients how to shop and cook safely so they can maintain good nutrition, training them to use white canes and public transit to cross streets and travel safely in their community, teaching them how to manage their medications even when they are unable to see the labels, provide visual aids (such as lighted hand magnifiers), giving them instructions in adaptive living skills such as personal grooming, housekeeping, and financial management and linking them to peer support groups, and activities so they can maintain good mental and emotional health. Staff and outreach materials in Spanish, Chinese, Punjabi, Tagalog ensure that services are culturally appropriate and accessible for those with limited English. When a person loses their vision they tend to stay at home where they feel safe. The idea of leaving their home is very frightening, but social isolation and inactivity often leads to boredom, depression, and self-hurt. In addition to home visits by our staff we also regularly sponsor group classes and activities in order to meet our clients' need for recreation and socialization and even provide clients with vouchers for free transit to encourage their participation. These activities include one adult day program tailored for the visually impaired and other programs such as arts & crafts and exercise and field trips. Our center sponsors Support/Discussion groups by professionals (our own staff) at sites throughout the city to help clients share their personal fears, anger and frustration and receive practical tips and support from their peers.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? The goal of Dublin Seniors Vision Health, indeed all our services is to preserve functional eyesight and prevent further vision loss, foster independence and safety for visually impaired seniors and improve their quality of life. We know that our services are successful with our target population as it shows in our quantitative and qualitative evaluation process, and with feedback from our consumers.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision From reflections on our Board of Directors, to staff, to the community we serve, LCVI has always embraced all who are in need of our supportive services. We ensure that our outreach efforts are reflective of the population we serve and that our high quality services from one-on-one to print materials and excursions reflect the cultural needs of the population. We serve with kindness and provide all of our resources free of charge to benefit those who are experiencing financial insecurity.

Enter "NA" if not eligible.

As an organization we have experienced the impact of the COVID-19 pandemic. As a result, our services are hybrid, thus if any senior choose to utilize onsite or virtual options, both are available, and they are still able to have their vision health needs met.

Post-pandemic, we continue to manage the most frequent and consistent barriers encountered for seniors who are blind and/or with visual impairments, including fear, transportation and lack of resources. Older adults often have mobility issues and other age-related challenges in addition to their visual impairment. This makes them fearful of venturing outside their own home, let alone traveling to an unfamiliar community. The paratransit systems in place are often inadequate and inconvenient.

Despite offering free transportation to activities at LCVI facility, we have had limited success (although it has increased) in getting consumers from distant communities to come to our facility in Pittsburg for services. We have experienced greater success by bringing services to consumers in their homes. This is what sets us apart from other agencies and what has led to our success in serving the target population for in our program throughout the pandemic and beyond.

Additionally, members of our target population are often not tech-savvy and are frequently afraid to try something new or are unable to develop new patterns of behavior. We have found that lots of patience on the part of staff is required to help consumers through the steep learning curve. This was most notable during the COVID-19 pandemic where we were able to successfully transition our consumers into virtual services.

Lastly, the issue of insufficient resources continues to hinder us. The demand for our services grows every year as the Baby Boomers enter their senior years. The additional ARPA funds we may receive will allow much needed service expansion.

13. ** QUESTIONS 14 THROUGH 24 ARE FOR THOSE ORGANIZATIONS INTERESTED IN APPLYING FOR FEDERAL COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDING ONLY. ** Are you are interested in applying for 356 357
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to provide specific details on the number and types of positions being funded. (If capital funding is being requested, this narrative should include a detailed project scope and project timeline. The scope of work should include any land tenure issues. Additional documentation include designs, site plans, etc. can be attached later in the "Documents" tab.)
(What specifically will the grant funds be used for?)
LNF’s outreach strategy aims to reach 600 at-risk individuals annually through a two-pronged approach: 1) Centralized outreach resources from a human trafficking hot spot, providing harm reduction supplies (showers, bathroom access, clothing), meals and food distribution; and 2) A Mobile Outreach vehicle is dispatched weekly to offer wrap-around services such as family reunification and referrals to long term housing, workforce development, legal services, etc., as well as to distribute harm reduction supplies.

In addition, in some locations, LNF provides Mobile Outreach counseling services, which are instant, on-the-street therapy sessions to help people get off the streets as soon as possible. The goal is to stabilize the individual in crisis and begin to create an appropriate plan for the next steps, including referrals to long-term solutions. Every outreach volunteer and staff member is trained in up-to-date de-escalation methods and trauma-informed therapeutic support specifically tailored to each person’s lived experiences and needs.

The following testimonial from a volunteer demonstrates LNF's effectiveness in building trust through this trauma-informed approach: "Alexis, age 17, and her family of eight (including her mom, a toddler, and four-month-old twins) were living in two cars near an LNF outreach location. Every time Alexis would see the LNF van pull up, she would run over with a big smile on her face to help unload supplies. Alexis seemed to look forward to weekly arrivals, and she often requested items like hygiene kits, body wipes, water, snacks, clothes, and toilet tissue. After setting up, she would invite others in the neighborhood to our Mobile Outreach Station. In time, we earned the trust of Alexis and her family. As a result, we have now helped them off the street and on a new journey toward healing with the assistance they so desperately need. This makes outreach well worth it - knowing that we have an opportunity to bring joy and relief to others." Funds from the Dublin Tri-City Human Services Grant will be used to help staff one full-time outreach manager and one fulltime outreach coordinator and provide harm reduction supplies (food, water, toiletries, blankets, access to showers/bathrooms) to unhoused and trafficked people.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? LNF’s goal is to reach 600 exploited and unhoused individuals annually (50 individuals per month) and those impacted by human trafficking in Dublin to provide harm reduction resources and supplies, trauma-informed care, counseling, mentoring, family reunification, and long-term stabilization referrals, including safe housing and workforce development. These combined services will ultimately enable these vulnerable individuals to make life-changing decisions.

The projected outcomes of this goal are:

Outcome 1: Increased knowledge about and resources utilized for exiting exploitation.

Who and how many: 50 exploited individuals per month
Timeline: 12 months
Measure: Track the number of people reached, services received, and referrals made.

Outcome 2: Increased access to mental health services
Who and how many: 50 exploited individuals per month
Timeline: 12-months
Measure: Track the number of people reached, services received, and referrals made.

Outcome 3: Receive 600 referrals to long-term stabilization services such as housing, workforce development, and mental health programs provided by LNF and our community partners.

Who and how many: 600 exploited individuals annually
Timeline: 12-months
Measure: Track the number of referrals.

LNF has established clear metrics and goals for each program. We maintain in-depth data collection practices and data-driven evaluations to track a program’s effectiveness and make necessary adjustments for continuous improvement. We utilize Salesforce to track key metrics for outreach activities. This includes names, gender, age, services provided, location of the meeting, and outcome of outreach efforts. We maintain strict data management practices, including tracking long-term outcomes and impact.

LNF's programs have a robust track record of consistently meeting the needs of survivors and victims of human trafficking.

LNF’s safe and transitional housing programs have an 80% completion rate as participants heal, become empowered, and transform their lives through economic sustainability and education. LNF's IT workforce development training experiences have an 89% retention rate, with 61% of graduates securing a paid internship or living wage job within just six months of graduation. 365
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9. Describe in detail how Dublin grant funds will be used for this project. If the funds are used for staffing, be sure to provide specific details on the number and types of positions being funded. (If capital funding is being requested, this narrative should include a detailed project scope and project timeline. The scope of work should include any land tenure issues. Additional documentation include designs, site plans, etc. can be attached later in the "Documents" tab.)
(What specifically will the grant funds be used for?)
Funds will cover the following:
(1) Our in-person Tri-Valley ‘Saheli’ (‘Girlfriend’ in Hindi) Support Group which provides a culturally responsive space for survivors of domestic violence to process, share and heal. This is an intervention model that we have practiced for years that offers South Asian, immigrant and all survivors of abuse/violence a safe space to nurture community, foster self-care and mutual support, and learn grounding self-care techniques. The support group builds a space for conversation, selfexamination, and connection through crafts, book discussions, mindfulness activities, movie nights, and breathing exercises & stretches. The support group occasionally also invites therapists and speakers to provide psychoeducation on subjects like coping with anxiety, grief, loss, building self esteem as well as self care. The support group is facilitated by Narika's Contra Costa Advocate (funded by other sources) and our trained direct service volunteers, as well as supervised by Narika’s Executive Director. We request funding ($1550) for fresh food and nourishment for 15 sessions and 4 psychoeducation sessions with a bilingual therapist. All sessions provide chai, hot food, and other refreshments as offering food is necessary to welcome and support healing in our culture. It also ensures that survivors struggling to meet basic needs are able to gain crucial nutrition. We estimate our Dublin in-person support group sessions will serve 5-10 Dublin residents. (2) In-person culturally responsive info sessions in Dublin about our South Asian Parents & Caregivers Heal & Learn (SAPHAL) Parenting & Domestic Violence Prevention Program. SAPHAL creates safe spaces for parents & caregivers to learn with each other and build a community of care that promotes healthy relationships. For this project, it would take the form of two info sessions in Dublin sharing the details of the culturally responsive curriculum we have developed, covering topics like boundary setting, emotional regulation, praise and apology, self-compassion and more. Participants will be invited to access workbooks, videos and podcast episodes on healthy parenting and relationship-building as part of our effort to prevent domestic violence across multiple generations. All SAPHAL programming is backed by evidence-based practices and developed in collaboration with Sangita Biswas, a local bilingual Licensed Marriage and Family Therapist who has extensive experience working with the South Asian community. Narika requests funding ($5000) to support hours for an independent community facilitator, Megha Sharma Narang, and Sangita Biswas to facilitate these workshops and to coordinate food and program materials. These workshops will be supported by Narika’s Executive Director and are intended to be offered in collaboration with local community centers, such as Rewire Community, Dublin Unified School District and the Dublin Library.

We anticipate engaging 40 Dublin residents through these information sessions. (3) Quarterly outreach campaigns involve flyering and speaking/tabling at culturally relevant locations such as religious sites, cultural organizations, performances & events, all to bolster awareness of Narika's services and programs. We are partnering with local volunteer-based entities, such as Rewire Community, for this outreach. Every quarter, three volunteers will flyer Narika’s key materials to identified locations in Dublin including ethnic grocery stores, beauty salons, cultural spaces and community spaces like Dublin Library. We request funding to provide $100 gift cards each for 3 volunteers to perform these tasks every quarter. We anticipate over 300 Dublin residents will be served through this outreach effort in the Dublin community. All outreach initiatives will be designed and led by Narika’s Outreach Specialist and supervised by Narika’s Executive Director.
(4) Narika also requests funds to cover our Executive Director’s time ($4,992 base salary at 0.05 FTE) to supervise all of the Dublin-related initiatives listed above.

Please note: Counts for participants supported by our support groups and parenting groups are based on the number of registrations since all registered participants receive ongoing communication and support from Narika, including pathways to our other services. Group participants may belong to Dublin and/or other local cities. Narika will track and report counts for Dublin residents as well as other cities.

Narika is providing conservative estimates for all in person sessions since we are still facing barriers for in person attendance, post pandemic.

This project includes both prevention & intervention programming in recognition of the cyclical and deeply culturally-rooted nature of domestic violence. For every survivor we support, we hope to prevent another from experiencing domestic violence.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? By the end of this grant period, we expect to serve approximately 350 Dublin residents through outreach with 300+ touch points, Narika helpline support (made possible through these outreach efforts) for 5-10 Dublin survivors, in-person support group sessions engaging 5-10 Dublin residents, and parenting workshops engaging approximately 40 Dublin residents.

Please note that Narika is providing conservative estimates for all in-person sessions since we face lingering post-pandemic 374 barriers, despite clear interest in in-person programs. Furthermore, our target audience is primarily immigrant and low-income survivors of domestic violence & intimate partner abuse with our typical survivor being a low-income and/or unemployed woman with children seeking shelter and recovery from an abusive household or partner. Barriers also include lack of transportation and model minority pressures. Given the high-risk, complicated, and unpredictable nature of domestic violence, survivors may struggle with in-person attendance.

We will measure the impact of this project through the following methods:
-The effectiveness of our ‘Saheli’ support group sessions will be measured by number of registrations, number of attendees, qualitative and quantitative feedback and evaluation from participants, as well as client testimonials. -The effectiveness of our SAPHAL parenting information sessions will be measured by number of registrations, number of attendees, attendee feedback and self administered evaluation. Narika will also request all attendees to share their intent to continue their education by downloading our free, more detailed curriculum available online. -The effectiveness of our outreach will be measured by the number of locations reached, number of flyering initiatives completed, number of volunteers engaged, and number of estimated touch points generated. Narika will also track the number of Dublin based clients served by our agency through our Helpline, as an impact of increased outreach.

Please note: Counts for attendees supported through our ‘Saheli’ Circle and SAPHAL sessions are based on number of registrations since all registered participants receive ongoing communication and support from Narika, including pathways to our other services. All in person sessions may also include residents from other locations, since Narika’s services are open to all.

We will ensure our outreach strategy targets spaces and communities in which immigrant and low-income women frequent without their abuser, like grocery stores, public restrooms, medical centers, places of worship, hair/nail/threading salons & spas, cultural centers and local businesses.

To ensure accessibility of our programs, we have funding from other grants to support transportation and childcare for those who need it. Our flyers are translated into different languages.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision Narika promotes diversity & inclusivity by sustaining a workforce of trained advocates who represent the identities of our clients. 100% of our direct service staff and leadership are South Asians who collectively speak over 5 South Asian languages and understand the complexities immigrant survivors face: lack of family support in the US, lack of awareness of local resources, social stigmas, taboos around divorce and mental health, challenges to immigration status, fear of law enforcement, isolation, language barriers, and more. Furthermore, our programs promote inclusive access to mental health services, legal support, housing, economic empowerment, and community engagement & awareness for the diverse South Asian communities of the Bay Area.

Over 90% of our clients identify as South Asian women with little to no access to or awareness of their finances due to financial abuse and would therefore be defined as low-income, very low-income, or extremely low-income.

Our project specifically furthers these values by targeting the documented needs of a high-risk diverse population of lowincome, South Asian & immigrant survivors in Dublin with high demand for culturally responsive wellness-related programming (addressed by our ‘Saheli’ program), as well as culturally-responsive domestic violence prevention & awareness (addressed by our SAPHAL program and outreach). This project will foster equity by supporting survivors’ escape from the cycle of abuse which will increase long-term safety, financial empowerment, housing stability, and mental wellbeing, necessary steps for women of color to build equity for themselves and future generations.

Given the intersectionality of domestic violence, this project would, altogether, directly address the following Areas of Concern: domestic violence, behavioral health, and food & nutrition, as well as indirectly provide support for childcare, housing, workforce development, and homelessness through pathways to our other progra

Enter "NA" if not eligible.

Narika was profoundly impacted by the pandemic with our total number of survivors served increasing by almost 74% from 2020-2023. The rise in domestic violence cases during the COVID-19 pandemic is often referred to as the “shadow pandemic” 375 376
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the "Documents" tab.)
(What specifically will the grant funds be used for?)
Dublin grant funds will be used for our Senior Meal Program operations at the Dublin Senior Center. These funds will be used for general program operations, including the purchasing of food and supplies.

We take cost-saving measures to get fresh ingredients in bulk and at a discount. We participate in a group purchasing program through our food provider to cut food costs. Open Heart Kitchen is also a member agency of the Alameda County Community Food Bank (ACCFB). Later in 2024 we will be launching the Open Heart Food Bank, acting as an extension of ACCFB into the Tri-Valley. This will give us even greater capacity to receive items in bulk at a discount while also accepting larger food donations.

Our paid staff oversee services to ensure sanitation, safety, and quality standards are upheld. We rely on a volunteer network to work alongside our team and keep salary costs down. We have been rebuilding our volunteer network since returning to pre-pandemic services. All of our volunteers must be at least 16 years old, and those over 18 must pass a background check.

Volunteers are then subject to additional training depending on their assignment. Some program funds are allocated to volunteer training. Overseeing the team at our Dublin Senior Center location is Site Supervisor Evelyn, along with Food Service Assistant, Asiwarya. Evelyn has been with Open Heart Kitchen an impressive 16 years across multiple programs and sites, and has heavily contributed to our culture of service. Evelyn and Aiswarya are each scheduled to work 15 hours per week to administer our meal services at the Center, which includes overseeing setup of the kitchen and dining room, checking in and seating guests, plating and serving meals during a sit-down meal service, followed up with cleaning.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Our overall goal is to provide nutrition access. Our meals follow Older Americans Act Nutrition Services Dietary Guidance for levels of fiber, vitamins A & C, protein content, and sodium. Our Registered Dietician works with our Chef and Operations Director to review each month’s menu in advance to make sure that daily and weekly nutrition goals are being met. We want our guests to feel empowered to use food as a medicine to enhance their lives.

The secondary pillar to this program is social-emotional support. The ‘effectiveness of established friendships’ is not easy to quantify, but we know that for us it starts in the dining room. During the pandemic our communal dining room had to be shuttered as we shifted our services between walk-up and drive-thru setups. During those isolating times, many clients told our teams that their daily meal pickup was their only guaranteed interaction to look forward to. The return to original operations has given our staff and clients the opportunity to bond again and strengthen their community. We expect to continue to retain our core group of daily diners, as well as welcome new diners to our program during the grant period who will establish a regular dining frequency. We expect that our monthly meal counts will remain within our budget.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision Open Heart Kitchen’s vision is to work with community partners to meet the most basic needs of vulnerable people in our community by empowering them to build better futures. We work toward this vision by using our guiding principles of dignity, innovation, advocacy, and collaboration.

Open Heart Kitchen has invested time, energy, and resources into the principles of IDEAL: Inclusion, Diversity, Equity, Access, and Liberation. We began our IDEAL adoption journey through our extensive work with the Center for Excellence in Nonprofits, including instructor-led virtual workshops for our team. In 2023 we partnered with the professional development coaches at LAR Workgroup to plan and facilitate a custom in-person workshop for our team to receive a refresher on these values. The members of our team put great effort and pride into fostering welcoming experiences for all guests, including volunteers. Since our founding in 1995, Open Heart Kitchen has become a trusted name in the Tri-Valley with a reputation for providing a space for community members to come together in an impactful way.

Our senior meals are accessible to all seniors aged 60 or older, although there are exceptions including seniors’ spouses or caregivers under the age of 60. Our meals are not only a source of sustenance, but also the result of carefully-calculated nutrition choices. By serving our guests the balanced meals that they need, we are supporting their ability to continue or regain an active lifestyle.

Customer service skills are required when working with the public. Our team is aware that on any given day a client may be using our services while facing their largest life obstacles. We owe our clients the patience and understanding to help them fully participate in our services. Maintaining safety is always our team’s priority. Our team has received de-escalation training and we review safety manuals regularly to help ensure a safe dining and workspace for everyone who comes to us.

Enter "NA" if not eligible.

We are still seeing our community recover from the pandemic, and that includes older Americans living on fixed incomes despite rising costs of goods and the slashing of pandemic-era emergency assistance programs. According to the Tri-Valley NonProfit Alliance’s report, “Just Getting By in the Tri-Valley”, the emergency assistance programs operated during the pandemic pulled many people further out of poverty, but that great progress will not last as the benefits are cut for vulnerable 392 393
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(What specifically will the grant funds be used for?)
Our pressing issue is that we do need to bring on a Program Facilitator to support the growth of our program and the significant uptick in casework. Previous years found most of our participants living in subsidized housing who had some level of stabilization. This year 50% of our Tuesday cohort came to us unhoused, either living in hotels, in their cars at safe parking or on the streets. They represent the full spectrum of the unhoused and low-income including a teenager up to senior citizens, recovering addicts, people with mental and physical health issues, parents of Special Needs children, abused women, transgender youth, and all of them carry with them the significant trauma of their life experiences.

Partners for Change Tri-Valley uses a transformative, research-based life skills curriculum to provide weekly education classes and mentorship to the under-resourced community. The classes are designed to equip and empower our participants to navigate their way out of poverty and into self-sustainability. Our curriculum provides an education around holistic poverty, financial literacy, personal introspection, all forms of addiction, racial equity, aspects of privilege, social capital, and the role of personal and community trauma. Reciprocal relationships are built over time through a shared cohort experience.

Graduates of our program leave with skills for work-readiness, financial literacy, goal setting, planning, interpersonal skills, focus, self-awareness, self-control, flexibility, and resilience, all designed for better outcomes at home, school, work, and life.

We cannot however continue to grow without additional support.

Additional funds will support program supplies, transportation vouchers to attend class and funds to build out a Participant manual to align with our current curriculum so our Participants have a reference for when they are not in class.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Our criteria for success varies for each individual participant. We have previously seen our participants access housing, vehicles, better paying jobs, enroll in college, improve their English for our ESL participants, open a bank account for the first time, and get their drivers licenses. There are also less tangible outcomes such as experiencing improvement in interpersonal relationships, significant increases in self-worth, identifying how past trauma is affecting their present and moving through it, and changing their relationship with money.

We expect to see similar results with each cohort.

Our classes help alter perspectives around self-responsibility and capability, that in turn, improves confidence and selfesteem, making life's challenges more surmountable.

In addition, we foster positive community by intentionally creating personal relationships between our participants and mentors that bridge socioeconomic lines. This provides a supportive family and long-lasting relationships.

Program success will be measured by increased numbers of Participants we see in class and are able to offer personalized casework to. We would like to offer more in-person cohorts at our local low-income housing projects so families can get support right where they live. We are working with a school in West Alameda County to come onsite as their in-house service provider as 70% of their students are considered low-income. All of this explains why bringing on a Program Facilitator is critical to the success of our growth and program.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision Our current demographics are made up of
42% White
30% Hispanic
23% African American
3% Middle Eastern
2% Asian
This is historically typical in our program and we believe it will continue to be.

Empowering and mentoring individuals from economically disadvantaged backgrounds within any demographic is a crucial step towards fostering equity, ensuring equality, and promoting inclusion for that entire community.

Enter "NA" if not eligible.

13. ** QUESTIONS 14 THROUGH 24 ARE FOR THOSE ORGANIZATIONS INTERESTED IN APPLYING FOR FEDERAL COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDING ONLY. ** Are you are interested in applying for CDBG funds?
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Our Dublin Meals on Wheels Coordinator is the backbone of the program. They are the main contact for our seniors whether it is to register them for new service, complete their intake assessment, or talk to them about their meal schedule, preferences, and other needs. The Coordinator completes in-depth semiannual assessments with each senior adult. These initial and semiannual assessments are completed inside the client's home. This allows the Coordinator to provide personal attention and better understand each senior’s needs and additional resources they might benefit from. The Dublin Meals on Wheels Coordinator also works daily with volunteer scheduling and planning routes to ensure all meals are delivered timely.

Spectrum’s Meals on Wheels Program Manager recruits, trains, schedules and manages the community volunteers. They oversee all of the operating functions of the program. Meals are delivered daily, primarily by volunteers, who are dedicated to the program and the senior adults they serve. The Program Manager is an active participant in the community and leads Spectrum’s outreach efforts in the Tri-Valley. The Program Manager works to cultivate connections in Dublin with faith-based, cultural, business, community organizations where seniors and their families gather and are connected. Involvement in the community is not only important to raise awareness of services Meals on Wheels offers, it provides opportunities to support the program through recruiting volunteers. Trained volunteers are an essential component of providing daily meals and safetychecks for homebound seniors.

Due to the limited number of meals funded through the Alameda County Area Agency on Aging (Federal/State/County funds), we must seek additional funds to meet the needs of all eligible homebound Dublin seniors.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? The first and primary outcome measure crucial to Spectrum’s Meals On Wheels Program success is to ensure all low/extremely low-income frail, homebound senior adults, who reside in Dublin, have access to our program services. This guarantees we can meet their nutritional needs through our home delivered meals, as well as safeguard their wellbeing through daily safety checks. We want to ensure if a senior adult qualifies and wants or needs our support, we will be there to assist. Our goal is to meet or exceed our contracted outcome by providing home-delivered meals to 60 or more unduplicated Dublin senior residents in FY 2024-2025.

Another outcome that measures the success of our Program is the number of meals we deliver each fiscal year. In FY 2024- 2025, we will home-deliver 10,500 or more meals to Dublin seniors, sometimes the only full meal they get each day.

Finally, the Meals on Wheels Program can only be successful if, not only the seniors served are happy with our meals and services, but we ensure Dublin seniors thrive by positively impacting their health through a well-balanced/nutrient-rich diet. To certify this outcome, our meals comply with the Dietary Guidelines for Older Americans, meeting 1/3 of the Dietary Reference Intakes for seniors, and meet strict food safety guidelines. We also guarantee seniors are happy with our meals through periodic Satisfaction Surveys filled out by our program clients.

Spectrum's demographic data is collected daily through self-reporting of the client or family member of the client upon initial intake. The other outcome data are collected daily through program meal orders and then inputted into the agency’s database. Reports are generated monthly and Spectrum’s management staff review these reports to confirm the program is on track to meet our stated goals thus ensuring the success of Spectrum’s Meals On Wheels Program.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision Spectrum Community Services is excited that the City of Dublin shares our values of inclusivity, diversity and equity. We are assessing and implementing new ways to address racial equity, demonstrating our commitment to fostering diversity, equity, and inclusion across all facets of our operations.

Institutional Efforts: A pivotal step in our commitment has been the appointment of a Director of People & Culture, who brings in 20 years of racial equity knowledge and experience, with an emphasis on racial equity policy. This role has proven instrumental in implementing initiatives that ensure a more inclusive environment.

Representation in Demographics: We understand the importance of representation not only within our staff but also among our volunteers. We regularly assess the racial demographics of our volunteer pool, aiming for alignment with the communities we serve. Similarly, we analyze client demographics to ensure that a substantial percentage can identify with and see themselves represented among our volunteers. This commitment is integral to creating an environment where everyone feels welcome and understood. We also track LGBTQ+ demographics. We currently have four people in leadership and six total staff members in this demographic.

Culinary Choices: In our program delivery, we have incorporated a racial equity lens into the menu options. We've introduced vegetarian choices and East Asian dishes with careful consideration. This decision is not arbitrary; it is a deliberate effort to align our offerings with the cultural specifications of the communities we serve. By doing so, we bridge gaps and create a more inclusive environment that respects diverse dietary and cultural needs.

Benefits & Fair Compensation: Our dedication to racial equity extends to the benefits we offer through employee health and 410 411
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include any land tenure issues. Additional documentation include designs, site plans, etc. can be attached later in the "Documents" tab.)
(What specifically will the grant funds be used for?)
The funds requested for this project will support 25% of the Sunflower Hill Programs Coordinator salary. Our Programs Coordinator is an integral member of the Sunflower Hill Programs team and is responsible for planning and leading hands-on, innovative
programming at the Garden that is specifically designed to provide life and social skills for adults with I/DD so they can succeed and thrive. A former special education teacher, she develops and implements dynamic Garden programs to meet the diverse needs of our program participants.

Our Hands-On Garden Groups Program is uniquely designed to honor all ability levels and the curriculum addresses educational, therapeutic, and life-skill topics to grow vital independent living skills. During their sessions at the Sunflower Hill Garden, groups and individuals learn skills that are imperative to keeping a garden growing, use tools and skills employed in such work, and enjoy extended time participating in field tasks, practicing what they have learned. Each 90-minute session in the Garden includes a welcome activity, time for individual gardening tasks, closing healthy snack, and discussion. Weekly tasks are designed with individual participants in mind, allowing for a variety of garden tasks to appeal to all abilities. Tasks include a range of gross and fine motor movements and a variety of standing, kneeling, lifting, and/or tabletop tasks.

Additionally, participants explore tasting new and healthy foods and engage in a natural setting.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Our multi-disciplinary Hands-On Garden Groups Program is designed for adults with I/DD, including those with autism, Down syndrome, cerebral palsy, epilepsy, and other chromosomal differences. Led by our knowledgeable and dedicated Garden staff, the curriculum is specially designed to offer unique experiences for adults with I/DD of all abilities.

Through an engaging curriculum and guidance from staff, participants are able to achieve a number of objectives that lead to greater independence, empowerment, and confidence. Sessions are designed so that program participants are able to achieve the following:
• Learn how to exercise the freedom of choosing their own task each week. • Work independently on a task until completion.
• Follow step-by-step instructions and learn how to ask follow-up questions, as needed. • Practice simple math and life science concepts.
• Improve social skills with instructors, peers, and community partners. • Learn how healthy food and flowers are grown from seed to harvest. • Have opportunities for physical activity in a natural environment that is accessible to all ability levels.

Support of our Programs Coordinator will further enable the execution of the above objectives.

Staff assess our program effectiveness through a variety of means. Our program is designed to offer residents opportunities to engage in self-reflection and provide regular feedback at the end of each session. We also gather feedback through surveys.

Furthermore, Sunflower Hill as an organization values the input of people with I/DD to guide the design of our programs, activities, and residential communities, as outlined in our 2021-2025 Strategic Plan. This includes innovating our programming based on residents' and program participants' feedback and suggestions.

In addition, we have created a Program Committee of the Board to assess best practices and industry trends.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision Sunflower Hill’s Hands-On Garden Groups Program promotes the values of inclusivity, diversity, and equity through a number of means. As previously shared, our curriculum is specifically designed to meet the diverse needs of adults with intellectual and developmental disabilities (I/DD) and ensure that each program participant is equipped with a variety of opportunities each week to be successful.

We as an organization value the input of people with I/DD to guide the design of programs, activities, and residential communities, as set forth in our 2021-2025 Strategic Plan. This includes innovating our programming based upon feedback and suggestions from our program participants. As such, each week, our team assesses the needs of individual participants and modifies tasks, if needed. We also provide adaptable materials and tools to ensure that each participant can be fully engaged in our programming.

The Sunflower Hill Garden is also accessible to all ability levels. This unique space features a series of decomposed granite pathways, raised garden beds, and a variety of seating options to ensure that it is fully accessible to all, including program participants who are visually impaired or use walkers or wheelchairs.

Our Hands-On Garden Groups programming is free to all transition and day program participants, and as a result, it is fully 419 420
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The funds requested from Dublin will be used to pay part of the Case Manager's time, and part of the Linkages Case Manager's time. These positions are essential for the shelter operations. TVH’s Domestic support Dublin’s mission to have a high quality of life and a safe and secure environment for all residents through prevention and intervention services.

Furthermore, we will make these services available to all residents through provision of services that are culturally sensitive and appropriate. Clients will benefit from our program or by creating a safety plan for themselves and their children, developing goals and plan of action towards achieving self-sufficiency, and connecting with the resources available in our community. In FY2223, we served 74 survivors of domestic violence from Dublin through our crisis line and shelter. Our services are life changing and our staff play an important role in the healing process in a myriad of ways which include providing life skills, and parenting skills, as well as respite for mothers who need time for their own healing. Our Family Case Manager can assist children with homework that they may need to catch up on as they may have missed out on several days of lessons in the process of fleeing to safety with their parent, or they may have moved to an entirely different school. The following is feedback from a client complementing our Family Case manager who works with children. It highlights the importance of having these services:
“From the very first time I met her she was so very nice and very attentive. I think it was a GREAT idea to have her work with the shelter children. She is so patient and truly caring too. My child REALLY likes the time spent with her and it also gives me some free time to myself. Thank you.”
The DVSP utilizes in-house and donated services as much as possible to meet clients' needs and hold down costs.

Residents are able to obtain food from the TVH Food Pantry, they are given clothing vouchers and referrals to our Thrift Store, they receive assistance applying for government services such as CAL Fresh, CalWORKS, and Linkages. We refer our clients to AXIS for their health related needs. Trained volunteers provide overnight crisis line coverage as well as (along with TVH staff) around the clock response to sexual assault calls and referrals from local police departments and hospitals, and volunteers provide childcare for shelter children while their parents participate in educational and support groups. All of this contributes to a very reasonable budget.

Our confidential shelter, Shiloh, has operated from the same site for over 30 years. Shiloh is composed of two dwellings on one property. In 2021 closed one of the dwellings due to water damage and mold, resulting in our an auxiliary site in lieu of the original site. We initiated the planning process and fundraising to rebuild the entire Shiloh shelter in entirety. Demolition will take place this current fiscal year. During the rebuild of Shiloh, domestic violence services will not be interrupted. 14 clients will be served at the auxiliary site and 16 clients will be served at a hotel. TVH has entered into an agreement with a local hotel to secure 16 beds until Shiloh is rebuilt. TVH has entered into an agreement with Open Heart Kitchen to provide prepared hot meals to the clients in the hotel. The clients at the auxiliary site have a fully furnished kitchen on-site and prepare their meals with fresh groceries from our Food Pantry.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? The success of the Program will be measured through evaluation of client surveys, statistical results, and the individual goals set by the program participant and their case manager. Those goals will be set up on a case-by-case basis and may include:
reuniting with their children through completing their CPS Plan, finding housing or employment. Some clients will only stay one or two nights, and their goals will be very different such as safely relocating to a different county or a state. Client progress will be tracked by the case manager during weekly meetings. Progress is also monitored at weekly staff meetings during case review. Additionally, case managers consult with staff counselors or the Clinical Supervisor as needed in order to provide the best client services. We have multi-cultural staff members and volunteers who utilize their cultural backgrounds to enhance the services we provide to our clients. We presently have staff fluent in Spanish, Hindi, Punjabi, Russian, and several African languages. Multi language fluency is always a consideration when hiring staff and recruiting volunteers, and wage differentials are given to those fluent in Spanish, Cantonese, Mandarin, Russian, Hindi or Tagolog. All of the written materials at Shiloh are in both English and Spanish, and some are in Chinese. We make sure that at Shiloh we have cooking utensils and dishes that are multi-culturally appropriate such as rice cookers, chopsticks, and new sets of pots and pans for Muslim clients whose religious practice requires that these not be shared with other families. Ethnic food is available for our shelter clients at the Food Pantry and grocery store gift cards are available to assist with purchasing items that aren’t at the Food Pantry. We continue educating our staff through participation in Cultural Responsiveness development projects. TVH staff maintains a good working relationship with CRIL, a local service provider for persons with disabilities and also is aware of key services such transportation for persons with disabilities and how to access them. Telephone screenings and intake processes include questions about needed accommodations (such as a bottom bunk, private room or special dietary needs).

Our shelter is handicap-accessible. We conduct restraining order clinics at the Dublin library on the first and third Saturday of each month (during the pandemic, this assistance is available remotely; we will resume in-person clinics when it is safe to do so), which increased our overall visibility in addition to making this service more accessible to those Dublin residents who need it. We conduct annual briefings at Dublin Police Services to update them about issues of domestic violence, sexual assault and homelessness, and our agency’s activities. All new staff and volunteers who attend our 70-hour domestic violence and sexual assault counselor training participate in a ride along with one of the three Tri-Valley police departments in order to maintain a strong connection to local law enforcement. Officers regularly tell us during the annual briefings that this is a positive experience for them. We are participants in the Family Violence Prevention Programs at Kaiser Permanente in Livermore and Pleasanton. While the Dublin Kaiser offices do not have a formal program in place, we have made presentations to staff about domestic violence, and they have supported several of our events, such as Back to School and the Pace for Peace.
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Fiscal Year 2024-25 Human
Services Grants Program
Funding Recommendations
May 7 , 2024
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Human Services Grants Overview
• Outreach and Education: November – December 2023
o Advertising/Postings/Outreach
o Grant Workshop
• Application Period: December 6, 2023 – January 19, 2024 o 22 qualifying applications received (19 organizations) • Commission Review/Recommendation and City Council Approval: March – May 2024 • Funding Available: July 1, 2024
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Grant Program Priorities
Healthcare Food Shelter Mental Health
Inclusivity Diversity Equity
City Council Priorities: Basic Life Needs
Mission, Vision, and Values updated in 2020
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Human Services Grants Program Funding by Source
Source Amount
CDBG (estimated) $60,000
City General Fund* $107,000
ARPA $163,000
Total $330,000
*Includes $8,000 from the Affordable Housing Fund
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Recommended Distribution of CDBG Funding
Organization Program
Grant Amount
Requested
FY24-25
Staff Adjusted
Recommendation
Application
Points
(Average)
Estimated
Unduplicated
Residents Served
Cost Per
Resident
(Rounded)
City of Pleasanton (Axis) Loan Obligation $15,000 $15,000 N/A N/A N/A Spectrum Community Services Meals on Wheels: More Than A Meal $25,000 $22,500 70.25 60 $375 Tri-Valley Haven Homeless and Family Support
Services $25,000 $22,500 64.5 425 $53
Total
$65,000
Total
$60,000
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Recommended Distribution of General Funds
Organization Program
Grant Amount
Requested
FY24-25
Staff Adjusted
Recommendation
Application
Points
(Average)
Estimated
Unduplicated
Residents Served
Cost Per
Resident
(Rounded)
Axis Community Health Enrollment Specialist $7,759.78 $7,000 61.5 90 $78 City Serve of the Tri-Valley Senior 60+ Stabilization Program $25,000 $17,000 60.5 109 $156 Easter Seals Bay Area Kaleidoscope Community
Adult Program $25,000 $14,000 50.25 9 $1,556
Goodness Village Goodness Village* $25,000 $12,500* 58.5 3 $4,167 Hope Hospice & Health Services Grief Support Services and Volunteer Services $20,000 $17,000 60 800 $21
Legal Assistance for Seniors
Legal and Supportive Services, Medicare
Counseling and Education for Dublin
Seniors
$12,000 $10,000 64.5 15 $667
Lions Center for Visually Impaired Dublin Seniors Vision Health $7,500 $4,500 52.5 15 $300 Narika Culturally Responsive Domestic Violence
Intervention & Prevention Services $13,141.00 $5,000 53.25 350 $14 Partners for Change Tri-Valley Alleviating Poverty and Homelessness in the Tri-Valley $15,000 $5,000 61.75 100 $50
Sunflower Hill Program Support for Adults with
Developmental Disabilities $16,250 $15,000 59.75 40 $375 Total
$166,650.78
Total
$107,000 *Includes $8,000 from the Affordable Housing Fund. 457
Recommended Distribution of APRA Funding
Organization Program
Grant Amount
Requested
FY24-25
Staff Adjusted
Recommendation
Application
Points
(Average)
Estimated
Unduplicated
Residents Served
Cost Per
Resident
(Rounded)
Chabot-Las Positas Community College
District dba Tri-Valley Career Center Dublin Pathways to Employment $24,989 $16,000 59 360 $44 Chabot-Las Positas Community College
District dba Tri-Valley Career Center Dublin VITA Services $20,733 $16,000 49.5 115 $139 Centro Legal de la Raza Tri-Valley Fair and Secure Housing Project $18,500 $18,000 68.25 23 $783
City Serve of the Tri-Valley Homeless Prevention and Family Stabilization Program $25,000 $23,000 60.5 75 $307
Community Resources for Independent
Living Housing and Independent Living Skills $16,000 $9,000 65.25 40 $225 Hively Hively Family Resource Center &
Navigation Services $25,000 $24,000 72.75 1,200 $20
Love Never Fails Dublin Street Outreach and Referrals
to Transformational Solutions $25,000 $7,500 58.25 50 $150 One Nation Dream Makers Last Mile Delivery and Food Recovery Program $25,000 $3,500 35.5 9,000 $0.40
Open Heart Kitchen Senior Meal Program $25,000 $23,000 70.75 250 $92 Tri-Valley Haven Domestic Violence Services $25,000 $23,000 70.75 75 $307 Total
$230,222
Total
$163,000
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Human Services Grants Program Funding by Type
Project Type Quantity Recommended Funding
Services – Food 3 $49,000
Services – Shelter 7 $97,500
Services – Other* 12 $183,500
Total 22 $330,000
* “Services – Other” includes projects/programs that provide safetynet services addressing issues like domestic violence/child abuse, disabled/special needs, financial/legal, medical/health, etc. 459
Human Services Grants Next Steps
• Review and consider the recommendation put forth by Staff and the Human Services Commission.
• Adopt the Resolution Approving Funding Recommendations for the Fiscal Year 2024-25 Human Services Grant Program.
• Approved grant amounts will be incorporated into the Fiscal Year 2024-25 Budget. o Agreement execution (City/County and City/Provider)
o Invoicing and reporting
o Monitoring
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Questions?
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STAFF REPORT

CITY COUNCIL

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Agenda Item 8.2
DATE: May 7, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Report on Bikeshare Programs
Prepared by: Pratyush Bhatia, Transportation and Operations Manager EXECUTIVE SUMMARY:

The City Council will receive a report on bikeshare programs, and consideration of factors impacting the feasibility of such a program in Dublin. This report provides a summary of various shared mobility models and of lessons learned and requirements for success based on other agencies that have implemented bikeshare.

STAFF RECOMMENDATION:

Receive the report.

FINANCIAL IMPACT:

There is no financial impact associated with receiving this report. Should the City Council request the implementation of a bikeshare program, there will be a cost associated with implementation.

DESCRIPTION:

Under Item 9 of the September 5, 2023 meeting, the City Council directed Staff to bring back a report on the feasibility of implementing an e-bike (or bikeshare) program in Dublin. Since then, Staff has conducted research on shared mobility programs and collected feedback from staff from various agencies that currently, or have in the past, implemented such programs, including the cities of Fremont, Walnut Creek, and San Ramon, as well as Sonoma County, Bay Area Rapid Transit (BART), the Municipal Transportation Commission (MTC), East Bay Regional Park District, and Bike East Bay.
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Shared Mobility
A bicycle is an example of micromobility, defined in the 2023 Dublin Bicycle and Pedestrian Plan as “Any small, low-speed, human or electric-powered transportation device, including bicycles, scooters, electric-assist bicycles (e-bikes), electric scooters (e-scooters), and other small, lightweight, wheeled conveyances.” Shared micromobility (or shared mobility) provides users with short-term access to transportation. Typically, users can access these vehicles on demand by joining an organization or membership that maintains a vehicle fleet at various locations.

The use of shared mobility in Dublin is supported by the goals contained in certain plans adopted by the City Council, including the General Plan, Dublin Bicycle and Pedestrian Plan, Dublin Local Roadway Safety Plan, Parks and Recreation Master Plan, Climate Action Plan 2030 and Beyond, Complete Streets Policy, as well as specific plans and streetscape plans. Table 1 below summaries commonly used shared mobility service models.

Table 1: Shared Mobility Service Models
Service/Mode Description Example
Station-based
Bikeshare
Users may pick up and drop off a bicycle at a
fixed bicycle station (fixed dock) distributed
throughout the service zone. All trips must
start and end at a dock.

Station-based bikeshare has higher capital
cost and relies on a dense network of stations
and therefore may be less suitable for a
lower-density setting with fewer prominent
trip generators. BayWheels, Photo Credit: San
Francisco Bicycle Coalition
Dockless
Bikeshare
Users may pick up and drop off a bicycle at
any location within a predefined geographic
region.

Dockless bikeshare allows for flexible fleet
management and easy system expansion.

However, lack of existing parking facilities and
unpredictable usage may limit reliable access
to the system. Spin Bikes, Photo Credit: HuffPost
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Service/Mode Description Example
Hybrid
Bikeshare
This is a combination of station-based
bikeshare and dockless bikeshare. Users can
pick-up and drop off a bicycle at a fixed
bicycle station or at a dockless location within
a predefined geographic region.

Biketown, Portland Bikeshare, Photo
Credit: Bike Portland
Electric
Scooter
Sharing
This model is like dockless bikeshare but uses
electric scooters instead of bicycles. Electric
scooters are typically a standing design.

Lime E-Scooter, Photo Credit: Lime
Other service models or programs that increase access to bicycles include:
 Bike Lending Libraries: Unlike traditional bike rental stores, bike libraries offer bikes for short-term use for free or at very low cost and are often run by clubs, community groups, or non-profit organizations. San Mateo County has operated a bike lending library since 2020 and is expanding the program based on its success.  Bike Incentive or Rebate Programs: These provide point-of-sale voucher incentives for the purchase of bicycles or e-bikes.

Research and Lessons from Other Cities
Staff conducted informational interviews with cities and regional agencies on bikeshare implementation. The following is a summary of the information gathered.  The shared mobility space is rapidly changing, and several agencies have experienced the sudden abandonment of operators, such as Spin, BIRD, HOPR and Lime, from their cities because of bankruptcy and other factors.
 Bikeshare vendors were not able to meet most service agreement requirements for balancing or relocating used bicycles back to station areas as well as operating and maintaining the bicycles.
 Bicycles left parked on sidewalks and near homes block accessible paths and pedestrian space.
 Bicycles are taken on BART and distributed to other cities outside the bikeshare area.  Bikeshare stations can conflict with vehicles and pedestrians. 464

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 There is a lack of regional collaboration on bikeshare programs.  Grant funding or other subsidies may be needed for bikeshare to be profitable for the private operators.
 Theft and vandalism can occur.
 Bikeshare programs with small fleets of 100 or fewer bicycles were not successful.  E-bike challenges include personal injuries, equipment failures, and nationwide e-bike recalls due to battery fires.

Interviews with peer staff at other cities and agencies indicated that a successful bikeshare program would consider the following elements.
 Dedicated staff time is required for setting up program and for operations.  Regional coordination and effort are required.
 Focus on high density areas with docked systems.
 Station locations need to be carefully considered to avoid conflict with other transportation modes.
 High density cities and tourist destination cities, such as San Francisco and Oakland, have generally had more successful programs than lower density cities.  It is advisable to start with a pilot program concentrated in a small area and focus on first/last mile trips to BART and recreational trips along trails.

San Ramon Shared Mobility Program
The City of San Ramon was one of the first participants in the Contra Costa Transportation Authority’s Mobility on Demand Program, with a e-bike and e-scooter sharing program. The San Ramon shared mobility program was discontinued due to several issues:
 The program operator could not meet the three-hour rebalancing requirement.  Sidewalk obstruction by parked bicycles or scooters left near homes resulted in citizen complaints.
 Shared scooters were not beneficial as they could not be used on the Iron Horse Regional Trail.
 A driver’s license is required to use scooters, but underage scooter drivers often used parent ID or accounts.

San Ramon staff indicated that a regional bikeshare program connecting BART and the Iron Horse Regional Trail is needed for future success. They are currently exploring vendors for just ebikeshare that could utilize the Iron Horse Regional Trail (East Bay Regional Park District regulations prohibit scooters on trails).
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Safety
As with any other vehicle, shared mobility vehicles can be unsafe if operated carelessly or improperly. The US Consumer Product Safety Commission’s (CPSC) September 2023 report “Micromobility Products – Related Deaths, Injuries and Hazard Patterns 2017-2021,”1 presents the latest available statistics on injuries with three micromobility devices: e-scooters (including dockless/rental e-scooters), hoverboards, and e-bikes. The report shows that injuries associated with all micromobility devices increased nearly 21 percent in 2022 from 2021. There have been 129 micromobility-related fatalities from 2017 to 2021. E-scooters account for 68 fatalities and ebikes account for 53 of the total fatalities. Hoverboards resulted in 8 fatalities. For context, the City’s collision data for the last six years from 2018 to 2024 shows 82 collisions involving bicycles including 64 injury collisions and no fatalities.

Considerations for Bikeshare Implementation
Based on Staff’s research, the following are considerations and requirements, if desired by the City Council, to help implement a successful bikeshare program.

1. Legal Framework: Develop general provisions such as the basic legal framework to allow shared bicycles to operate in Dublin. Modify existing Ordinances that may prohibit or not be inconsistent with the legal framework.

2. Assembly Bill 371 requires that a city or county that authorizes a provider to operate within its jurisdiction on or after January 1, 2021, shall adopt rules for the operation, parking, and maintenance of shared mobility devices before a provider may offer any shared mobility device for rent or use. This includes establishing permit regulations including the following:
o Device requirements include specifications such as brakes, front/rear lights, type of bicycle, and on-board GPS. It is critical for cities and operators to ensure that these devices have safety equipment, are inspected, and maintained regularly, create safe riding environments, and communicate safe riding practices with the public. Vehicle, helmet, and user requirements can be considered for implementation to improve shared mobility rider safety.
o Operating requirements, such as type of system, limits of service area, number of bicycles and maintenance schedule. Geofencing or equivalent technology may be required to prevent bicycles from entering restricted areas. Geofencing is a digital tool that uses Global Positioning Service (GPS) or similar technology to create virtual geographic boundaries that restrict shared mobility devices from operating in specific areas and limit their speed.
o Parking requirements, such as maximum time acceptable for improperly parked devices, station locations, enforcement including citations and impounding fees. o Customer service and responsiveness including rebalancing requirements, such as relocating bicycles to established station areas.
o Data sharing, reporting standards, and performance metrics including an application program interface (API) to share real-time data and collision records.

1 Consumer Product Safety Commission (CPSC), “Micromobility Products – Related Deaths, Injuries and Hazard Patterns 2017-2021”, https://www.cpsc.gov/s3fs-public/Micromobility-Products-Related-Deaths-Injuries-and-Hazard-Patterns-2017-2022.pdf 466

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o Education and outreach to educate users on state and local laws. Staff and operators work to develop an education, safety, and awareness campaign to encourage more people to use bicycles and teach them how to ride safely. o Permit revocation requirements for instances where the permittee violates the terms of the permit or there is a serious threat to public health or safety. o Insurance and indemnification requirements, such as required insurance coverage.

3. Funding: Identify funding requirements, funding sources and dedicate funding and staffing resources to support the program. Multiple city departments are involved in launching and managing a shared mobility program including planning, contracting, procurement, public works, maintenance, and enforcement. Staff costs include time for oversight, reviewing permit applications, data analysis, operator coordination, field checks, and reporting. Other costs include removing or impounding incorrectly placed devices, which requires city vehicles that can retrieve devices and secure storage space on city property for impounded devices; responding to community inquiries; and parking enforcement.

4. Staffing Resources: A program must include identifying and allocating appropriate staffing resources to plan, implement, evaluate, and enforce program elements. Agencies that implemented bikeshare programs have had to reprioritize staff work due to community requests related to improper parking and other issues.

5. Regional Coordination: Coordinate with adjacent jurisdictions, the Dublin Unified School District, private schools, East Bay Regional Park District, LAVTA, County Connection, and BART, to establish rules and regulations around bikeshare operations within the City and across jurisdictional boundaries.

Demand in Dublin
Demand for bikeshare in the City of Dublin is uncertain at this time. Outreach activities for development of the Bicycle and Pedestrian Plan included a September 2020 online workshop and a May 2021 tabling at the Farmers’ Market. At both events, participants were surveyed about several items, including a few questions related to shared mobility, however bike share and scooter share were not the sole focus of the surveys.

At the May 2021 Farmers’ Market, 100 people visited the outreach team table and 40 people took a survey that included questions about pre- and post-COVID 19 pandemic modes of travel. Prepandemic, three people said they use bike share, scooter share, or a personal scooter at least once a week and another three said they use such travel modes between one and three days a month.

Post-pandemic the survey results were five and three, respectively.

At the September 2020 online workshop, of 23 people who responded, 10 responded as having experience with bike share or scooter share on public streets and 18 responded they would like to see bike share or scooter share in Dublin. On a later question, 72 percent of respondents selfidentified as either a “strong and fearless” bicyclist or an “enthused and confident” bicyclist. The same percent responded they bike ride either “daily or nearly daily” or “a few times per week.” Summary
Staff’s research for this report indicates key areas could potentially generate a volume of bicycle demand. A program that was concentrated in a small area and focused on first/last mile trips to BART and recreational trips along the Iron Horse Regional Trail may generate enough user 467

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demand. If the City Council desired to pursue bikeshare in Dublin, Staff would recommend considering the following action items.
 Develop a legal framework to allow bikeshare.
 Identify available funding and staffing resources. Currently, the City does not have the capacity to begin and support an effort of this nature. A re-prioritization of work would be required internally.
 Upgrade the existing bicycle infrastructure per the Dublin Bicycle and Pedestrian Plan in areas contemplated for bikeshare.
 Gauge partnership and sponsorship interest from transit operators, local businesses, and non-profits.
 Gauge interest from flexible bikeshare vendors. The shared mobility space is rapidly changing, and several agencies have experienced the sudden abandonment of operators from their cities as a result of bankruptcy and other factors. Prior to investing time and resources into other aspects of the program, it would be beneficial to release a request for information (RFI) to understand the potential interest of vendors and operators.  Identify supporting policies and/or incentives to encourage bikeshare.  Develop an education, safety, and awareness campaign to encourage the use of bicycles and instruct on how to ride micromobility devices safely.
 Consider and actively explore other models for providing access to bicycles, such as bike lending libraries and e-bike incentive or rebate programs.

STRATEGIC PLAN INITIATIVE:

Strategy 3E: Continue to implement measures identified in the Climate Action Plan.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:

None.
468
Report on Bike Share
Programs
May 7, 2024
469
Background
• Staff directed to bring back a report on the
feasibility of implementing e-bike (or bikeshare)
program.
• Staff has conducted research and collected
feedback from staff from agencies with experience
including the cities of Fremont, Walnut Creek, San
Ramon, BART, MTC, East Bay Regional Park
District, and Bike East Bay.
470
What is Shared Mobility?
• Micromobility – Any small, low-speed, human or electric-powered transportation device, including bicycles, scooters, electric-assist bicycles (e-bikes), electric scooters (e-scooters), and other small, lightweight, wheeled conveyances.
• Purpose – Provides users with on demand short-term access to transportation. – Requires joining an organization or membership that maintains a vehicle fleet at various locations.
• Supports Goals adopted by the City Council – General Plan, Dublin Bicycle and Pedestrian Plan, – Climate Action Plan 2030 and Beyond
471
Shared Mobility Service Models
• Station-based Bikeshare (BayWheels, SF)
– Fixed station, higher capital cost, high density
• Dockless Bikeshare
– Any location in fixed area
– Geofencing to enforce parking locations
• Hybrid Bikeshare (Biketown in Portland)
– Fixed or dockless location
– Fee to park dockless or incentives
• Electric Scooter Sharing
– Dockless with electric scooters
• Other programs
– Bike Lending Libraries
– Bike Incentive or Rebate Programs
472
Research/Lessons Learned
• Shared mobility changing rapidly and operators
– Sudden abandonment & financial uncertainty
• Operators unable to meet service requirements
– Operation, maintenance, rebalancing requirements
• Bicycles block sidewalks & other accessible paths.
• Lack of regional collaboration
• Theft and vandalism
• Programs with small fleets did not work
• E-bikes: personal injuries, equipment failures and recalls Source: https://chi.streetsblog.org/
473
Elements for Success
• Dedicated staff time
• Regional Coordination
• Focus on high density areas & docked systems
• Careful consideration of station locations
• Pilot program
– BART and recreational trips
474
San Ramon Shared Mobility Program
• One of the first participants in CCTA’s Mobility on
Demand Program
• Discontinued
– Operator and three-hour rebalancing requirement
– Sidewalk obstruction by parked bicycles
– Shared scooters not allowed on the Iron Horse Regional Trail – A driver’s license is required for scooters, but underage scooter drivers often used parent ID or accounts
475
Safety
• Unsafe if careless or improper operation
• US Consumer Product Safety Commission September 2023
micromobility report
– Injuries increased 21 % - 2021 to 2022
– 129 fatalities in five years
• Dublin’s collision data from 2018 to 2024
– 82 bicycle collisions
– 64 injury collisions and no fatalities
476
Bikeshare Implementation Considerations
• Develop Legal Framework
• AB 371 requirements
• Establish Permit Regulations
– Device Requirements
– Operating Requirements
– Parking
– Customer Service
– Data Sharing
– Education and Outreach (State and local laws)
• Funding requirements (sources)
• Staffing Resources
• Regional Coordination
Source: https://link.springer.com/article/10.1007/s44212-022-00013-1 477
Demand in Dublin?
• Demand for bikeshare is uncertain
• Bicycle and Pedestrian Plan Outreach
– May 2021 Farmers’ Market (5 out of 40)
– September 2020 Online Workshop (18 of 23)
• Most respondents bike daily or nearly daily
– Bikeshare was not the sole focus of surveys
478
Summary & Actions
• Focus on small area, BART and recreational trips
• If directed to proceed, Staff recommendations:
– Develop legal framework
– Identify available funding and staffing resources
– Upgrade existing bicycle infrastructure
– Partnership and sponsorship interest?
– Interest from bikeshare vendors?
– Release a request for information (RFI)
– Identify supporting policies and incentives
– Develop education, safety, and awareness campaign
– Consider alternative models
479
May is National Bike Month! • Events in Dublin
• Urban Cycling 101 Classes
– Day One, Classroom Workshop - Saturday, May 11, 10:00 a.m. to 12:00 p.m., in the Bray Community Room (100 Civic Plaza)
– Day Two, Road Class, Sunday, May 12, 10:00 a.m. to 3:00 p.m. - Dublin Civic Center Parking Lot (100 Civic Plaza)
– Dublin’s website for detailed information
https://dublin.ca.gov/CivicAlerts.aspx?AID=4878
• Bike to Work or Wherever Day - Thursday, May 16, 7:00 a.m. to 9:00 a.m. – Energizer Stations at BART
• Bike to Market Day -Thursday, May 30, 4:00 p.m. – 8:00 p.m. – Ride to Dublin Farmer’s Market at Emerald Glen Park
• Subscribe to Information on Bike programs
– Notify Me Form at https://dublin.ca.gov/313/Bike-Pedestrian-Programs 480
Bicycle Safety
Bicycles
• Wear a helmet
• Obey street signs, signals, and road markings
• Use hand signals when turning or stopping
• Watch for pedestrians
• Keep to the far-right side of the road
• Drive in the same direction as traffic
• Wear bright colors
Drivers
• Obey the speed limit
• Drivers turning right should look to the right and behind 481

STAFF REPORT

CITY COUNCIL

Page 1 of 3 ends

Agenda Item 8.3
DATE: May 7, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Discussion of the Use of a Virtual Platform for Public Comment Prepared by: Marsha Moore, MMC, City Clerk
EXECUTIVE SUMMARY:

The City Council will consider whether to continue offering a courtesy to the public to provide public comment virtually via Zoom. This was brought up under Item 9 at the April 16, 2024, Regular City Council Meeting.

STAFF RECOMMENDATION:

Provide direction to Staff on whether changes should be made to the City’s current practice of allowing public comment via remote communication.

FINANCIAL IMPACT:

None.

DESCRIPTION:

At the April 16, 2024, Regular City Council meeting the City Council asked Staff to bring an item to a future meeting to discuss the continuing use of Zoom for public comment.

Currently, the Dublin City Council allows public comment to occur in person and virtually through Zoom. The Planning Commission is also accepting public comment to occur in person and virtually through Zoom. The City is not required to offer public participation via Zoom or any other virtual platform when public meetings are taking place in person. It was offered as a courtesy to allow other options for public participation during COVID.
482

Page 2 of 3 ends

Public Participation Options
Public Comments Additional Measures Impact
A In person & virtual - No Change
B In person & Staff
and Consultants
allowed to be virtual

1. Add statement to agenda for
potential AB2449
- Speakers still able to provide comments
virtually under AB2449
Option A keeps the status quo, providing public comment via Zoom as a courtesy for the public.

Option B would remove the Zoom option for public comment, unless AB2449 is used. (See discussion of AB2449 below.) Zoom would remain available for consultants and Staff.

None of the options would restrict a resident or any other individual from providing written comments to the City Council if they were unable or did not want to attend in person. Residents would still be able to view the meeting on Comcast channel 28, www.tv30.org or via the City’s website.

Staff reached out to other cities in Alameda County, and the City of San Ramon and Town of Danville. Currently, the cities of Newark, Emeryville, Pleasanton, Livermore, Union City, San Ramon, and the Town of Danville are not taking public comment via Zoom. Of those cities, four allow their staff and consultants to participate via Zoom.

AB2449
AB2449 allows City Councilmembers to participate virtually in “emergency circumstances” and for a “just cause” as defined. The Brown Act requires that public comment be made available virtually if a council member is participating remotely under AB2449 (Government Code § 54953(f)(1)(A)). If the City Council decides to no longer provide the option for public comment via Zoom, a statement will be added to the agenda informing the public that should AB2449 be utilized, a link to the online speaker slip would be activated to submit a speaker slip, and the Mayor would read the same statement at the start of the meeting, providing the public with the opportunity to complete a speaker slip and join the Zoom meeting prior to public comment. If there is advanced notice of the use of AB2449, prior to 72 hours of the meeting, the agenda will be amended to provide instructions to participate remotely.

This item was requested under Item 9 at the April 16, 2024 Regular City Council Meeting. Staff requests that the City Council discuss and provide direction.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.
483

Page 3 of 3 ends

ATTACHMENTS:

None.
484
Virtual Platform for Public
Comment
May 7, 2024
485
Background
• COVID – Introduction of Virtual Public
Comment
• Transitioned to Hybrid Public Comment –
April 2021
• Current – City Council and Planning
Commission offer Virtual Public Comment
as a courtesy
486
Virtual Public Participation
Options
• Option A – No change, in person and virtual
public comment
• Option B – In person public comment, with
Staff and consultants allowed to be virtual
487
Questions?
488

Dublin City CouncilMay 7, 2024

Dublin City Council
May 7, 2024